1. Home
  2. Vol 4, No 5 (2020)
  3. Modranský

Innovation Management and Barriers – Creating Space for Innovation and Organizational Change

Róbert Modranský, Silvia Jakabová, Albert Oláh

Abstract


The major purpose of this paper is to determine the opportunities and challenges relating to successful innovation management in SMEs in German and Slovakia. The objective and the subjective stances to research comprise three interlinking philosophies: epistemology, ontology and axiology. For this study the major design elements are the explanatory and the exploratory approaches and a case study is the selected research strategy. In order to answer the research problem, numerical and textual data is gathered. The empirical research studies revealed significant cultural influence on innovation management and related organisational change associated with it. It also highlighted substantial differences between success and failure factors in SMEs and large companies and there were implications that formal innovation management was less important from SMEs than for large companies. This research identified key innovation management success factors for SMEs and made three new findings, which add to the current knowledge: innovation circles were an effective innovation management approach to generating and developing ideas and getting innovation to market quickly; government agencies that encourage firms to collaborate effectively enhance the level and success of innovation; SMEs and large companies have distinctly different rankings of barriers to innovation and small and micro firms are more effective in original product innovation and speed to market than medium sized companies.

Keywords


Innovation; Organizational Change; SME; Barriers.

References


Reichwald, Ralf and Frank Piller. “Interaktive Wertschöpfung. Open Innovation Individualisierung und neue Formen der Arbeitsteilung. 2nd edition” (2009). doi:10.1007/978-3-8349-9440-0.

Abulrub, Abdul-Hadi G. and Junbae Lee. "Open innovation management: challenges and prospects." Procedia-Social and Behavioral Sciences 41 (2012): 130-138. doi:10.1016/j.sbspro.2012.04.017.

Usman, Muhammad, and Wim Vanhaverbeke. "How start-ups successfully organize and manage open innovation with large companies." European Journal of Innovation Management (2017). doi:10.1108/EJIM-07-2016-0066.

Brem, Alexander, and Kai-Ingo Voigt. "Integration of market pull and technology push in the corporate front end and innovation management - Insights from the German software industry." Technovation 29 no. 5 (2009): 351-367. doi:10.1016/j.technovation.2008.06.003.

Onwuegbuzie, A and N. Leech. “On Becoming a Pragmatic Researcher: The Importance of Combining Quantitative and Qualitative Research Methodologies.” International Journal of Social Research Methodology 8 no. 5 (2005): 375-387. doi:10.1080/13645570500402447.

Saunders, Mark, Philip Lewis and Adrian Thornhill. “Research Methods for Business Students. 5th edition” (2018).

Creswell, John W., and David J. Creswell. “Research Design: Qualitative, Quantitative, and Mixed Methods Approaches” (2017).

Naghibi, Mohammad Ali, and Hediyeh Baban. "Strategic change management: The challenges faced by organizations." In international conference on economics and finance research, vol. 4, (2011): 542-544.

Ritchie, Jane and John Lewis. “Qualitative Research Practice.” (2010).

Beer, M. and N. Nohria. “Cracking the code of change.” Harvard Business Review 78, no. 3 (May/June 2000): 133-141.

Stewart, J. and P. Kringas. “Change management – strategy and values. Six case studies from the Australian public sector.” Centre for Research in Public Sector Management (2003). doi:10.1111/1540-6210.00331.

Sheil, Christopher. “Globalization: Australian impacts” (2001).

Porras, Jerry, I. and Peter J. Robertson. “Organisational development: Theory, practice, and research.” (1992).

Mintzberg, H. and F. Westley. “Cycles of Organisational Change.” Strategic Management Journal 13 no. 3 (1992): 39-59. doi:10.1002/smj.4250130905.

Alvesson, Mats, and Stefan Sveningsson. “Changing Organisational Culture. Cultural work in the progress. 2nd edition” (2016). doi:10.4324/9781315688404.

Furr, N. & J. Dyer. “Leading Your Team into the Unknown.” Harvard Business Review 93 no. 12 (2014): 82-88.

Ambile, T. “Motivating Creativity in Organisations: On Doing What You Love and Loving What You Do.” California Management Review 40, no.1 (1997): 39-58. doi:10.2307/41165921.

Kotter, John, P, “Leading Change” (2015).

Lajčin, Daniel, Gabriela Gabrhelová and Ferdinand Korn. “Sociálna a emocionálna inteligencia osobnosti manažéra v priestore morálky a práva = Vybrané osobnostné vlastnosti manažéra v priestore iusnaturalizmu. 1. edition” (2017).

Kanter, Rosabeth Moss. “The change masters: Corporate entrepreneurs at work” (1992).

Lee, S., G. Park, B. Yoon and J. Park. “Open Innovation in SMEs – An Intermediated network model.” Research Policy 39 no. 2 (2010): 290-300.

Lawrence, T.B., B. Dyck, S. Maitlis, and M.K. Mauws. “The underlying structure of continuous change.” MIT Sloan Management Review 47 no. 4 (2006): 59-66.

Zimmermann, J. “The principles of managing change.” HR Focus 2 no. 4 (1995): 15-16. doi:10.1108/00438029510082567.

Swedberg, Dan, and Judith Douglas. "Transformation by design: an innovative approach to implementation of e-government." Electronic Journal of E-government 1, no. 1 (2003): 51-56.

