Enabling rather than managing innovation

Research output: Contribution to conferencePaper

Abstract

Complementing and challenging classic innovation management approaches, this work aims to shed light on how innovations are initiated and realized in heterarchies and what can be learned from those. Through a multiple case study project, innovation practices are explored in the contexts of strategy and direction, processes and structure, and culture and leadership. Innovation is found to be coordinated more through cultural than formal organizational mechanisms. Companies may not be able to change their hierarchical-bureaucratic structures to more heterarchical types so as to be more innovative, yet innovation friendly lessons from heterarchicies are provided for the levels of the individual, project, and organisation. This helps extend and advance the theory and practical application of innovation by understanding innovation mechanisms in heterarchical organizations.
Original languageEnglish
Publication statusPublished - 15 Nov 2017
EventRENT XXXI: Relevance in Entrepreneurship Research - Lund University, Lund, Sweden
Duration: 15 Nov 201717 Nov 2017
http://www.rent-research.org/rent-xxxi
http://www.rent-research.org/rent-xxxi

Conference

ConferenceRENT XXXI
CountrySweden
CityLund
Period15/11/1717/11/17
Internet address

Fingerprint

Innovation
Managing innovation
Multiple case study
Innovation management

Cite this

Schoellhammer, S., & Gibb, S. (2017). Enabling rather than managing innovation. Paper presented at RENT XXXI, Lund, Sweden.
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title = "Enabling rather than managing innovation",
abstract = "Complementing and challenging classic innovation management approaches, this work aims to shed light on how innovations are initiated and realized in heterarchies and what can be learned from those. Through a multiple case study project, innovation practices are explored in the contexts of strategy and direction, processes and structure, and culture and leadership. Innovation is found to be coordinated more through cultural than formal organizational mechanisms. Companies may not be able to change their hierarchical-bureaucratic structures to more heterarchical types so as to be more innovative, yet innovation friendly lessons from heterarchicies are provided for the levels of the individual, project, and organisation. This helps extend and advance the theory and practical application of innovation by understanding innovation mechanisms in heterarchical organizations.",
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note = "RENT XXXI : Relevance in Entrepreneurship Research ; Conference date: 15-11-2017 Through 17-11-2017",
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Schoellhammer, S & Gibb, S 2017, 'Enabling rather than managing innovation' Paper presented at RENT XXXI, Lund, Sweden, 15/11/17 - 17/11/17, .

Enabling rather than managing innovation. / Schoellhammer, Sarah; Gibb, Stephen.

2017. Paper presented at RENT XXXI, Lund, Sweden.

Research output: Contribution to conferencePaper

TY - CONF

T1 - Enabling rather than managing innovation

AU - Schoellhammer, Sarah

AU - Gibb, Stephen

PY - 2017/11/15

Y1 - 2017/11/15

N2 - Complementing and challenging classic innovation management approaches, this work aims to shed light on how innovations are initiated and realized in heterarchies and what can be learned from those. Through a multiple case study project, innovation practices are explored in the contexts of strategy and direction, processes and structure, and culture and leadership. Innovation is found to be coordinated more through cultural than formal organizational mechanisms. Companies may not be able to change their hierarchical-bureaucratic structures to more heterarchical types so as to be more innovative, yet innovation friendly lessons from heterarchicies are provided for the levels of the individual, project, and organisation. This helps extend and advance the theory and practical application of innovation by understanding innovation mechanisms in heterarchical organizations.

AB - Complementing and challenging classic innovation management approaches, this work aims to shed light on how innovations are initiated and realized in heterarchies and what can be learned from those. Through a multiple case study project, innovation practices are explored in the contexts of strategy and direction, processes and structure, and culture and leadership. Innovation is found to be coordinated more through cultural than formal organizational mechanisms. Companies may not be able to change their hierarchical-bureaucratic structures to more heterarchical types so as to be more innovative, yet innovation friendly lessons from heterarchicies are provided for the levels of the individual, project, and organisation. This helps extend and advance the theory and practical application of innovation by understanding innovation mechanisms in heterarchical organizations.

M3 - Paper

ER -

Schoellhammer S, Gibb S. Enabling rather than managing innovation. 2017. Paper presented at RENT XXXI, Lund, Sweden.