Pub Date : 2022-10-12DOI: 10.24840/2183-0606_010.003_l001
Peter Prud'homme van Reine
This letter describes an approach to learn from the history of innovation by studying how organizational and regional innovation cultures developed over time, using a research-based framework of nine innovation dilemmas. The purpose of this letter is to contribute to the debate on how we can learn from the history of innovation in such a way that an understanding of the past supports innovators, decision makers and policy makers to improve future innovation performance. This letter also serves as an invitation to the community to engage in the discussion on how looking back at the history of innovation can help prepare for the future.
{"title":"Learning from the History of Innovation","authors":"Peter Prud'homme van Reine","doi":"10.24840/2183-0606_010.003_l001","DOIUrl":"https://doi.org/10.24840/2183-0606_010.003_l001","url":null,"abstract":"This letter describes an approach to learn from the history of innovation by studying how organizational and regional innovation cultures developed over time, using a research-based framework of nine innovation dilemmas. The purpose of this letter is to contribute to the debate on how we can learn from the history of innovation in such a way that an understanding of the past supports innovators, decision makers and policy makers to improve future innovation performance. This letter also serves as an invitation to the community to engage in the discussion on how looking back at the history of innovation can help prepare for the future.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42400550","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-08DOI: 10.24840/2183-0606_010.002_0003
Y. Sawatani
More companies are using design to gain an advantage in today’s highly competitive business market. However, there are few empirical studies on its innovation impact on organizational performance. The purpose of this study is to clarify the relationship between the knowledge resources of companies, moderated by the degree of design activities, and innovation types. Based on the sensemaking organizational model, this study examines how companies’ knowledge resources mediate design activities and influence innovation. This study introduces design activities as a moderator to link the corporate knowledge resources’ (human, social, and organizational knowledge) impact to incremental and radical innovation. The sensemaking organizational model is extended through a human-centered lens. Analysis of 151 companies showed that human, social, and organizational knowledge had a selective impact on incremental and radical innovation. Interestingly, the findings supported the hypothesis that organizational knowledge enhances radical innovation through design activities. This paper bridges the gap between corporate knowledge resources and innovation moderated by design activities enhancing the sensemaking organizational model. It points to the need for design activities for creative problem-setting and enabling the discovery of problems found during the research phase through innovation. Long-term corporate activities increase knowledge resources and reduce the potential for radical innovation. Mechanisms that promote new connections between organizations and leverage corporate knowledge resources benefit radical innovation. This explains the managemental impact on the various knowledge resources in innovation and the role of design activities.
{"title":"Knowledge Resources and Design Activities’ Impact on Innovation Types","authors":"Y. Sawatani","doi":"10.24840/2183-0606_010.002_0003","DOIUrl":"https://doi.org/10.24840/2183-0606_010.002_0003","url":null,"abstract":"More companies are using design to gain an advantage in today’s highly competitive business market. However, there are few empirical studies on its innovation impact on organizational performance. The purpose of this study is to clarify the relationship between the knowledge resources of companies, moderated by the degree of design activities, and innovation types. Based on the sensemaking organizational model, this study examines how companies’ knowledge resources mediate design activities and influence innovation. This study introduces design activities as a moderator to link the corporate knowledge resources’ (human, social, and organizational knowledge) impact to incremental and radical innovation. The sensemaking organizational model is extended through a human-centered lens. Analysis of 151 companies showed that human, social, and organizational knowledge had a selective impact on incremental and radical innovation. Interestingly, the findings supported the hypothesis that organizational knowledge enhances radical innovation through design activities. This paper bridges the gap between corporate knowledge resources and innovation moderated by design activities enhancing the sensemaking organizational model. It points to the need for design activities for creative problem-setting and enabling the discovery of problems found during the research phase through innovation. Long-term corporate activities increase knowledge resources and reduce the potential for radical innovation. Mechanisms that promote new connections between organizations and leverage corporate knowledge resources benefit radical innovation. This explains the managemental impact on the various knowledge resources in innovation and the role of design activities.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45719895","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-24DOI: 10.24840/2183-0606_010.002_0002
Dirk V. Franco, J. Segers, R. Herlaar, Anna Richt Hannema
We focus on transition teams and social interactions and innovation in three energy cases. In PXL University of Applied Sciences, the transition team is built using the quadruple helix framework. Arestart has been made from here to put a new M(aintenance) E(nergy) P(erformance) C(ontract) on the market for (campus) buildings. The transition team is a catalyst to include sustainability within the mission and vision. PXL is the first Flemish higher education institution to acquire the SDG Pioneer label awarded by the UN. Stedin Netbeheer, (distribution system operators) though strictly regulated, has set itself the goal of accelerating the energy transition where possible. The transition team focuses on ensuring that the technical blue-collar employees obtain more decisiveness and greater autonomy necessary to “do different” and “organize differently”. In the grassroot experiment in Haarlem the transition team improves environmental and climate indicators (reduction of CO2, NOX and particulate matter, creation of more vacant spaces, ….), together with behavioral changes. It is indicated how the transition team worked and progressed towards “coalitions for change” and how “change processes” have started. These paradigm shifts to new “energy systems” in combination with new business models and societal transition are needed to achieve a post carbon society.
