Search results

While there has been great attention directed at innovation within organisations in business contexts, there has been less focus on the role of innovation at higher education institutions. A changing and turbulent environment is also placing more pressure on universities and business schools to re-imagine, inspire and design an innovation culture. This empirical case presents the innovation leadership team’s point of view on the effect of innovation leadership when integrating the ISO 56000 series-based innovation management system at the University of Ruse in Bulgaria. Several face-to-face interviews and questionnaires are conducted to uncover gaps in innovation leadership based on a comprehensive literature review and the current state of the innovation management system. These gaps hold potential for improvement of the existing management system which are discussed, and recommendations are formulated in the conclusions section of this chapter. Taking into consideration the specific context in which this case study has evolved can help readers and other innovation leaders adapt the facts, conclusions, and lessons learned for universities and business schools. This chapter presents lessons learned and best practices by the innovation leadership team, as demonstrated in several cases at the University of Ruse ‘Angel Kanchev’, Bulgaria.

The purpose of the paper is to pay homage to Dorothy E. Smith (1926–2022), and her lifelong significance for organizational ethnography. Building on Smith, the empirical purpose of the paper is to analyze professional boundary setting on behalf of innovation management as it occurred in the recent International Organization for Standardization (ISO) Technical Committees (TC) 279 committee on innovation management.

The paper is an ethnographic study of the drafting and publication of a novel international management standard on innovation management, the ISO 56000-series published in 2019. It is based on fieldwork from the ISO committee and integrates relevant standardization documents, observations and interviews.

The paper analyzes four occasions for textual professional boundary work ranging from negotiations of content and choice of ISO standard formats to the unprecedented high-level liaison agreements across international organizations. In each instance, the analysis depicts distinct textual features related to ISO standardization. The analysis shows how the standard becomes positioned as extending and complementing the ISO 9001, not as a radical, freestanding alternative to quality management.

The paper presents original data from the ISO standardization committee. It develops Smith's general textual ontology into a theoretical framework for analyzing how professional boundary setting occurs in the textually structured context of ISO standardization. It gives attention to the implications of questions of objectification and standardization as these apply to contemporary research into innovation and organization.

This chapter presents results from initial studies on personal certifications of innovation management professionals, drawing from a Swedish context. The results capture motivations for, as well as effects from, the certification process. They are discussed from the perspective of how this is relevant for developing and enhancing innovation leadership competencies. Increased knowledge, enhanced professional communication, and strengthened self-confidence related to innovation management were identified as outcomes for individuals pursuing the certifications. Further, this laid the ground for increased visibility, expanded network, and thus more opportunities to influence innovation work. An overarching theme appearing in the study is how a certification can contribute to strengthening the legitimacy of working with innovation management, and thus serve as an enabler for innovation management practice and subsequently innovation leadership. Effects from the certification that may be beneficial for successful innovation leadership include the opportunity for practitioners to articulate their own experiences and competencies, in addition to improving the impact of their efforts utilising innovation terminology. For organisations, knowledge of personal certification can be used both for recruitment and for development of existing personnel and their innovation leadership. Through a longer perspective, it can also contribute to decreasing the dependence on a few specific individuals and instead strengthen the long-term organisational innovation capabilities.

This chapter first describes the essential aspects of a currently changing world, which is characterised by digitalisation, globalisation and politically unstable situations. Based on this transformation context, key concepts such as leadership, innovation, innovation leadership and leadership competences are introduced, along with a new definition and framework for innovation leadership. The chapter discusses the distinction between innovation leadership and innovation management, and the connecting lines between these two concepts. The innovation leadership framework is described and related to the individual contributions of the authors in the book. The chapter frames these contributions along the dimensions of self-leadership, team leadership, organisational leadership and ecosystem leadership.

This chapter reviews the key findings and innovation leadership insights from this book, as well as pointing out directions for future research. We find a series of learning insights for people engaged in innovation leadership, at the distinct levels of self-leadership, team leadership, organisational leadership, and ecosystem leadership. We also find commonalities across these levels, as well as differences that reflect the complexity of these different leadership arenas. Leadership practice that orchestrates contributions from diverse viewpoints, seeing itself as with the group, rather than above it, is most likely to help turn ideas into value in repeatable ways. We also find evidence that mindset, skills, and behaviours are all important in the make-up of competencies. We point to the requirement for further research at all four levels, to bring further insights in what is still an emerging field; as well as a need for more research into competency development for innovation leadership; and we advocate a research approach that emphasises relational leadership, acknowledging that most leadership practice is shared across people.

This study aims to demonstrate the values and effects of innovation becomes a challenge when selecting clear and correlating measures. While there is extensive research in the area of innovation measurement, there is a lack of consistent quantifiable measures that organizations can use. The International Association of Innovation Professionals (IAOIP) has partnered with Spigit to crowdsource innovation measures via the Innovation Measurement Standard (IMS) challenge with IAOIP members and the global public to determine the various ways innovation is measured across industries.

This study used a mixed-methods approach and a sequential exploratory design to analyze the data collected during the IMS challenge. In the first phase, the qualitative methodology was used to analyze innovation measures submitted during the IMS challenge and participants’ interactions and comments. In the second phase, the innovation measures were analyzed quantitatively to identify the most prominent measures.

A total of 73 innovation measures were collected during the challenge. In total, 18 top measures were ranked based on the participants’ votes, and the top five measures were selected as the winning measures of the challenge. These five measures included intelligent failure rate, financial results of innovation, the results brought to the company, the number of innovative ideas selected for action and innovation portfolio balancing.

This study is the first to select the innovation metrics while considering their relevance to the community of innovators that included academics, CEOs, consultants, innovation managers, etc. Another original factor of this work is the crowdsourcing approach used to identify innovation measures. This approach allowed us to explore multiple perspectives on the significance of each submitted measure.

DYNROT is a code based on the finite element method which is intended to perform a complete study of the dynamic behaviour of rotors. Although initially designed to solve the basic linear rotordynamic problems (Campbell diagram for damped or undamped systems, unbalance response, critical speeds, static loading), it can be used for the study of non‐stationary motions of nonlinear rotating systems and for the torsional analysis of rotors and reciprocating machines. Explains that one of the distinctive features of the code is the use of complex co‐ordinates, both for isotropic and non‐symmetric systems. Makes extensive use of complex arithmetics in all parts of the analysis. Applies the modal approach in some of the solution routines to increase the efficiency of the computation or to compute an equivalent viscous damping in those cases where hysteretic damping cannot be introduced directly to the model. The dynamics of bladed discs is included in the code.