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The main purpose of this review is to enhance the understanding of intellectual structure and outlook of management innovation research as an interesting and growing research field.

This systematic literature review examines the question, what is the relationship of management innovation with the performance of companies and with other types of innovation? The work also pursues to summarize theories, contexts, characteristics of the papers and methodologies with the purpose of facilitating further development and opportunities and priorities for future research.

The results suggest that management innovation is an interesting and growing research field; in its relation to different types of innovation and performance, it is a field explored with theoretical approaches, contexts and methodologies that begin to form a consolidated body of knowledge. However, through a critical analysis, this review highlights the gaps in the literature and provides suggestions for future studies to further explore the field. This revision contributes to the literature on management innovation summarizing the findings and contributions of research published in the field and its relationships with innovation and performance. It then identifies three comprehensive research streams, namely, future research on conceptualization, definitions and measurements; research on the level of analysis; and future research on management innovation drivers, antecedents and use as mediator/moderator variables.

Management innovation is an emerging research field that is characterized as a branch of research long ignored by more orthodox lines dedicated to technological innovation and topics in product and service development research.

The purpose of this paper is to identify forthcoming fields of innovation management themes with an outline for the most important areas and directions of academic research and management practice.

Key trends in innovation research are derived from an extensive literature review. In addition, major macroeconomic trends and new technologies were identified to finally develop a conceptual framework.

The paper identifies seven major fields for future research in innovation management theory and practice. These areas are namely customer orientation, network organisation, sustainability, frugality, intellectual property, business model and global innovation. Based on the paper literature review, the paper develops a conceptual framework built on intra‐firm and external openness as well as the short‐ and long‐term strategic perspective. Future research areas are finally introduced.

The paper shows a new conceptual framework and establishes a holistic view of innovation management themes in the next years. Based on the framework, future research areas may be identified and managers can identify important concepts.

The purpose of this paper is to first suggest scanning focal areas in new product development (NPD) by comparing with design thinking and, second, to uncover what people in different occupations expect of NPD based on future scenarios.

Authors place scanning and design thinking into a matrix of product-market strategies. In addition, this study adopts several open-end-type questionnaire surveys of employees at Japanese companies who have taken part in idea generation workshops that take a medium- to long-term perspective.

Authors found that innovations generated through scanning can cover the most difficult and uncertain areas in practice compared with design thinking. This manuscript also reveals occupational categories can be divided into two groups according to different expectations of NPD: the rapid-fire NPD expectation group and late-bloomer NPD expectation group. The former group which consists of marketing and engineering experts tends to expect that NPD is simply a response to existing needs and that profit will be gained expeditiously through NPD, while the latter, which comprising design and research experts, tends to expect that NPD will realize future innovations.

This study shows some common and different points between scanning and design thinking by using a theoretical framework of product-market strategies. Also, this study reveals who will lead innovation based on foresight in business.

To identify key themes and emerging trends in research on innovation management likely to be of increasing importance in the next five to ten years.

Conducts a literature review of highly regarded peer-reviewed journals. Proposes a two-dimensional framework for locating innovation management themes according to the internal or external orientation and their strategic and operational significance.

How do you get – and keep – a competitive edge today? As companies around the world get to grips with ever more intense global competition, innovation and how to manage it effectively are right at the top of the business agenda. This is something that is highly relevant for both large and small organizations. Small and medium-sized companies now use innovation toolkits and networked organizational structures; bigger companies are integrating innovation management into their management processes and adopting open innovation methods. Innovation is central to economic growth and to raising standards of living for people across the world. But since 2006, when the concept of open innovation began to receive wider attention, there has not been much in the way of a discussion of new ideas in this area. What are the key trends for future innovation management? And how can we evaluate their significance either as research topics or for management practice?

Identifies innovation management research areas that are receiving increasing attention and notes others – such as crowdsourcing – that are yet to emerge as distinct areas of study. Shows how different themes overlap and interconnect.

Provides an overview of areas with significant potential to contribute to innovation management research. Notes that these may also be of interest in academic and professional education.

This study aims to reinforce the important role of management control systems (MCSs) in managing change through adopting a unique approach to the conceptualisation of Simons’ (1995) levers of control, specifically focussing on the enabling (beliefs and interactive) and constraining (boundary and diagnostic) levers of control and empirically examining their association with management innovation and organisational performance.

A mail survey questionnaire was used to collect data, with the Dillman (2007) tailored design method used in regards to the development of questions, and the personalisation and distribution procedures. A total of 645 questionnaires were distributed to either the Financial Controller or Chief Financial Officer of manufacturing business units identified in the OneSource database.

The findings reveal that the use of enabling controls was directly associated with organisational performance and with three management innovation dimensions (new structures, processes and practices) with new structures positively associated with organisational performance. It was also found that the use of constraining controls was indirectly, through the extent of adoption of new management techniques, associated with organisational performance.

The findings have important implications for managers in respect to how they use controls to enhance innovation and organisational performance.

The findings highlight the importance of the use of MCS, specifically both enabling and constraining controls, in facilitating change (management innovation) and performance. Hence, the findings provide empirical evidence in support of Simons’ (1995, 2000) theoretical assertion that the levers coexist to provide benefits to organisations.

The purpose of the article is to examine the concepts of knowledge management strategies, innovation and service quality in information technology companies that have research and development (R&D) departments in the technoparks of research universities.