{"title":"Trends in Sustainable Energy Innovation: transition teams","authors":"Dirk V. Franco, J. Segers, R. Herlaar, Anna Richt Hannema","doi":"10.24840/2183-0606_010.002_0002","DOIUrl":"https://doi.org/10.24840/2183-0606_010.002_0002","url":null,"abstract":" We focus on transition teams and social interactions and innovation in three energy cases. In PXL University of Applied Sciences, the transition team is built using the quadruple helix framework. Arestart has been made from here to put a new M(aintenance) E(nergy) P(erformance) C(ontract) on the market for (campus) buildings. The transition team is a catalyst to include sustainability within the mission and vision. PXL is the first Flemish higher education institution to acquire the SDG Pioneer label awarded by the UN. Stedin Netbeheer, (distribution system operators) though strictly regulated, has set itself the goal of accelerating the energy transition where possible. The transition team focuses on ensuring that the technical blue-collar employees obtain more decisiveness and greater autonomy necessary to “do different” and “organize differently”. In the grassroot experiment in Haarlem the transition team improves environmental and climate indicators (reduction of CO2, NOX and particulate matter, creation of more vacant spaces, ….), together with behavioral changes. It is indicated how the transition team worked and progressed towards “coalitions for change” and how “change processes” have started. These paradigm shifts to new “energy systems” in combination with new business models and societal transition are needed to achieve a post carbon society.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48651370","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-24DOI: 10.24840/2183-0606_010.002_l001
Chao Miao, Shanshan Qian, R. Humphrey
The gap between industrial and organizational psychology science and the public has been noted in the literature. The motivation issue caused by a lack of reward structure for public outreach activities is considered as one of the factors resulting in the barrier between academics and practitioners. Based on expectancy theory, the present study provided a list of practical recommendations regarding how to improve scholars’ motivation to reach out and communicate their works to the public.
{"title":"Motivations to Link Industrial and Organizational Psychology Science to the Public: Insights and Implications Based on Expectancy Theory","authors":"Chao Miao, Shanshan Qian, R. Humphrey","doi":"10.24840/2183-0606_010.002_l001","DOIUrl":"https://doi.org/10.24840/2183-0606_010.002_l001","url":null,"abstract":"The gap between industrial and organizational psychology science and the public has been noted in the literature. The motivation issue caused by a lack of reward structure for public outreach activities is considered as one of the factors resulting in the barrier between academics and practitioners. Based on expectancy theory, the present study provided a list of practical recommendations regarding how to improve scholars’ motivation to reach out and communicate their works to the public.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49513958","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-21DOI: 10.24840/2183-0606_010.002_0001
Maria Teresa Almeida Cunha Alegre Silva, Cristina Clara Ribeiro Parente
The purpose of this article is to discuss business incubators as a new way to boost companies and create jobs in a very competitive economic context. From a sociological perspective inspired by concepts such as those of “network” and “social capital”, we analyse the entrepreneurial ecosystem as an instrument to overcome challenges during post-incubation. A qualitative research based on a multiple case-study in companies formerly incubated at the Science and Technology Park of the University of Porto (UPTEC) was conducted to analyse the impact of incubation on graduation and growth. The research objective was to understand the importance of business incubators for business sustainability. Our findings show that companies from the UPTEC were strengthened during incubation, particularly as a result of available low cost services and the reproduction of their networking context through the implementation of business communities after incubation.
