Skip to main content Accessibility help
×
Home
Hostname: page-component-59b7f5684b-gsnzm Total loading time: 0.484 Render date: 2022-10-05T10:00:15.352Z Has data issue: true Feature Flags: { "shouldUseShareProductTool": true, "shouldUseHypothesis": true, "isUnsiloEnabled": true, "useRatesEcommerce": false, "displayNetworkTab": true, "displayNetworkMapGraph": false, "useSa": true } hasContentIssue true

10 - General Conclusions

from Part 2 - managing innovation

Published online by Cambridge University Press:  05 August 2015

David H. Cropley
Affiliation:
University of South Australia
Arthur J. Cropley
Affiliation:
Universität Hamburg
Get access

Summary

Although it was not directly inspired by him, this book has taken up an issue raised by Nussbaum (2013, p. 234) when he argued that “we need to switch from efficiency to creativity models” (emphasis added). In essence, this is what this book has done. It has drawn attention to a number of shortcomings or weaknesses in existing ways of conceptualizing innovation and has proposed a shift in focus to a more proactive and dynamic approach based on creativity theory. An overview of the kinds of shortcoming in current theorizing about innovation that are addressed in this book is presented in Table 10.1.

What Is the Practical Problem?

The practical problem has been stated clearly by a number of authors. In a nutshell, overwhelming lip service is given to the importance of innovation summarized in Chapter 1 and the litany of benefits it is thought to bring (see, for example, Table 1.1), but as Nussbaum (2013, p. 234) put it, it is “shunted to the periphery.” Such failure to innovate is now recognized as a matter of organizational life or death. The issue that thus arises is why firms choose to fiddle while Rome burns.

This book has shown that the problem has its roots in the three components of the system of which innovation is the outcome: the personal environment (see Chapter 4), the organizational environment, and the social environment (see Chapter 5). All three environments are marked by characteristics that support innovation, to be sure, but they are also marked by other characteristics that act as blockers of innovation (see Chapter 5). One blocker that cuts across environments is the absence of a clear understanding of the process of generation and implementation of effective novelty, for instance, equating the process with unfettered divergent thinking (see Chapter 2) or with something approaching divine inspiration. Another blocker is the inability of individual people, organizations, and societies to tolerate more than a limited amount of uncertainty or of risk (see Chapters 5 and 6, for example), whereas the essence of innovation is creating uncertainty, and one of its major drawbacks is that it is a risky business.

Type
Chapter
Information
Publisher: Cambridge University Press
Print publication year: 2015

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×