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Providing a first tentative understanding of novelty and a set of implications for organizations to manage it, this book focuses on the potential offered by emergent novelty, namely novelty which is neither designed nor pursued. The author asks how organizations might increase their abilities and strategies to benefit from its early recognition. Such potential is broken down into positive terms and demonstrates how early recognition is beneficial both to organizations which aim to seize emergent innovations as well as those which aim to avoid emergent disasters. Understanding Novelty in Organizations aims to rethink the structure and strategies of organizations to gain a new balance between design and randomness in the generation of novelty. The varied perspectives presented in this work will engage scholars interested in novelty, innovation and creativity, and emergency management.
This volume seeks to develop processual understandings of how novelty emerges in the processes of organizing by drawing on scholarship from a diverse range of perspectives. The volume covers creativity, improvisation, invention, entrepreneurship, and innovation in organizations.
This book presents unique insights and advice on defining and managing the innovation transformation journey. Using novel ideas, examples and best practices, it empowers management executives at all levels to drive cultural, technological and organizational changes toward innovation. Covering modern innovation techniques, tools, programs and strategies, it focuses on the role of the latest technologies (e.g., artificial intelligence to discover, handle and manage ideas), methodologies (including Agile Engineering and Rapid Prototyping) and combinations of these (like hackathons or gamification). At the same time, it highlights the importance of culture and provides suggestions on how to build it. In the era of AI and the unprecedented pace of technology evolution, companies need to become truly innovative in order to survive. The transformation toward an innovation-led company is difficult – it requires a strong leadership and culture, advanced technologies and well-designed programs. The book is based on the author’s long-term experience and novel ideas, and reflects two decades of startup, consulting and corporate leadership experience. It is intended for business, technology, and innovation leaders.
This book contains Open Access chapters This volume integrates and redirects research on organizational hybridity, the mixing of logics, forms, and identities that do not conventionally go together. It sets a foundation for continued analytical rigor and real-world relevance.
In today's highly competitive market, organizations increasingly need to innovate in order to survive. Drawing on a wealth of psychological research in the field of creativity, David H. Cropley and Arthur J. Cropley illustrate practical methods for conceptualizing and managing organizational innovation. They present a dynamic model of the interactions between four key components of creativity - product, person, process, and press - which function as building blocks of innovation. This volume sheds new light on the nature of innovative products and the processes that generate them, the psychological characteristics of innovative people, and the environments that facilitate innovation. It also fills a significant gap in the current literature by addressing the paradoxical quality of organizational innovation, which may be both helped and hindered by the same factors. The authors demonstrate that with proper measurement and management, organizations can effectively encourage individuals to produce and take advantage of novel ideas.
The social sciences have sophisticated models of choice and equilibrium but little understanding of the emergence of novelty. Where do new alternatives, new organizational forms, and new types of people come from? Combining biochemical insights about the origin of life with innovative and historically oriented social network analyses, John Padgett and Walter Powell develop a theory about the emergence of organizational, market, and biographical novelty from the coevolution of multiple social networks. In the short run, they argue, actors make relations, but in the long run, they argue, actors make actors. Organizational novelty arises from spillover across intertwined networks, which tips reproducing biographical and production flows. This theory is developed through formal deductive modeling and through a wide range of careful and original historical case studies, ranging from early capitalism and state formation, to the transformation of communism, to the emergence of contemporary biotechnology and Silicon Vally. -- from back cover.
This open access book brings together scholars in the fields of management, public policy, regional studies, and organization theory around the concept of resilience. The aim is to provide a more holistic understanding of the complex phenomenon of resilience from a multi-sectorial, cross-national, and multidisciplinary perspective. The book facilitates a conversation across diverse disciplinary specializations and empirical domains. The authors contribute both to theory testing and theory development and provide key empirical insights useful for societies, organizations, and individuals experiencing disruptive pressures, not least in the context of a post-COVID-19 world. Diverse chapters are held together by a clear organization of the volume across levels of analysis (resilience in organizations and societies) and by an original perspective on resilience derived from an extended review, by the editors, of the existing literature and knowledge gaps, according to which each of the individual chapter contributions is positioned and connected to.
This innovative volume provides a comprehensive overview of improvisation as a pervasive organizational process, essential in ever-changing business environments. Exploring theories of organizational action as well as contemporary challenges, it highlights improvisation’s rich potential in theory building and practice. The value and relevance of improvisational capabilities and processes in organizations are more apparent than ever: the global pandemic has forced organizations to reinvent themselves and to adapt to dramatic change on a massive scale. This surge in improvised activity starkly illustrates how the capability to improvise is key to organizational resilience: organizations that are able to improvise effectively are better prepared to bounce back and even thrive. From the latest thinking on improvisation in organizations to future avenues for research, this volume demonstrates the rich potential for both theory building and practice and provides a valuable resource for researchers and advanced students in organizational strategy, entrepreneurship, product development, information systems, disaster management, and HRM.
Radical Decision Making offers a controversial new framework to the conventional strategic change management conversation. While many approaches provide a discussion on a singular level, Dr. Hruška blends theory and research of decision making and social interaction to develop a consistent framework of strategic change.