Abstract
There are three dominant themes that run through this chapter on organizational innovation strategy: the rate and nature of change; attitudes, behaviors, and strategic change; and the role of research in organizational strategy. The first section begins with Fry (1982), who examines the interaction between technology and organizational structure in an effort to uncover how this kind of interaction affects how organizations function. Ettlie, Bridges, and O’Keefe (1984) then look into the food processing industry as an example of organizations that draw clear distinctions between radical and incremental outcomes to support their innovation process model, one which suggests that any organizational innovation process requires a unique implementation strategy.and organizational structure that is responsive to the organizational conditions, rather than a more traditional approach, that can be characterized as incremental as opposed to radical change.
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