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INNOVATION PROMOTION STRATEGIES: A CONCEPTUAL FRAMEWORK

Innovation is a common concept in an organization, since it must have the ability to increase innovation in order to remain competitive in a market

METHODOLOGY AND THEORETICAL FRAMEWORK OF INNOVATION PROMOTION STRATEGIES

it is said that innovation is diverse, vast, multidisciplinary and varied, it has different approaches.

contains a set of factors that affect innovation, which is why it is necessary to create a framework in which everything is unified and thus be able to develop a unified framework

The authors seek to obtain a meta-analysis of research in order to give hypothetical proposals and develop an integrated framework of innovation promotion strategies.

Theoretical Framework of Innovation Promotion Strategies

KNOWLEDGE MANAGEMENT & H R M STRATEGY

TRANSFORMATIONAL

LEADERSHIP & EMPLOYEES’

EMPOWERMENT STRATEGY

ENHANCED LEVEL OF

ORGANIZATIONAL PERFORMANCE

EMPLOYEES’ TALENT

DEVELOPMENT STRATEGY

TEAM CLIMATE

DEVELOPMENT STRATEGY

CUSTOMER ORIENTATION

STRATEGY

SOCIAL CAPITAL

MANAGEMENT STRATEGY

TECHNOLOGY

MANAGEMENT

STRATEGY

ORGANIZATIONAL LEARNING STRATEGY

ORGANIZATIONAL LEARNING STRATEGY FOR INNOVATION

is a

process that involves interactions among individuals, dyads, and groups in an

organization

integrated model of learning organization

appropriately which incorporates in its fold organizational learning, learning on-thejob,

a climate of learning, and an organizational structure that is flexible and organic.

The exploration of new knowledge and exploitation of existing knowledge are the

two learning capabilities that influence the behavioral changes and lead to innovation

and enhanced organizational performance

The above mentioned observations lead to the following propositions:

organizational learning and initiative for managing learning climate are the

significant antecedents of innovation

organizations with stronger learning

orientation build organizational competencies that promote organizational innovation

KNOWLEDGE MANAGEMENT AND HUMAN RESOURCE

MANAGEMENT STRATEGIES FOR INNOVATION

Organization’s pro-activeness in acquiring, developing and utilizing various resources

including new technologies stimulates innovations. Organizational resources include

financial resources

hypotheses proposed in this article:

“Availability and effective utilization of different

organizational resources positively affect the innovation process and its outcomes”.

“Organization’s higher level of absorptive capacity enhances the level of innovation

success”.

“Creativity of the organizational people is knowledge-driven and it

mediates the promotion of innovative behavior of the employees in an organization”.

“HRM system which emphasizes extensive training, performance based rewards,

and team development moderates the relationship between organizational culture and success of organizational innovation”.

“KM and HRM practices form a coherent

system of mutually reinforcing practices and act in favor of innovation”.

(vi) “Effectiveness of knowledge management and human resource management has

positive impact on organizational innovation”.

TECHNOLOGY MANAGEMENT STRATEGY FOR INNOVATION

The goal of successful adoption and diffusion of innovation in an organization is achieved

when management integrates organization’s technology development capability,

operations capability, and transaction capability in a synchronized manner

This capability is an overall capability that covers the competence to absorb,

to adapt, and to transform a given technology into specific operations and transactions

The power of such a

capability is the way firms absorb, process, create, change, and generate feasible

technical applications (new technology, new process, new products, new routines)

within the knowledge frontier

MARKET ORIENTATION STRATEGY FOR INNOVATION

Customer orientation,

customer focus, customer centric, and market driven are the other terms that are

associated with market orientation.

Market Orientation

(MO) is the extent to which a firm generates market intelligence pertaining to current

and future customer needs, disseminate it among the members of the organization,

and organization-wide responsiveness to it.

Competitors oriented firms acquire and evaluate market information in a systematic

and anticipatory way.

SOCIAL CAPITAL MANAGEMENT STRATEGY FOR INNOVATION

Based on the empirical evidence noted above, it may be posited that “organization’s

customer orientation is strongly associated with the success of innovation strategies

across the cultures”.

A starting point of innovation

process is generation of creative ideas originated from external and internal sources of

an organization and dissemination of those ideas either through formal or informal

channels

The value of each source and channel depends on the organization’s social

capital consists of social networks in which knowledge is created and shared

More successful innovation process results

when the knowledge creation, acquiring, and utilization match the type of knowledge

(tacit knowledge or explicit knowledge or some combination) associated with the

nature of intended innovation

EMPLOYEES’ TALENT DEVELOPMENT STRATEGY FOR INNOVATION

Innovation is not only derived from a small number of employees who perform a specific

task

but it is a philosophy which is embedded throughout the organization

and almost all the employees should be involved directly or indirectly in contributing,

in small or greater way, to adoption and/or diffusion of innovation

In order to stay ahead in the

competition, organizations require innovativeness / innovation capabilities at the level

of entire organization. In order to impact corporate culture and make it more supportive

to innovation

all the members of management team must take part in innovation

management