World Scientific
  • Search
    Quick Search in Journals
    Access type:
    Quick Search anywhere
    Access type:
    Advanced Search
  • My Cart
  •   
Skip main navigation

Cookies Notification

We use cookies on this site to enhance your user experience. By continuing to browse the site, you consent to the use of our cookies. Learn More
×
Free Access

EFFECTIVE INNOVATION IMPLEMENTATION: A MIXED METHOD STUDY

    https://doi.org/10.1142/S1363919622500426Cited by:9 (Source: Crossref)
    Previous
    Next

    Abstract

    Ensuring that innovations are implemented organisation-wide remains a critical business challenge for organisations. This study identifies how organisations can improve the effectiveness of innovations and specifies the effects of innovation implementation antecedents and capabilities. By applying a mixed method approach, using data from 42 semi-structured interviews and 125 questionnaire participants, we develop a new framework for understanding the mechanisms that underlie and enhance effective innovation implementation. The results emphasise that achieving high and consistent use of innovations requires organisations to focus on organisational members and their individual characteristics, rather than on organisational design. Additionally, implementation leadership serves as a central mediator to explain the framework’s relationships. Furthermore, a middle management-driven approach that combines implementation leadership and dialogue facilitates the effective implementation of innovation. In conclusion, our study contributes to innovation implementation research by presenting a framework to guide future research, whilst helping practitioners to implement innovations more effectively.

    References

    • Abernethy, MA and J Bouwens (2005). Determinants of accounting innovation implementation. Abacus, 41(3), 217–240. Crossref, Google Scholar
    • Aguinis, H and AM Solarino (2019). Transparency and replicability in qualitative research: The case of interviews with elite informants. Strategic Management Journal, 40(8), 1291–1315. Crossref, Web of Science, Google Scholar
    • Akdogan, A and E Kale (2017). Impacts of internal factors in organisations on creative and innovative performance in hospitality companies. International Journal of Innovation Management, 21(6), 1750049. Link, Web of Science, Google Scholar
    • Amaya, AA, YK Liao and S Chang (2019). The effects of innovation implementation and speed to market on the relationship between team sense-making, trust, and NPD success. International Journal of Innovation Management, 23(4), 1–29. Link, Web of Science, Google Scholar
    • Balen, TV, M Tarakci and A Sood (2019). Do disruptive visions pay off? The impact of disruptive entrepreneurial visions on venture funding. Journal of Management Studies, 56(2), 303–342. Crossref, Web of Science, Google Scholar
    • Becker, JM, CM Ringle, M Sarstedt and F Völckner (2015). How collinearity affects mixture regression results. Marketing Letters, 26(4), 643–659. Crossref, Web of Science, Google Scholar
    • Belasen, A and EB Luber (2017). Innovation implementation: Leading from the middle out. In Strategy and Communication for Innovation, N Pfeffermann and J Gould (Eds.), pp. 229–243. Cham: Springer. Crossref, Google Scholar
    • Birken, SA, SYD Lee and BJ Weiner (2012). Uncovering middle managers’ role in healthcare innovation implementation. Implementation Science, 7(1), 7–28. Crossref, Web of Science, Google Scholar
    • Birken, SA, SYD Lee, BJ Weiner, MH Chin and CT Schaefer (2013). Improving the effectiveness of health care innovation implementation: Middle managers as change agents. Medical Care Research and Review, 70(1), 29–45. Crossref, Web of Science, Google Scholar
    • Birken, SA, SYD Lee, BJ Weiner, MH Chin, M Chiu and CT Schaefer (2015). From strategy to action: How top managers’ support increases middle managers’ commitment to innovation implementation in health care organizations. Health Care Management Review, 40(2), 159–168. Crossref, Web of Science, Google Scholar
    • Brannen, MY (1991). Culture as the critical factor in implementing innovation. Business Horizons, 34(6), 59–67. Crossref, Google Scholar
