Factors influencing an organisation's ability to manage innovation: a structured literature review and conceptual model

Marisa Smith, Marco Busi, Peter Ball, Robert Van der Meer

Research output: Contribution to journalArticle

96 Citations (Scopus)

Abstract

Management literature prescribes innovation as a stimulus for sustained competitive advantage in companies; however, the nature of the development in this field has resulted in the literature being broad and fragmented. This paper focuses on the body of literature concerned with the factors which influence innovation management in organisations. The aim of this research is to present a holistic view of the factors that affect innovation management. Using a systematic literature review approach, using over 100 papers, this research identifies nine key factors that impact on an organisation's ability to manage innovation. These nine factors have been identified as management style and leadership, resources, organisational structure, corporate strategy, technology, knowledge management, employees and innovation process. This paper then discusses the inductively derived model that presents the important relationships identified between the factors to present a holistic view of innovation management. From this, we open up the debate on innovation management as a systemic approach rather than being focused on the singular factors. We can therefore conclude that a number of dominant relationships exist between the factors with the innovation process being the only endogenous factor within the model.
LanguageEnglish
Pages655-676
Number of pages22
JournalInternational Journal of Innovation Management
Volume12
Issue number4
DOIs
Publication statusPublished - Dec 2008

Fingerprint

Innovation
Literature review
Conceptual model
Factors
Influencing factors
Knowledge management
Personnel
Innovation management
Industry
Innovation process

Keywords

  • innovation
  • organisational factors
  • contact centres
  • mass production
  • manufacturing
  • service operations

Cite this

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