Path dependent constraints on innovation programmes in production and operations management

Innovation has been categorised into levels, ranging from incremental to radical, each of which has the potential to impact on the workforce and the organisation of a company, influenced by contextual factors. This paper investigates the barriers to innovation diffusion in companies working at these...

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Bibliographic Details
Published in:	International journal of production research Vol. 49; no. 11; pp. 3069 - 3085
Main Authors:	Wagner, Helen T., Morton, Susan C., Dainty, Andrew R.J., Burns, Neil D.
Format:	Journal Article
Language:	English
Published:	Abingdon Taylor & Francis Group 01-06-2011 Taylor & Francis Taylor & Francis LLC
Subjects:	Analogies Applied sciences Barriers Corporate culture Culture Diffusion Diffusion barriers Exact sciences and technology Firm modelling force field analysis innovation levels Innovations Inventory control, production control. Distribution Operational research and scientific management Operational research. Management science Operations management Operations research path dependency Production management Radicals Studies Production management path dependency Innovation Similarity Work team Force field Corporate culture innovation levels force field analysis Firm Physical Sciences
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Summary:	Innovation has been categorised into levels, ranging from incremental to radical, each of which has the potential to impact on the workforce and the organisation of a company, influenced by contextual factors. This paper investigates the barriers to innovation diffusion in companies working at these two ends of the innovation scale, in order to identify similarities and differences in how levels of innovation affect an organisation and how culture affects success. It also considers these factors in light of the path dependency concept. Investigations were conducted on a case study basis, using semi-structured interviews. This led to the creation of force field analysis diagrams to portray the findings, which show the radical innovation implementation has experienced greater resistance than the incremental programme. Conclusions show that there were many similarities between the radical and incremental innovation projects. Differences were primarily based on project specific forces and those that occur as a result of path dependant forces that have shaped the current working environment. Organisational culture was found to be a significant influence, as all innovation programmes require the involvement of people. Findings of this study will contribute to theory on the differential and similar forces which shape incremental and radical innovations.
Bibliography:	ObjectType-Article-2 SourceType-Scholarly Journals-1 ObjectType-Feature-1 content type line 23
ISSN:	0020-7543 1366-588X
DOI:	10.1080/00207543.2010.482569