{"title":"From Incubation to Sustainability: a Case-Study of Graduated Companies in Portugal","authors":"Maria Teresa Almeida Cunha Alegre Silva, Cristina Clara Ribeiro Parente","doi":"10.24840/2183-0606_010.002_0001","DOIUrl":"https://doi.org/10.24840/2183-0606_010.002_0001","url":null,"abstract":"The purpose of this article is to discuss business incubators as a new way to boost companies and create jobs in a very competitive economic context. From a sociological perspective inspired by concepts such as those of “network” and “social capital”, we analyse the entrepreneurial ecosystem as an instrument to overcome challenges during post-incubation. A qualitative research based on a multiple case-study in companies formerly incubated at the Science and Technology Park of the University of Porto (UPTEC) was conducted to analyse the impact of incubation on graduation and growth. The research objective was to understand the importance of business incubators for business sustainability. Our findings show that companies from the UPTEC were strengthened during incubation, particularly as a result of available low cost services and the reproduction of their networking context through the implementation of business communities after incubation.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-07-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43038449","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-13DOI: 10.24840/2183-0606_010.001_l002
C. Ashruf
The value of a systematic project-based approach to achieving specific objectives is generally accepted in most fields, but somehow when it comes to innovation there still is a widespread, persistent belief that those contributing to the effort are somehow best left to their own devices and not be “bothered too much” with “processes” or “rules”. Innovation, then, is viewed as a creative, organic, and therefore inherently chaotic process. I would argue the opposite, though: precisely because innovation tends to venture into the unknown, the risk of getting lost is ever present, even more so than with other, more predictable types of undertakings, and therefore planning and control are even more critical to success.
{"title":"Planning the “Unplannable” – the Innovation Management Paradox","authors":"C. Ashruf","doi":"10.24840/2183-0606_010.001_l002","DOIUrl":"https://doi.org/10.24840/2183-0606_010.001_l002","url":null,"abstract":"The value of a systematic project-based approach to achieving specific objectives is generally accepted in most fields, but somehow when it comes to innovation there still is a widespread, persistent belief that those contributing to the effort are somehow best left to their own devices and not be “bothered too much” with “processes” or “rules”. Innovation, then, is viewed as a creative, organic, and therefore inherently chaotic process. I would argue the opposite, though: precisely because innovation tends to venture into the unknown, the risk of getting lost is ever present, even more so than with other, more predictable types of undertakings, and therefore planning and control are even more critical to success.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48452070","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-13DOI: 10.24840/2183-0606_010.001_0005
P. Oeij, G. Hulsegge, P. Preenen, Guy Somers, M. Vos
This study analyses the mediating role of organisational mindfulness and employee involvement in the relationships between competition strategy and supportive leadership and employee innovation adoption. To investigate this, a unique sample of 116 managers or owners of Dutch logistics companies completed a survey on innovation within their companies and the adoption of innovation by their employees. Results show that a firm’s competition strategy that values quality and not only costs, and the presence of organisational mindfulness, a firm’s cultural characteristic that makes employees alert to solve issues and improve effective cooperation, is positively related to employee innovation adoption. Moreover, the presence of supportive leadership has both a direct relation with employee innovation adoption, and an indirect one, namely mediated by organisational mindfulness. From the perspective that organisations must better adopt innovations to deal with continuous change, this study emphasizes the need to take into account the impact of the organisational characteristics of competition strategy and supportive leadership, and the organisational cultural characteristic of organisational mindfulness, along with the space that every organisation should utilize to make their own future strategic choices.