    • Brouthers, KD and LE Brouthers (2000). Acquisition or greenfield startup? Institutional, cultural and transaction cost influences. Strategic Management Journal, 21(1), 89–97. Crossref, Web of Science, Google Scholar
    • Bryant, M and I Stensaker (2011). The competing roles of middle management: Negotiated order in the context of change. Journal of Change Management, 11(3), 353–373. Crossref, Google Scholar
    • Cadwallader, S, CB Jarvis, MJ Bitner and AL Ostrom (2010). Frontline employee motivation to participate in innovation implementation. Journal of the Academy of Marketing Science, 38(2), 219–239. Crossref, Web of Science, Google Scholar
    • Cannon, MD and AC Edmondson (2005). Failing to learn and learning to fail (intelligently): How great organizations put failure to work to innovate and improve. Long Range Planning, 38(3), 299–319. Crossref, Web of Science, Google Scholar
    • Cerasoli, CP, JM Nicklin and MT Ford (2014). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological Bulletin, 140(4), 980–1008. Crossref, Web of Science, Google Scholar
    • Choi, JN and JY Chang (2009). Innovation implementation in the public sector: An integration of institutional and collective dynamics. Journal of Applied Psychology, 94(1), 243–253. Crossref, Web of Science, Google Scholar
    • Choi, JN and WJ Moon (2013). Multiple forms of innovation implementation. Organizational Dynamics, 42(4), 290–297. Crossref, Web of Science, Google Scholar
    • Choi, JN, SY Sung, K Lee and DS Cho (2011). Balancing cognition and emotion: Innovation implementation as a function of cognitive appraisal and emotional reactions toward innovation. Journal of Organizational Behavior, 32(1), 107–124. Crossref, Web of Science, Google Scholar
    • Chung, GH and JN Choi (2018). Innovation implementation as a dynamic equilibrium: Emergent processes and divergent outcomes. Group and Organization Management, 43(6), 999–1036. Crossref, Web of Science, Google Scholar
    • Chung, GH, JN Choi and J Du (2017). Tired of innovations? Learned helplessness and fatigue in the context of continuous streams of innovation implementation. Journal of Organizational Behavior, 38(7), 1130–1148. Crossref, Web of Science, Google Scholar
    • Cooper, JR (1998). A multidimensional approach to the adoption of innovation. Management Decision, 36(8), 493–502. Crossref, Google Scholar
    • Corbin, JM and A Strauss (1990). Grounded theory research: Procedures, canons, and evaluative criteria. Qualitative Sociology, 13(1), 3–21. Crossref, Web of Science, Google Scholar
    • Damanpour, F and D Aravind (2012). Managerial innovation: Conceptions, processes and antecedents. Management and Organization Review, 8(2), 423–454. Crossref, Web of Science, Google Scholar
    • Damanpour, F and M Schneider (2006). Phases of the adoption of innovation in organizations: Effects of environment, organization and top managers. British Journal of Management, 17(3), 215–236. Crossref, Web of Science, Google Scholar
    • Dayan, M, S Elbanna and ACD Benedetto (2012). Antecedents and consequences of political behavior in new product development teams. IEEE Transactions on Engineering Management, 59(3), 470–482. Crossref, Web of Science, Google Scholar
    • Dedehayir, O, RJ Ortt, C Riverola and F Miralles (2017). Innovators and early adopters in the diffusion of innovations: A literature review. International Journal of Innovation Management, 21(8), 1–27. Link, Web of Science, Google Scholar
    • Dewett, T, NC Whittier and SD Williams (2007). Internal diffusion: The conceptualizing innovation implementation. Competitiveness Review, 17(1–2), 8–25. Crossref, Google Scholar
    • Dong, B, K Sivakumar, KR Evans and S Zou (2015). Effect of customer participation on service outcomes: The moderating role of participation readiness. Journal of Service Research, 18(2), 160–176. Crossref, Web of Science, Google Scholar
    • Dong, L, DJ Neufeld and C Higgins (2008). Testing Klein and Sorra’s innovation implementation model: An epirical examination. Journal of Engineering and Technology Management, 25(4), 237–255. Crossref, Web of Science, Google Scholar
    • Dougherty, D and C Hardy (1996). Sustained product innovation in large, mature organizations: Overcoming innovation-to-organization problems. Academy of Management Journal, 39(5), 1120–1153. Crossref, Web of Science, Google Scholar
