THE DNA OF CULTURES THAT PROMOTE PRODUCT INNOVATION
Transparency and trust may be the ideal attributes of the well-governed corporation, but they also play a critical role in organizational behavior, specifically in determining whether or not an organization's culture will facilitate - or impede - innovation. Just how do some managers and organizations prevent the formation of a culture that supports innovation? And, what can they do to change their behavior? These authors have some key suggestions.
Most managers in high-tech firms know that sustained competitiveness is closely linked with effective product innovation. The trouble is, creating new products from new technologies that excite customers is difficult; doing so consistently, and faster and cheaper than competitors, is even harder. For this to happen, participants in product innovation processes need to trust each other and collaborate. Since most managers seem to know this, one would expect these values to shape much of what occurs in the high-tech firms that live and die by innovation.
Jassawalla, Avan R. and Sashittal, Hemant C. (2003). "THE DNA OF CULTURES THAT PROMOTE PRODUCT INNOVATION." Ivey Business Journal .
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