Creating and implementing organizational innovation

Abstract

PurposeResearch on organizational innovation remains relatively scarce, particularly with respect to social structures and processes. In contrast to product innovation, organizational innovation relies more on informal processes and relationships among members of the organization than on formal processes. The purpose of this paper is to contribute to the understanding of these processes at the micro level.Design/methodology/approachBuilding on a process model of organizational innovation, the authors study the case of a dermatology department of a large hospital in France and conceptualize organizational innovation as the outcome of a social system represented by networks of relationships, professional identities and formal structures.FindingsThe findings suggest that informal networks support the early phase of the invention and development of organizational innovation. However, the later phases depend more on the formal structure. A mismatch between professional identities and formal roles and positions can prevent the institutionalization and legitimation of organizational innovation in the final phases of the innovation process.Research limitations/implicationsThe study is limited to one case, a department in a French hospital. The authors call for future research to study different industry/country contexts.Practical implicationsProfessional organizations such as hospitals should encourage better interactions between actors of different professional identities to support the development and implementation of organizational innovation. Reducing the perceived hierarchy of different professional identities may also be useful.Originality/valueThis study is the first to investigate micro-level processes in organizational innovation by combining the concept of professional identity and network analysis.