    • Drechsler, K, V Reibenspiess, A Eckhardt and HAT Wagner (2021). Innovation champions’ activities and influences in organisations—A literature review. International Journal of Innovation Management, 25(6), 2150066. Link, Web of Science, Google Scholar
    • Eisenhardt, KM (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550. Crossref, Web of Science, Google Scholar
    • Elias, SM (2009). Employee commitment in times of change: Assessing the importance of attitudes toward organizational change. Journal of Management, 35(1), 37–55. Crossref, Web of Science, Google Scholar
    • Enz, CA (2012). Strategies for the implementation of innovations. Cornell Hospitality Quarterly, 53(3), 187–195. Crossref, Web of Science, Google Scholar
    • Freeman, RE (1984). Strategic Management: A Stakeholder Approach. Boston: Pitman. Google Scholar
    • Gagné, M and EL Deci (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331–362. Crossref, Web of Science, Google Scholar
    • Gioia, DA, KG Corley and AL Hamilton (2013). Seeking qualitative rigor in inductive research: Notes on the Gioia methodology. Organizational Research Methods, 16(1), 15–31. Crossref, Web of Science, Google Scholar
    • Glaser, BG and AL Strauss (1967). Discovery of Grounded Theory: Strategies for Qualitative Research. Chicago: Aldine. Google Scholar
    • Hair Jr, JF, GT Hult, CM Ringle, M Sarstedt, NP Danks and S Ray (2021). Partial Least Squares Structural Equation Modeling (PLS-SEM) Using R: A Workbook. Cham, Switzerland: Springer Nature. Crossref, Google Scholar
    • Helfrich, CD, BJ Weiner, MM McKinney and L Minasian (2007). Determinants of implementation effectiveness: Adapting a framework for complex innovations. Medical Care Research and Review, 64(3), 279–303. Crossref, Web of Science, Google Scholar
    • Heyden, ML, JS Sidhu and HW Volberda (2018). The conjoint influence of top and middle management characteristics on management innovation. Journal of Management, 44(4), 1505–1529. Crossref, Web of Science, Google Scholar
    • Hofmeister, J, MHG Schneider, DK Kanbach and S Kraus (2022). Combining strategies for high service productivity with successful service innovation. The Service Industries Journal, 42(11–12), 948–971. Crossref, Web of Science, Google Scholar
    • Isabella, LA (1990). Evolving interpretations as a change unfolds: How managers construe key organizational events. Academy of Management Journal, 33(1), 7–41. Crossref, Web of Science, Google Scholar
    • Jespersen, KR and R Bysted (2016). Implementing new product development: A study of personal characteristics among managers. International Journal of Innovation Management, 20(3), 1650043. Link, Google Scholar
    • Kanter, RM, BA Stein and TD Jick (1992). The Challenge of Organizational Change: How Companies Experience and Leaders Guide it. New York: Free Press. Google Scholar
    • Karlsson, J and P Skålén (2015). Exploring front-line employee contributions to innovation. European Journal of Marketing, 49(9/10), 1346–1365. Crossref, Web of Science, Google Scholar
    • Kim, JS and GH Chung (2017). Implementing innovations within organizations: A systematic review and research agenda. Innovation, 19(3), 372–399. Crossref, Web of Science, Google Scholar
    • King, AW, SW Fowler and CP Zeithaml (2001). Managing organizational competencies for competitive advantage: The middle-management edge. Academy of Management Perspectives, 15(2), 95–106. Crossref, Web of Science, Google Scholar
    • Klein, KJ and AP Knight (2005). Innovation implementation: Overcoming the challenge. Current Directions in Psychological Science, 14(5), 243–246. Crossref, Web of Science, Google Scholar
    • Klein, KJ and JS Sorra (1996). The challenge of innovation implementation. Academy of Management Review, 21(4), 1055–1080. Crossref, Web of Science, Google Scholar
    • Klein, KJ, AB Conn and JS Sorra (2001). Implementing computerized technology: An organizational analysis. Journal of Applied Psychology, 86(5), 811–824. Crossref, Web of Science, Google Scholar
    • Kraus, S, DK Kanbach, PM Krysta, MM Steinhoff and N Tomini (2022). Facebook and the creation of the metaverse: Radical business model innovation or incremental transformation?. International Journal of Entrepreneurial Behavior & Research, 28(9), 52–77. Crossref, Web of Science, Google Scholar
