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Article
Publication date: 13 January 2012

The aim is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Abstract

Purpose

The aim is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the article in context.

Findings

When people think of innovation it is generally in terms of new products or services. This may be especially so in the context of IT where recent decades have seen a constant stream of new offerings, usually marketed with the prefix “innovative”.

Practical implications

The piece provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

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Article
Publication date: 13 September 2011

Triin Kask

The purpose of this paper is to find out how strategic decisions have resulted in innovation in the context of the organizational environment. The author studies…

Abstract

Purpose

The purpose of this paper is to find out how strategic decisions have resulted in innovation in the context of the organizational environment. The author studies connections between strategic decision making and innovation to find out what kinds of factors of the organizational environment influence strategic decisions that lead an organization to innovate.

Design/methodology/approach

The theoretical and empirical part proceeds from dividing strategic decisions into proactive and reactive; the environment into internal and external, including primary and secondary environment, and dynamic capabilities; and innovation into product, process, marketing and organizational innovation. The study uses qualitative research and case study methodologies to analyse the case of an Estonian IT company, MicroLink.

Findings

The results show that even if innovation is not strategically managed in a company, it can still be innovative. However, the potential for different types of innovation at the organizational and local and global market level is very often determined by the company's general strategic vision and its proactive nature, which should be supported by its dynamic capabilities.

Practical implications

Based on the results, some conclusions are also presented for other Estonian IT companies in terms of what aspects they should keep in mind when making strategic decisions and implementing innovation.

Originality/value

The paper contributes to the understanding of how innovation evolves and it is presumed that innovation is not always a purposeful, but rather an episodic manifestation that could be a result of strategic decisions. Besides, product and process innovation, this study also helps to highlight the role of marketing and organizational innovation, which have gained much less attention in the literature.

Content available
Article
Publication date: 13 September 2011

Maaja Vadi, Rebekka Vedina and Kadri Karma

Abstract

Details

Baltic Journal of Management, vol. 6 no. 3
Type: Research Article
ISSN: 1746-5265

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