Shanthi Gopalakrishnan

Theories of organizational structure and innovation adoption: the role of environmental change

Abstract Innovation scholars face an enduring research problem: how to make models that are testable, yet reflect the complexity of real business environments. Typically, researchers of organizational innovation define their research by focusing on one dimension of innovation—type of innovation, radicalness of innovation, or stage of innovation—at a time. In reality, these dimensions overlap, which partly explains why past theories of the relationships between organizational structure and innovation have produced inconsistent results. In this paper, we develop a more complex model for structure–innovation relationships. First, we define four environmental conditions, using stability and predictability variables of environmental change. Second, we articulate organizational structure and innovation characteristics that would hold for firms under each of our four sets of conditions. This basic framework allows us to compare and subsequently to extend, the three theories of structure and innovation that address the dimensions of innovation mentioned above. Finally, we advance a series of propositions to predict the structural characteristics that facilitate adoption of innovations of different types at different stages, under four conditions of environmental change.

A reexamination of product and process innovations using a knowledge-based view

Using knowledge-based dimensions, we reexamine the characteristics of product and process innovations and their strategic implications. We find that process innovations are more systemic and complex than product innovations. Also, process innovations tend to be more internally sourced, more costly to implement, and more effective than product innovations.

Organizational adaptation and innovation: The dynamics of adopting innovation types

Innovation is regarded as a focal point of an organization’s strategy and a crucial element for its long-term strength and survival (Tushman, Anderson 1997). Organizations adopt innovations to introduce changes in their outcomes, structures, and processes in order to maintain or improve their level of performance or effectiveness. These changes can be the direct result of managerial choice or can be imposed by external conditions. For instance, a performance gap perceived by top executives of an organization creates a need for change, which in turn stimulates the adoption of innovation to reduce the gap (Zaltman, Duncan, Holbek 1973). Similarly, environmental change or uncertainty creates a need for change in the strategy and/or structure of an organization. This, in turn, provides the impetus for the introduction of innovations (Damanpour, Evan 1984). Regardless of the origin of organizational change (internal or external), innovation is a means of creating change to ensure adaptive behavior.

Organisational learning from external sources: new issues and performance implications

In this special issue, we focus on critical issues associated with organisational learning involving external sources, with particular emphasis on the process of external learning and its implications on firm performance. The papers that constitute this special issue are eclectic, yet an interrelated mix of conceptual, exploratory research, and empirical research that examine several key aspects of learning from external sources. In this introductory article, we synthesise the key issues for pursuing an external learning strategy, discuss the contributions that this special issue makes to the literature that addresses these issues, and offer a framework for guiding further theory development, and empirical research.

Cross-cultural comparison of cultural mythologies and leadership patterns

Purpose – The purpose of this paper is to explore leadership styles and patterns in India, Indonesia, Pakistan, and the USA in order to contribute to a greater understanding of global leadership. Design/methodology/approach – The paper uses cultural mythologies as a lens (Kessler and Wong-MingJi, 2009a) to extract the most favored leadership traits within selected countries. In doing so, the paper explores historical trajectories and core values of each country to identify their distinctive characteristics. Additionally, leadership styles of well-known business leaders in each culture are examined to develop a comparative discussion of global leadership patterns and styles. Findings – The paper finds that leaders may share same characteristics across countries, however, their behavioral expressions tend to unfold differently within each context. The paper argues that without context, meanings embedded in cultural mythologies and behaviors often become lost. The paper concludes that a comparative analysis ...

Assimilating external knowledge: A look at university-industry alliances

Expanding on the notion that absorptive capacity is a multi-dimensional construct, we elaborate on a pivotal component of absorptive capacity, assimilating external knowledge (AEK), by examining the extent to which certain key internal and external factors are related to AEK and whether the type of knowledge (tacit knowledge versus explicit knowledge) moderates these relationships. Using survey questionnaire data from senior executives in firms collaborating with university research centers our focus in this study was AEK in the way of the firm advancing new products, new processes, and improvements to existing products and processes. Our results show that a more technologically uncertain external environment is positively associated with AEK and firm age is associated with AEK in a curvilinear, inverted U-shape fashion such that as firms mature they assimilate external knowledge better up to a certain point when diminishing returns come into play. We also found tacit knowledge and explicit knowledge moderate these relationships in different ways. Our findings can help managers develop strategies to maximize AEK to increase innovation, shorten technology development time, and reduce R&D costs. We also inform managers and policy-makers on the value of university-industry alliances for driving innovation and advancing new technologies. We conclude with additional implications for future theory development, empirical research and management practice.

Vasa syndrome: insights from a 17th-century new-product disaster

Executive Overview The Swedish ship Vasa was one of the most spectacular warships ever built. On its maiden voyage in August of 1628, after going less than one mile, the vessel keeled over and sank 110 feet to the bottom of the Stockholm harbor. Fifty crewmembers went down with the ship. It was truly a disaster-and an excellent example of a failure in the new- product development process. In this article, we show how insights gleaned from the Vasa incident are relevant to contemporary organizations. Seven potential problems in new-product development are examined. Together, these problems comprise the Vasa syndrome-a complex set of challenges that can ultimately overwhelm an organizations capabilities. Each problem provides an opportunity to develop managerial competencies in understanding these problem areas, linking these problems to failures described in the Vasa case and contemporary organizations, and determining how to avoid or minimize these problems in the new-product development process. The Vasa case and examples from contemporary organizations demonstrate how history continues to repeat itself in the process of new-product development, and we provide guidelines on how to avoid falling prey to the Vasa syndrome.