The research was carried out in information technology companies with R&D departments in the technoparks of universities. Due to the “innovation” focus of the research, 302 engineers were selected by random sampling from engineers working in information technology companies in technoparks, and the prepared scale was sent to them via e-mail. In total, 302 units of data were subjected to path analysis and mediation effect analysis using the SmartPLS program.

In the research, it is supported by hypotheses that both knowledge management strategies and organizational innovation have a positive effect on the success of service quality and product innovation in information technology companies with R&D departments. At the same time, it can be explained as a result of analysis that innovation capability has both an independent and an intermediary variable effect.

Considering the limitations of the research, it is not correct to generalize the results of the analysis because the research was conducted only in information technology companies located in technoparks, and the data were collected from engineers working in these companies. For this reason, it is recommended that similar studies that are planned to be conducted in the future should do their research by taking this situation into account. At the same time, it is recommended to carry out future studies in different sectors and to bring the results obtained to the literature by comparing them.

The importance of information is increasing in technology-oriented companies where competition is increasing. Companies that cannot go beyond imitation or offer similar products and/or services cannot compete with their competitors in a competitive environment. The fact that companies can be successful in a competitive environment is supported by hypotheses as a result of the analysis that they need to develop organizational innovation and knowledge, as well as develop innovation capability at the same time.

The research is an original study in terms of examining the R&D departments of information technology companies operating in the technoparks of universities. Innovation and knowledge management strategies are examined within the scope of the research model by collecting data from information technology companies with R&D departments.

This study seeks to provide a broad ranging review that identifies, summarises and integrates the different multi-level approaches contributing to advances in research on measuring IC. This furthermore sets out and highlights an agenda for future research.

Deploying a systematic and thorough review of the literature, the authors were able to identify 60 articles and identify the main theories applied and the respective methodological orientations of these articles across three levels of analysis: micro, meso and macro.

The study's findings suggest that the literature on measuring IC has approached the theme across three different levels –micro, meso and macro. In addition, the results enable the identification of seven dimensions to IC: competitive advantage, economic value generated, resources and capacities, corporate governance, IC components, innovation management and the dissemination of IC.

The mixed-methods approach, which combines a traditional systematic literature review with ontological thematic analysis, casts light on the core aspects that led to the identification of a new approach in the academic literature on measuring IC.

This study puts forward a holistic model with measurements for IC across the three levels of analysis as well as the respective criteria for choosing the variables.

This study represents a first attempt to analyse the emerging literature on IC measurement through a multi-level approach; integrating and extracting the potential theoretical contributions in this field of knowledge; proposing an integrated model as well as a theoretically relevant and innovative research agenda that opens up paths to future research projects.

The interrelationship between organizational learning (OL) and organizational culture (OC) is often assumed at an abstract theoretical level, but there is yet no systematization of scholarly knowledge allowing to conceptualize and understand its precise nature. In this article, we therefore ask “How can we, based on the insights from the dispersed research studying OC and OL, conceptualize the interrelationship between the two concepts?” Our purpose is to create an overview on the past development path and the current status of research interrelating OL and OC, to use it as basis for the conceptualization of this interrelationship and to identify avenues for future research.

This article utilized a systematic literature review methodology by combining bibliometric and content analysis using relevant articles identified from the Scopus database. A two-stage literature review research approach was employed: (1) Bibliometric analysis was used to identify 416 relevant contributions and to present a comprehensive contextual picture of the interrelations between OL and OC research by analyzing the 162 most relevant articles. (2) A subsequent qualitative content analysis of the 45 most relevant academic contributions detailed and solidified the insights.

We identify four weakly linked thematic clusters on the interrelationship of OC and OL. Based on that, our analysis confirms the theorized bidirectional relationship between OC and OL: OC acts as antecedent, driver and result of OL processes, and OL processes are constrained by and alter OC. We moreover develop three propositions that put knowledge at the center of scholarly attention for understanding this interrelationship in more depth and develop avenues for future research.

Our research has important implications for managers as it shows that mastering leadership challenges is central for the success of OL processes and OC change. We moreover specify the leadership challenges that relate to particular types of OL processes. Managers need to take this interrelationship into account when setting out for OL or OC change processes, and carefully reflect on whether or not the decided OL measures fit the given OC, and the other way round.

Our contribution to existing research is threefold: It first lies in analytically mapping out the research field, second in conceptualizing the interrelationship between OC and OL and third in identifying open research questions and topics.

Drawing on DiMaggio and Powell's (1983) perspective of institutional theory, this study examines the influence of institutional pressures on the adoption of management innovation and the subsequent impact of management innovation on competitive advantage.

Data were obtained from 156 middle-level managers in Australia using a survey questionnaire, with data analysed using structural equation modelling.

The results show that internal coercive pressures and normative pressures are positively associated with both dimensions of management innovation (i.e. practices and techniques). However, external coercive pressures were found to negatively influence management innovation techniques, and no association was found between mimetic pressures with either dimension of management innovation. Finally, both dimensions of management innovation were found to exhibit a positive influence on competitive advantage.

The findings provide organisations with an insight into the institutional factors that affect their ability to introduce new management practices and techniques (i.e. management innovation) and the role of management innovation in enhancing competitive advantage.