    • Kuratko, DF and DB Audretsch (2013). Clarifying the domains of corporate entrepreneurship. International Entrepreneurship and Management Journal, 9(3), 323–335. Crossref, Web of Science, Google Scholar
    • Langley, A and C Abdallah (2011). Templates and turns in qualitative studies of strategy and management. In Building Methodological Bridges, D Bergh and D Ketchen (Eds.), Vol. 6, pp. 155–184. Bingley: Emerald Group Publishing Limited. Crossref, Google Scholar
    • Lawson, B and D Samson (2001). Developing innovation capability in organisations: A dynamic capabilities approach. International Journal of Innovation Management, 5(3), 377–400. Link, Google Scholar
    • Ling, Q, M Lin and X Wu (2016). The trickle-down effect of servant leadership on frontline employee service behaviors and performance: A multilevel study of Chinese hotels. Tourism Management, 52, 341–368. Crossref, Web of Science, Google Scholar
    • Lüscher, LS and MW Lewis (2008). Organizational change and managerial sensemaking: Working through paradox. Academy of Management Journal, 51(2), 221–240. Crossref, Web of Science, Google Scholar
    • Mayfield, J and M Mayfield (2017). Leadership communication: Reflecting, engaging, and innovating. International Journal of Business Communication, 54(1), 3–11. Crossref, Web of Science, Google Scholar
    • Menidjel, C and A Bilgihan (2022). The determinants of retail customers’ purchase intent. International Journal of Consumer Studies (preprint). Google Scholar
    • Michaelis, B, R Stegmaier and K Sonntag (2010). Shedding light on followers’ innovation implementation behavior: The role of transformational leadership, commitment to change, and climate for initiative. Journal of Managerial Psychology, 25(4), 408–429. Crossref, Web of Science, Google Scholar
    • Nambisan, S, M Wright and M Feldman (2019). The digital transformation of innovation and entrepreneurship: Progress, challenges and key themes. Research Policy, 48(8), 103773. Crossref, Web of Science, Google Scholar
    • Nonaka, I (1988). Toward middle-up-down management: Accelerating information creation. MIT Sloan Management Review, 29(3), 9–18. Google Scholar
    • Panne, GVD, CV Beers and A Kleinknecht (2003). Success and failure of innovation: A literature review. International Journal of Innovation Management, 7(3), 309–338. Link, Google Scholar
    • Phil-Thingvad, S and KK Klausen (2020). Managing the implementation of innovation strategies in public service organisation—How managers may support employees innovative work behaviour. International Journal of Innovation Management, 24(4), 2050074. Link, Web of Science, Google Scholar
    • Postema, T, A Groen and K Krabbendam (2012). A model to evaluate stakeholder dynamics during innovation implementation. International Journal of Innovation Management, 16(5), 1250025. Link, Google Scholar
    • Rapert, MI, A Velliquette and JA Garretson (2002). The strategic implementation process: Evoking strategic consensus through communication. Journal of Business Research, 55(4), 301–310. Crossref, Web of Science, Google Scholar
    • Rhaiem, K and N Amara (2021). Learning from innovation failures: A systematic review of the literature and research agenda. Review of Managerial Science, 15(2), 189–234. Crossref, Web of Science, Google Scholar
    • Sawang, S and KL Unsworth (2011). A model of organizational innovation implementation effectiveness in small to medium firms. International Journal of Innovation Management, 15(5), 989–1011. Link, Google Scholar
    • Schaarschmidt, M (2016). Frontline employees’ participation in innovation implementation: The role of perceived external reputation. European Management Journal, 34(5), 540–549. Crossref, Web of Science, Google Scholar
    • Schein, EH (2010). Organizational Culture and Leadership, Vol. 2. John Wiley and Sons. Google Scholar
    • Singh, S, I Akbani and S Dhir (2020). Innovation implementation: A systematic review and research agenda. The Service Industries Journal, 40(7), 491–517. Crossref, Web of Science, Google Scholar
