Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Innovating every day: making innovation everyone´s business
KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.ORCID iD: 0000-0002-6056-5172
KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.ORCID iD: 0000-0002-4488-1028
KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
(English)Manuscript (preprint) (Other academic)
Abstract [en]

The purpose of this paper is to investigate the efforts of a large company when assigning everyone in the organization to work with innovation, and its implication on managing radical and incremental innovation. The analysis rests on an interview investigation within a global high-technology company with 31 managers in different contexts. These managers have been identified as top performers on innovation in an employee survey conducted in the organization. The study illustrates how a large mature organization has involved a broad base of its employees in innovation, emphasizing that innovation is a daily effort and the actions performed in different parts of the organization. The results reveal that it is feasible to both empower people in the organization by having a bottom-up approach supporting daily incremental innovation and combine this with more systematic approaches for managing and enabling radical innovation.

Keyword [en]
Innovation management.
National Category
Engineering and Technology
Research subject
Machine Design
Identifiers
URN: urn:nbn:se:kth:diva-165828OAI: oai:DiVA.org:kth-165828DiVA: diva2:808887
Note

QS 2015

Available from: 2015-04-29 Created: 2015-04-29 Last updated: 2015-05-04Bibliographically approved
In thesis
1. Making innovation everyone´s business: Using routines and controls
Open this publication in new window or tab >>Making innovation everyone´s business: Using routines and controls
2015 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Contemporary high-technology companies are under pressure to deliver short-term profits and to serve the market demands for future innovative solutions. An increased interest for alternative innovations such as new services or business models to be recognized in parallel to new technologies results in that companies are increasingly attempting to engage all their employees in innovation. This requires attention to what ways of working need to be changed in order to better support employees in pursuing both induced and autonomous initiatives i.e. to realize ideas that are aligned to and those that deviate from a company´s existing strategy and operational models. A key challenge is related to understanding how to develop organizational routines; how to make use of management controls to support both types of initiatives despite their different needs and, make the changes in routines and controls become accepted throughout the organization. Surprisingly few studies deal with understanding how managers or assigned employees in companies go about to address these issues.

The overall purpose of this thesis is to increase knowledge on how innovation capabilities are built when involving a broad base of employees in innovation in large and mature organizations. More specifically, this thesis seeks to understand what characterizes organizational routines and what are the consequences from using different types of management controls supporting employees in pursuing both induced and autonomous initiatives. The thesis is made up of four qualitative studies that explore how a planned effort to deliberately involve a broad base of employees in innovation is performed and experienced by actors representing different hierarchical levels and functions in two large and world-leading high-technology companies.

The research shows how involving employees in innovation can be made possible through a conscious and creative design and usage of routines and controls. The thesis shows that an upper management call for an increased number of induced and autonomous initiatives results in the use of diverse approaches to achieve this goal even within the same organization due to personal beliefs and experiences of what innovation needs and due to a bias towards either personnel or action management controls. Further, a strong focus on developing organizational routines to initiate innovation was observed at the expense of routines for selection and development of new initiatives. The studies show also that the outcome is dominated by incremental process improvements and the underlying reason to this result is discussed in this thesis.

Four characteristics were identified that distinguish organizational routines used in settings successfully supporting employees in pursuing both induced and autonomous initiatives : i) routines targeting selection, development and retention in an innovation process, ii) routines were frequently used and were somewhat linked to other routines, iii) routines to support resource owners and/or customers to come in direct contact with innovators to evaluate and develop new ideas in an atmosphere characterized by a mix of playfulness and seriousness were developed and finally iv) a combination of personnel and actions controls were used. Implications for innovation management, organizational routine and management control research are discussed.

Finally, a re-thinking and re-design of the performance management is suggested, taking into consideration the potential in using measurement and goal setting to provide effective means to support both induced and autonomous initiatives. The studies showed that the use of performance measurement can act as a trigger for managers to take actions. In addition, the thesis identified the value in improving the understanding of how result controls, specifically goals, can be formulated and used to stimulate different types of innovative behaviors.

Place, publisher, year, edition, pages
Stockholm: KTH Royal Institute of Technology, 2015. 88 p.
Series
TRITA-MMK, ISSN 1400-1179 ; 2015:03
National Category
Engineering and Technology
Identifiers
urn:nbn:se:kth:diva-165832 (URN)978-91-7595-549-0 (ISBN)
Public defence
2015-05-20, Kollegiesalen, Brinellvägen 8, KTH, Stockholm, 10:00 (English)
Opponent
Supervisors
Note

QC 20150504

Available from: 2015-05-04 Created: 2015-04-29 Last updated: 2015-05-04Bibliographically approved

Open Access in DiVA

fulltext(192 kB)115 downloads
File information
File name FULLTEXT01.pdfFile size 192 kBChecksum SHA-512
ecc76570576e8c0cfc0d97e9255efde69a293ae98057409adeaea97a5c82b8660011e4400f9d81c167132b5bd134e5fbd64a93a0dda3658ffada95211b2c0a6d
Type fulltextMimetype application/pdf

Authority records BETA

Nilsson, SusanneRitzén, Sofia

Search in DiVA

By author/editor
Nilsson, SusanneRitzén, SofiaÖlundh-Sandström, Gunilla
By organisation
Integrated Product Development
Engineering and Technology

Search outside of DiVA

GoogleGoogle Scholar
Total: 115 downloads
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

urn-nbn

Altmetric score

urn-nbn
Total: 270 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf