FREQUENCY VERSUS EFFECT: OBSTACLES TO INNOVATION AND THEIR RELATIONSHIP TO INNOVATION SELF-EFFICACY
(English)In: International Journal of Innovation and Technology Management (IJITM), ISSN 0219-8770Article in journal (Refereed) Accepted
A vast number of studies analyze the effects of obstacles to innovation but often neglect the operational level in the organizational hierarchies, although this level is known to power innovation. This study explores how the operative level and first-level managers in two large R&D organizations perceive innovation obstacles. Beyond investigating the mere frequency of the obstacle, we also study their effect on employees’ innovation self-efficacy. While time-related obstacles are the most frequently identified ones at both firms, they are not significantly related to a decrease in innovation self-efficacy. Instead we find that obstacles referring to organizational culture, goals and strategies, as well as project portfolio management, are significantly related to lower levels of innovation self-efficacy.
Obstacles to innovation, determinants of innovation, innovation self-efficacy, operational level
IdentifiersURN: urn:nbn:se:kth:diva-160621OAI: oai:DiVA.org:kth-160621DiVA: diva2:790566
QS 20152015-02-252015-02-252015-02-25Bibliographically approved