This paper presents some of the major learning points of a study in innovation practices in Indian organizations. It explains the current concerns and imperatives of Indian organizations since the liberalization, privatization and globalization processes started in 1991. We attempt to formulate the logical distinctions between different clusters and hypothesize the phenomenon of innovation. We identify the innovative outcomes and the constraining forces. A model is proposed to understand the strategic implications. Value innovations require an organizational commitment to create a strong momentum for inside‐in changes and the deeper the commitment, the more likely organizations are to advance in bringing inside‐out value creating outcomes and attaining superior positions in the competition pace.
Mohanty, R.P. (1999), "Value innovation perspective in Indian organizations", Participation and Empowerment: An International Journal, Vol. 7 No. 4, pp. 88-103. https://doi.org/10.1108/14634449910283561
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