{"title":"Firm Strategies and Managerial Choices to Improve Employee Innovation Adoption in the Logistics Industry","authors":"P. Oeij, G. Hulsegge, P. Preenen, Guy Somers, M. Vos","doi":"10.24840/2183-0606_010.001_0005","DOIUrl":"https://doi.org/10.24840/2183-0606_010.001_0005","url":null,"abstract":"\u0000\u0000\u0000This study analyses the mediating role of organisational mindfulness and employee involvement in the relationships between competition strategy and supportive leadership and employee innovation adoption. To investigate this, a unique sample of 116 managers or owners of Dutch logistics companies completed a survey on innovation within their companies and the adoption of innovation by their employees. Results show that a firm’s competition strategy that values quality and not only costs, and the presence of organisational mindfulness, a firm’s cultural characteristic that makes employees alert to solve issues and improve effective cooperation, is positively related to employee innovation adoption. Moreover, the presence of supportive leadership has both a direct relation with employee innovation adoption, and an indirect one, namely mediated by organisational mindfulness. From the perspective that organisations must better adopt innovations to deal with continuous change, this study emphasizes the need to take into account the impact of the organisational characteristics of competition strategy and supportive leadership, and the organisational cultural characteristic of organisational mindfulness, along with the space that every organisation should utilize to make their own future strategic choices.\u0000\u0000\u0000","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46290684","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-04DOI: 10.24840/2183-0606_010.001_0004
Ingrid Kihlander, M. Magnusson, Magnus Karlsson
This paper addresses how personal certification in innovation management can contribute to the ongoing professionalisation within the innovation management discipline. The empirical study focused a project in Sweden initiated to develop qualification, specifically personal certification, of innovation management professionals. The project resulted in a certification process and a first batch of certified innovation management professionals. The study aimed to capture the individuals’ reasons for, as well as results and effects from, choosing to acquire a voluntary personal certification within innovation management. A wide range of reasons for taking the certifications was reported such as willingness to learn more; willingness to formalise innovation management competence; a wish to clarify roles, but also to promote the discipline itself. Certification was apprehended as a trustworthy format to achieve this. Identified effects were establishment of a common language, increased visibility of individuals, and innovation management professionals to feel more confident in their jobs.
{"title":"Certification of Innovation Management Professionals: Reasons for and Results from Acquiring Certification","authors":"Ingrid Kihlander, M. Magnusson, Magnus Karlsson","doi":"10.24840/2183-0606_010.001_0004","DOIUrl":"https://doi.org/10.24840/2183-0606_010.001_0004","url":null,"abstract":"\u0000\u0000\u0000This paper addresses how personal certification in innovation management can contribute to the ongoing professionalisation within the innovation management discipline. The empirical study focused a project in Sweden initiated to develop qualification, specifically personal certification, of innovation management professionals. The project resulted in a certification process and a first batch of certified innovation management professionals. The study aimed to capture the individuals’ reasons for, as well as results and effects from, choosing to acquire a voluntary personal certification within innovation management. A wide range of reasons for taking the certifications was reported such as willingness to learn more; willingness to formalise innovation management competence; a wish to clarify roles, but also to promote the discipline itself. Certification was apprehended as a trustworthy format to achieve this. Identified effects were establishment of a common language, increased visibility of individuals, and innovation management professionals to feel more confident in their jobs.\u0000\u0000\u0000","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45878241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-04DOI: 10.24840/2183-0606_010.001_l001
C. Sinadinos
A reciprocal relationship has been documented between registering formal intellectual property rights (IPR), obtaining public grants, and undertaking publicly subsidised R&D innovation projects. Focusing on SMEs as key beneficiaries of such grants, this paper provides an original conceptual framework to rationalise this relationship based on the core criteria to obtain and successfully exploit both grants and formal IPR. R&D innovation grants from several European countries display common elements conducive to securing formal IPR status. Novel observations of several European SMEs demonstrate an innovation engine cycling between formal IPR management and publicly subsidised R&D innovation, sometimes for multiple cycles over several years. This was seen for varying grant sizes, technological sectors, and geographical locations. The framework and observations presented herein are of potential interest to research-intensive SMEs, public grant bodies, and professional service providers for public subsidies and IPR management.
