Abstract
In this article (the second part of a two-part study) the focus is on establishing a theoretical framework of state owned enterprise (SOE) managers’ espoused theory of building blocks of innovation. A qualitative approach, namely Grounded Theory, supported by Theoretical Sampling, was applied in generating the primary data for the study from different management levels in the SOE. The managers’ espoused theory, based on empirical evidence, shows that innovation consisted of five important building blocks, namely contextual setting; strategic enablers; business enablers; foundational enablers; and human resources; each with its own categories and sub-categories. The study also identified barriers to innovation. An innovation diffusion framework, specifically for implementation in a government context, was proposed.
Highlights
There is a need for the development of a theoretical framework of the building blocks of innovation that can serve as a basis for comparison with managers’ espoused theory of innovation, as a business practice
The data were grouped in categories, sub-categories and themes that were identified as the emerging espoused theory on the building blocks of innovation
Through constant comparison the information were reflected in a comparative table, which was integrated to formulate a comprehensive theory on the building blocks of innovation
Summary
Objectives of the studyThe primary empirical research objective of this article (part two of the study) is to establish a theoretical framework of SOE managers’ espoused theory on building blocks of innovation. Few authors have attempted to build an integrated conceptual framework of the building blocks of innovation, authors such as Kuczmarski (1996) admitted that many executives today, similar to him twenty years ago, have not yet figured out how to create an environment that breeds innovation. In support of these notions, leaders and/or managers required a common point of reference in the shape of a conceptual multi-dimensional framework that dealt with the complex nature of innovation, which may be used and built upon in practice and research (Cooper, 1998). There is a need for the development of a theoretical framework of the building blocks of innovation (covered in the first part of the study) that can serve as a basis for comparison with managers’ espoused theory of innovation, as a business practice (covered in the second part of the study)
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