    • Smith, M, M Busi, P Ball and RVD Meer (2008). Factors influencing an organisation’s ability to manage innovation: A structured literature review and conceptual model. International Journal of Innovation Management, 12(4), 655–676. Link, Google Scholar
    • Smith, MCH, WA Babchuk, J Stevens, AL Garrett, SC Wang and TC Guetterman (2020). Modeling the use of mixed methods–grounded theory: Developing scales for a new measurement model. Journal of Mixed Methods Research, 14(2), 184–206. Crossref, Web of Science, Google Scholar
    • Sobel, ME (1982). Asymptotic confidence intervals for indirect effects in structural equation models. Sociological Methodology, 13, 290–312. Crossref, Google Scholar
    • Somech, A (2006). The effects of leadership style and team process on performance and innovation in functionally heterogeneous teams. Journal of Management, 32(1), 132–157. Crossref, Web of Science, Google Scholar
    • Somech, A and A Drach-Zahavy (2013). Translating team creativity to innovation implementation: The role of team composition and climate for innovation. Journal of Management, 39(3), 684–708. Crossref, Web of Science, Google Scholar
    • Sonenshein, S (2009). Emergence of ethical issues during strategic change implementation. Organization Science, 20(1), 223–239. Crossref, Web of Science, Google Scholar
    • Spears, JL and H Barki (2010). User participation in information systems security risk management. MIS Quarterly, 34(3), 503–522. Crossref, Web of Science, Google Scholar
    • Sperber, SC (2017). The top managers’ impact on opening the organisational culture to innovation. International Journal of Innovation Management, 21(2), 1750014. Link, Web of Science, Google Scholar
    • Storey, C, P Cankurtaran, P Papastathopoulou and EJ Hultink (2016). Success factors for innovation: A meta-analysis. Journal of Product Innovation Management, 33(5), 527–548. Crossref, Web of Science, Google Scholar
    • Suddaby, R (2006). From the editors: What grounded theory is not. Academy of Management Journal, 49(4), 633–642. Crossref, Web of Science, Google Scholar
    • Sung, SY, DS Cho and JN Choi (2011). Who initiates and who implements? A multi-stage, multi-agent model of organizational innovation. Journal of Management & Organization, 17(3), 344–363. Crossref, Web of Science, Google Scholar
    • Teece, DJ, G Pisano and A Shuen (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533. Crossref, Web of Science, Google Scholar
    • Tornatzky, LG and KJ Klein (1982). Innovation characteristics and innovation adoption-implementation: A meta-analysis of findings. IEEE Transactions on Engineering Management, 29(1), 28–45. Crossref, Web of Science, Google Scholar
    • Urquhart, R, C Kendell, A Folkes, T Reiman, E Grunfeld and GA Porter (2018). Making it happen: Middle managers’ roles in innovation implementation in health care. Worldviews on Evidence-Base Nursing, 15(6), 414–423. Crossref, Web of Science, Google Scholar
    • Walsh, I (2015). Using quantitative data in mixed-design grounded theory studies: An enhanced path to formal grounded theory in information systems. European Journal of Information Systems, 24(5), 531–557. Crossref, Web of Science, Google Scholar
    • Weick, KE (2005). Organizing and the process of sensemaking. Organization Science, 16(4), 409–421. Crossref, Web of Science, Google Scholar
    • Weiss, L and DK Kanbach (2021). Toward an integrated framework of corporate venturing for organizational ambidexterity as a dynamic capability. Management Review Quarterly. https://doi.org/10.1007/s11301-021-00223-y. Crossref, Google Scholar
    • West, MA (2002). Sparkling fountains or stagnant ponds: An integrative model of creativity and innovation implementation in work groups. Applied Psychology, 51(3), 355–387. Crossref, Web of Science, Google Scholar
    • Wikhamn, BR and A Styhre (2017). Open innovation as a facilitator for corporate exploration. International Journal of Innovation Management, 21(6), 1750042. Link, Web of Science, Google Scholar
    • Wooldridge, B, T Schmid and SW Floyd (2008). The middle management perspective on strategy process: Contributions, synthesis, and future research. Journal of Management, 34(6), 1190–1221. Crossref, Web of Science, Google Scholar
    • Yin, RK (2011). Applications of Case Study Research. Thousand Oaks, CA: Sage. Google Scholar