Doppler, Klaus, and Christoph Lauterburg. “Change Management. Den Unternehmenswandel gestalten.” (2014).

Cummins, Thomas G. and Christopher G. Worley “Organisation Development and Change. 10th edition” (2015).

Mullins, Laurie, J. “Management and Organisational Behaviour. 9th edition” (2010).

Kotter, John, P. “Leading Change” (2012).

Govindarajan, V. and C. Trimble. “Stop the Innovation Wars.” Harvard Business Review 88 no. 7-8 (2010): 76-83.

Leavy, B. “A leader’s guide to creating an innovation culture.” Strategy & Leadership 33 no. 5 (2005): 38-45. doi:10.1108/10878570510608031.

Currall, S.C., E.B. King, B. Lane, J. Madera and S. Turner. “What drives public acceptance of nanotechnology.” Nature Nanotechnology 1, no. 3 (2006): 153-155. doi:10.1038/nnano.2006.155.

Hunter, J. “Is open innovation the way forward in big pharma? Nature Reviews.” Drug Discovery 9 no. 2 (2010): 87-88. doi:10.1038/nrd3099.

Birchall, D.W., J.J. Chanaron and J. Soderquist. “Managing Innovation in SMEs: a comparison of companies in the UK, France and Portugal.” International Journal of Technology Management 12, no. 3 (1996): 291-306.

Rammer, Christian, Dirk Czarnitzki, and Alfred Spielkamp. “Innovation Success of Non-R&D-Performers: Substituting Technology by Management in SMEs.” Small Business Economics 33, no. 1 (March 26, 2009): 35–58. doi:10.1007/s11187-009-9185-7.

Robins, P., and C. O’Gorman. “Innovation Processes: Do They Help of Hinder New Product Development Outcomes in Irish SMEs.” Irish Journal of Management 35 no. 1 (2016): 88-103. doi:10.1515/ijm-2016-0006.

Havlicek, Karel, Eleftherios Thalassinos and Liliana Berezkinova. "Innovation management and controlling in SMEs." (2013). doi:10.35808/ersj/403.

Lendel, Viliam, Štefan Hittmár and Eva Siantová. "Management of innovation processes in company." Procedia economics and finance 23 (2015): 861-866. doi:10.1016/S2212-5671(15)00382-2.

Sulaiman, Rasheed V., Ahmed Hall, Theodore Reddy and Karim Dorai. "Studying rural innovation management: a framework and early findings from Riu in South Asia." (2010).

De Meyer, Arnoud, and Sam Garg. “What makes the implementation of Innovation Management in Asia Different?”. INSEAD working paper 2004/81/ABCM/TM (2004). doi:10.1057/9780230512061_6.

Moore, Geoffrey A. "Darwin and the demon: Innovating within established enterprises." Harvard business review 82, no. 7-8 (2004): 86-92.

Suija-Markova, Inese, Liene Briede, Elīna Gaile-Sarkane, and Iveta Ozoliņa-Ozola. “Multitasking in Knowledge Intensive Business Services.” Emerging Science Journal 4, no. 4 (August 1, 2020): 305–318. doi:10.28991/esj-2020-01233.

Franken, Rolf and Swetlana Franken, S. “Integriertes Wissens- und Innovationsmanagement” (2011). doi:10.1007/978-3-8349-6724-4.

Davenport, Thomas, H. “Process Innovation: reengineering work through information technology. (1992).

Levitt, Theodore. “Innovation in marketing: new perspectives for profit and growth” (1962).

Hartschen, Michael, Jiri Scherer, and Chris Brügger. “Innovation Management: Die 6 Phasen von der Idee zur Umsetzung. 3rd edition” (2009).

Dyer, J.H. and H. Singh. “The relational view: Cooperative strategy and sources of inter-organisational competitive advantage.” Academy of Management Review 23 no. 4 (1998): 660-679. doi:10.5465/amr.1998.1255632.

Kotter, John, P. “Leading Change” (1996).

Gassmann, Oliver, and Ellen Enkel. “Towards a theory of Open Innovation: Three Core Process Archetypes” (2004).

Lycke, L. “Team development when implementing TPM.” Total Quality Management 14 no. 2 (2003): 205-213. doi:10.1080/1478336032000051395.

Strobel, Natalia and Jan Kratzer. "Obstacles to innovation for SMEs: Evidence from Germany." International Journal of Innovation Management 21 no. 03 (2017): 1750030. doi:10.1142/S136391961750030X.

De Massis, Alfredo, David Audretsch, Lorraine Uhlaner and Nadine Kammerlander. "Innovation with Limited Resources: Management Lessons from the German Mittelstand." Journal of Product Innovation Management 35 no. 1 (2018): 125-146. doi:10.1111/jpim.12373.

Frondel, Manuel, Jens Horbach and Klaus Rennings. "What triggers environmental management and innovation? Empirical evidence for Germany." Ecological Economics 66 no. 1 (2008): 153-160. doi:10.1016/j.ecolecon.2007.08.016.

Wagner, Stephan M. "Innovation management in the German transportation industry." Journal of Business Logistics 29 no. 2 (2008): 215-231. doi:10.1002/j.2158-1592.2008.tb00093.x.


Full Text: PDF

DOI: 10.28991/esj-2020-01236

Refbacks

  • There are currently no refbacks.