Pillars of the Future Global Economy
Edited by Filip De Beule and Ysabel Nauwelaerts
Chapter 12: The TELE case: linking innovation process and culture in a large service company
Two trends in innovation management influenced the basic idea for this chapter. First, the increasing number of managerial attempts to design linear innovation management processes that can be derived from literature and practice. Second, the increasing acceptance of an innovation culture dynamics as a key driver for innovations. The two approaches partly contrast each other. The first approach supposes that innovation processes can be structured in a more or less rigid manner. Exponents of this stream are, for example, Cooper’s stage-gate model (Cooper, 1998), the funnel model (for example Terwiesch and Ulrich, 2009) or the open innovation process model (Chesborough, 2003). These concepts are not capable of adequately dealing with innovation dynamics (and sources) that cannot be regulated by a formal structural method, for example a process model. This is usually the case within irregular business circumstances or the exposition to unpredictable societal dynamics. However, in organizational innovation, irregularity is a typical variable.
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