Employee creativity is a necessary component of organizational innovation, a driver of positive business outcomes. How effectively organizations promote creativity may depend, among other things, on the organizational resources utilized.
There is growing interest in the global marketplace on innovation. For example, Tesla dominates Electric Vehicle (EV) sales but is losing market share to more affordable EVs from competitors, including Ford and Hyundai.
The leadership literature often emphasizes innovation coupled with disruption as a source of competitive advantage based on the assumption that, without it, organizations constrain social progress in organizations. We identify a new model that comprehensively considers not only disruptive innovation but also the social impact of future decision-making.
It seems obvious that a culture of innovation would be good for a company’s performance. Unfortunately, accounting standards don’t allow for intangible assets, such as innovation, to appear on the balance sheet. Why then should a Culture of Innovation be measured, valued and managed, if the financial results are meaningless to executive management?
Organizations are constantly seeking ways to reinvent themselves through innovation. The process of selecting ideas in the early stages of innovation has a significant impact on the probability for success of new products or services. This paper investigates the critical factors organizations consider in the selection process.