This commentary challenges researchers to include grounded social processes generated by individual action and interaction as they study managerial efforts in an attempt to impose prescriptive innovation models on them. Specifically, innovation planning for the middle of the organization and the middle stages of the innovation process should consider a variety of social processes that emerge from the interaction of individuals in their grounded setting. Researchers in this area should place much more emphasis on interpretation and further explore how leaders might facilitate interaction to increase the changes of dynamic adaptive emergence. We also suggest a consideration of managerial mindsets to determine how executives attempt to influence those in the middle, and we call on researchers to explicitly recognize differences in types of innovations and technological discontinuities.
Miller, C. and Osborn, R. (2008), "Innovation as a contested terrain: Planned creativity and innovation versus emergent creativity and innovation", Mumford, M., Hunter, S. and Bedell-Avers, K. (Ed.) Multi-Level Issues in Creativity and Innovation (Research in Multi-Level Issues, Vol. 7), Emerald Group Publishing Limited, Bingley, pp. 169-189. https://doi.org/10.1016/S1475-9144(07)00007-0Download as .RIS
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