{"title":"Cyclical IPR-public Grant Engine Driving R&D Innovation in Small Research-intensive Private Enterprises","authors":"C. Sinadinos","doi":"10.24840/2183-0606_010.001_l001","DOIUrl":"https://doi.org/10.24840/2183-0606_010.001_l001","url":null,"abstract":"\u0000\u0000\u0000A reciprocal relationship has been documented between registering formal intellectual property rights (IPR), obtaining public grants, and undertaking publicly subsidised R&D innovation projects. Focusing on SMEs as key beneficiaries of such grants, this paper provides an original conceptual framework to rationalise this relationship based on the core criteria to obtain and successfully exploit both grants and formal IPR. R&D innovation grants from several European countries display common elements conducive to securing formal IPR status. Novel observations of several European SMEs demonstrate an innovation engine cycling between formal IPR management and publicly subsidised R&D innovation, sometimes for multiple cycles over several years. This was seen for varying grant sizes, technological sectors, and geographical locations. The framework and observations presented herein are of potential interest to research-intensive SMEs, public grant bodies, and professional service providers for public subsidies and IPR management.\u0000\u0000\u0000","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43537904","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The purpose of this paper is to examine the extent to which the intrapreneurial environment within Microfinance institutions hereafter referred to as MFIs can enhance innovation. It hypothesizes that an improvement in the level of the intrapreneurial environment will lead to increased levels of innovation in a given MFI. The challenge is, despite the dynamic environment in which MFIs operate, little is known how the concurrent internal environment here in referred to as the intrapreneurial environment enhances innovation which is a critical factor for business’ growth.The paper is extracted from a wider study that mixed quantitative and qualitative methods. The results presented in this paper are based on the quantitative approach. The wider study was anchored in the componential theory of innovation and resource based theory to understand how and the extent to which the intrapreneurial environment influences performance. This paper’s arguments are based on the componential theory. The paper also examines the levels of the intrapreneurial environment and innovation in the studied MFIs.From the results presented in this paper, it is concluded that MFIs need to nurture an environment that allows them to continuously innovate. This requires support of top management for innovative ideas to flow from all units of their organization. Innovation should not be a one off activity in some areas of the organization but should be embedded within the overall organizational vision. There should be support, recognition and reward of innovative ideas through promotion of an intrapreneurial environment. Such reorientation will enable cope with the ever changing dynamic environment.
{"title":"Promoting an Intrapreneurial Environment in Microfinance institutions as a catalyst to innovation. A Case of Ugandan MFIs.","authors":"Agnes Noelin Nassuna, Soren Jeppensen, Waswa Balunywa","doi":"10.24840/2183-0606_010.001_0003","DOIUrl":"https://doi.org/10.24840/2183-0606_010.001_0003","url":null,"abstract":"The purpose of this paper is to examine the extent to which the intrapreneurial environment within Microfinance institutions hereafter referred to as MFIs can enhance innovation. It hypothesizes that an improvement in the level of the intrapreneurial environment will lead to increased levels of innovation in a given MFI. The challenge is, despite the dynamic environment in which MFIs operate, little is known how the concurrent internal environment here in referred to as the intrapreneurial environment enhances innovation which is a critical factor for business’ growth.The paper is extracted from a wider study that mixed quantitative and qualitative methods. The results presented in this paper are based on the quantitative approach. The wider study was anchored in the componential theory of innovation and resource based theory to understand how and the extent to which the intrapreneurial environment influences performance. This paper’s arguments are based on the componential theory. The paper also examines the levels of the intrapreneurial environment and innovation in the studied MFIs.From the results presented in this paper, it is concluded that MFIs need to nurture an environment that allows them to continuously innovate. This requires support of top management for innovative ideas to flow from all units of their organization. Innovation should not be a one off activity in some areas of the organization but should be embedded within the overall organizational vision. There should be support, recognition and reward of innovative ideas through promotion of an intrapreneurial environment. Such reorientation will enable cope with the ever changing dynamic environment.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43183913","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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