Search results

The relations between government and industry have changed fundamentally over the last few years. The change has been such a quiet one that many people have not yet noticed how dramatic it has really been.

Increasingly, how well organisations innovate is becoming the single most important issue in determining their ultimate success. Referencing a variety of cases primarily drawn from governmental organisations, this paper argues that the key to successful innovation implementation rests on the convergence of three different factors. First, an innovation must be properly framed in terms of stakeholders’ expectations. Secondly, a good internal innovation environment must be present. Finally, the pros of specific attributes of innovations must outweigh their cons. The Eight other conditions, in which one or more of these factors is not positive, result in differing degrees of success and failure, with different implications for organisational outcomes. These eight conditions, and their associated propositions, are discussed in terms of their heuristic value for bridging gaps in differing parties’ understanding of innovation processes and future directions for research, including the interaction of power and type of innovation.