Abstract
<p class="Standard">The study assesses innovation management in South African organizations, through semi-structured interviews. Some of the key attributes of innovation considered, include a) value proposition, b) organizational context, c) innovation process and management. Based on the interviews, some of the greatest challenges the organizations face are a) risk mitigation and management, b) innovation project evaluation and appraisal, as well as c) innovation process standardization and improvement. The conclusion is that innovation and innovation management still contain residual ambiguity. Still, there is always room at the top—organizations can still actively build their innovation competencies, from a range of dimensions, ranging from culture to process. No reason can be found why innovation can not be turned on itself—innovating innovation as organizational activity and competency.</p>
Highlights
1.1 Drivers of InnovationSome of the reasons why companies may choose to innovate are a) increased competition, b) cost reduction, c) efficiency improvement, d) new technologies, e) customer expectations, f) stricter regulations, and g) corporate image
In order to form an assessment of innovation management—the depth and extent thereof—in South Africa, semi-structured interviews were conducted with executives, brand and marketing managers, strategy managers as well as entrepreneurs at various South African companies, ranging from SME to larger corporations
Q4: What are some of the difficulties you struggle with regarding innovation? Q5: What are some of the risks you experience as part of innovation, and how do you manage these? Q6: How do you see the role of government in innovation?
Summary
Some of the reasons why companies may choose to innovate are a) increased competition, b) cost reduction, c) efficiency improvement, d) new technologies, e) customer expectations, f) stricter regulations, and g) corporate image. Some of the benefits of innovation are: a) improved productivity, b) better quality, c) extended product range, d) improved legal and environmental compliance, e) greater value added, f) improved staff motivation, retention and recruitment (Riley, 2015). Known risks of innovation include: a) competition, b) uncertain financial returns, c) limited financial resources (Riley, 2015). 3-5) defines three types of innovation: product / service, process and strategy. 712) extends this to four types of innovation, namely organizational, human capital, technical and marketing innovation. 10) classifies innovation as sustaining or disruptive, in contrast to the traditional view of incremental versus radical innovation Baker (2002, pp. 3-5) defines three types of innovation: product / service, process and strategy. Wong (2013, p. 712) extends this to four types of innovation, namely organizational, human capital, technical and marketing innovation. Christensen (1997, p. 10) classifies innovation as sustaining or disruptive, in contrast to the traditional view of incremental versus radical innovation
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
