Internal Impediments of Organizational Innovation: An Exploratory Study
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Internal Impediments of Organizational Innovation: An Exploratory Study Chien Chiang Lin & Ju Lie Yeh & Guan Wen Hung Received: 17 May 2011 / Accepted: 16 December 2011 / Published online: 13 January 2012 # Springer Science+Business Media, LLC 2012
Abstract It is well recognized that innovation is a critical issue for coping with the dynamic fierce competition in the global marketplace; therefore, organizations have devoted lots of resources in the past decades to promoting innovative behavior and enhancing operational performance. However, lots of obstacles might hamper the success of organizational innovation. To prevent unnecessary failure, the authors argued that practitioners should not thoughtlessly implement organizational innovation programs; on the contrary, it is suggested that a serious assessment of possible impediments inside of their organizations should be conducted. Under the limitation of available resources, it would be cost-effective to eliminate possible impediments before kicking off organizational innovation campaigns. Based on the review of previous studies related to organizational innovation, the authors tried to identify possible impediments of organizational innovation and recognize the causal relationships among those impediments. The concept of input–process–output was adopted to analyze qualitative data collected from practitioners through in-depth interviews; in other words, the implementation of organizational innovation was separated into three stages: innovative intention, innovative process, and innovative outcome. Four direct impediments and four indirect impediments were found in the current study. The results of the current study could not only help practitioners to better understand the relationships among internal impediments, but also get a better chance to realize the success of organizational innovation. Keywords Organizational innovation . Content analysis . Innovation management . Innovative capability
Introduction Facing a fiercely competitive global market, lots of resources had been dedicated to upgrade the capability of R&D and to establish an environment for fostering C. C. Lin (*) : J. L. Yeh : G. W. Hung Department of Business Administration, Shih Hsin University, No. 111, Sec. 1, Mu-Cha Road, Taipei City 116, Taiwan e-mail: [email protected]
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J Knowl Econ (2012) 3:185–198
sustainable development in different organizations. In the quest of pursuing innovation, Florida [13] asserted that talent, technology, and tolerance could be used as indicators to measure the capability of innovation. Jamrog and his colleagues [17] demonstrated that countries in northern Europe outperformed other countries for cultivating a culture of supporting innovation. Others considered that the decline of competiveness of the U.S. and the shrink of corporations or even bankruptcy in the past decade were the outcomes of ill-established financial regulation and malfunctioned government policy; however, some researchers argued that the main reason for the phenomenon came from the
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