Narrow Results

In this paper, I examine three questions: (1) how creativity and innovation in organisations are defined in the scientific literature, (2) which theories are applied and hence which explanatory factors have been discussed, and (3) what the empirical evidence is regarding these factors. I uncover an overlap between the definitions of creativity and innovation, which in my view are distinct but related concepts. Further, despite the significant overlap in their definitions, research has evolved in two almost separate streams. Moreover, I observe that the multiple theories used (even regarding the same factor) to explain organisational creativity are not always integrated and that the empirical evidence about factors concerning individuals seems to converge but is much more mixed in relation to factors at the organisational level. Finally, I propose a new definition of organisational creativity and organisational innovation to distinguish them and suggest some avenues for future research.

In this chapter, I relate the concept of organisational learning to the recent literature on industrial districts and innovation networks. The network literature so far has not applied findings from organisational learning to network learning in a straightforward way. Usually, learning is equated with innovation and 'absorptive capacity'. However, the same virtues that distinguish networks from ordinary market exchange may turn into vices which stifle the innovative process. Core firms in industrial sectors seem to be particularly prone to this. Conversely, collaboration in knowledge intensive industries typically is both an entry ticket to an information network and a vehicle for rapid communication about new opportunities and obstacles. The chapter ends with a proposed outline for further research.

In today’s business life, known as Industry 4.0, intensive research and development studies are carried out, and technological applications from the use of artificial intelligence to automation are preferred. During this process, the expectations of the enterprises can create sustainable innovations that will have a competitive advantage in the market in which they play a role. From this point of view, innovation is considered an important resource that will bring high returns and competitiveness to businesses. Moreover, innovation is also evaluated as a rapid development indicator of small businesses and family businesses. Entrepreneurial leaders have the ability to analyse the environment well, and are role models for employees. Entrepreneurial leaders ensure that innovation is a sustainable competence within the organisation. On the other hand, making the necessary preparations for the adaptation of the employees who resist in situations where change is needed, and explaining the necessity of change are an issue that entrepreneurial leaders emphasise. In addition, the concept of innovation climate, which enables innovation to be an organisational element, is also significant for the evolvement of the innovation in the workplace. The role of leadership in creating an innovation climate and adapting it to the organisational structure has a major role on businesses performance. In this chapter, the subject of how small businesses will survive in the perspective of innovation in today’s competitive business life is examined theoretically in the context of entrepreneurial leadership, innovation climate, and readiness to change variables. Suggestions were made for small businesses and the relations between variables were examined within the scope of the theoretical framework.

Science and technology organisations are increasingly held accountable for addressing global challenges. When such organisations attempt to tackle the “wicked” problems of poverty, hunger, environmental degradation, or climate change, they tend to adopt a classical paradigm or “Western science” approach and run the risk of intensifying or generating new problems. In this chapter, we argue that wicked problems have a better chance of being addressed when such organisations draw on a broader range of worldviews and approaches. The chapter provides a New Zealand exemplar of an inclusive endeavour, whereby an organisation strategically implements an indigenous innovation policy into its core science and technology activities. While the case is singular, there are few empirical models of how inclusive policies operate in science and technology organisations, particularly when such science is upstream or at the ideation phase. This longitudinal study offers pointers that other science organisations may find both useful and inspirational.