The boardroom agenda: developing the innovative organisation

The boardroom agenda: developing the innovative organisation Explores the distinctive behaviours and organizational capabilities which enable firms to innovate successfully. Identifies four aspects of innovation which sustain the firm’s abilities to deliver superior customer value. These are: culture and climate; the management of assets and capabilities; structure and controls; and new product and process development. Argues that the over‐reliance on the traditional approach to innovation – the development of new products and services – is too limited a view and may even be preventing business leaders from adopting this broader, organisational approach where the contribution from each area of the business can be multiplicative when kept in balance. Finally, issues the role of business leaders in removing barriers to innovation and nurturing a multi‐faceted approach across the firm and draws conclusions. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Corporate Governance Emerald Publishing

The boardroom agenda: developing the innovative organisation

Corporate Governance, Volume 2 (1): 10 – Mar 1, 2002

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Publisher
Emerald Publishing
Copyright
Copyright © 2002 MCB UP Ltd. All rights reserved.
ISSN
1472-0701
D.O.I.
10.1108/14720700210418698
Publisher site
See Article on Publisher Site

Abstract

Explores the distinctive behaviours and organizational capabilities which enable firms to innovate successfully. Identifies four aspects of innovation which sustain the firm’s abilities to deliver superior customer value. These are: culture and climate; the management of assets and capabilities; structure and controls; and new product and process development. Argues that the over‐reliance on the traditional approach to innovation – the development of new products and services – is too limited a view and may even be preventing business leaders from adopting this broader, organisational approach where the contribution from each area of the business can be multiplicative when kept in balance. Finally, issues the role of business leaders in removing barriers to innovation and nurturing a multi‐faceted approach across the firm and draws conclusions.

Journal

Corporate GovernanceEmerald Publishing

Published: Mar 1, 2002

Keywords: New product development; Barriers; Enablement; Innovation

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