Handbook of Organizational and Managerial Innovation

Handbook of Organizational and Managerial Innovation

Elgar original reference

Edited by Tyrone S. Pitsis, Ace Simpson and Erlend Dehlin

The Handbook of Organizational and Managerial Innovation places humans, their acts, practices, processes and fantasies at the core of innovation. Bringing together some of the world’s leading thinkers, academics and professionals, both established and emerging, this multidisciplinary book provides a comprehensive picture of the vibrant and engaging field of organizational and managerial innovation.

Chapter 3: Engaged employees! An actor perspective on innovation

Satu Teerikangas and Liisa Välikangas

Subjects: business and management, organisational innovation, organisational behaviour, strategic management, innovation and technology, organisational innovation


Today’s world is increasingly characterized by turbulence in many forms (Ansoffand McDonnell, 1990). Thriving in such a landscape requires ever more novel ways of sustaining one’s advantage over a global pool of competition (Porter, 1980). A parallel, pervasive shift, shaping the competitive landscape over the past decades has been the emergence of ‘knowledgebased societies’. This shift has gained critical significance at the dawn of the twenty-first century especially for companies from developed economies: how to otherwise deal with the aggressive entry of lower-cost market players from emerging markets, whilst simultaneously leveraging opportunities provided by technological advances (Bartlett and Ghoshal, 1998)? What makes the emergence of the ‘knowledge era’ particularly pertinent is that it has essentially come to revolutionize the way of working that has been in place since the Industrial Revolution. In knowledge-based societies, the core ingredients of competition take new forms: instead of a focus on efficiency and production only, innovation and creativity have become the strategic cornerstones of the successful modern organization.

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