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Organising to enable strategic innovation means horizontal leadership for dualities of stability and change

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  • Tove Brink

Abstract

The purpose of this article is to shed light on how organising can enable strategic innovation. The research is conducted through a cross-disciplinary literature review on the origins of radical innovation and strategic innovation. Three propositions are developed from the literature review, which emphasise that horizontal leadership for innovative stability and change should be included in a model that provides novel insights and utilises the literature to enable strategic innovation. The model consists of the antecedent matrix of the two dualities of external business forces versus internal organisational forces and heterogeneous versus homogeneous resources that can be drawn upon in the organisation. In addition to this matrix, the dynamic organising process of creativity and control uses the mediators of connections, uncertainties, information flows, value propositions, human agencies, counter positions and preferred behaviours to enable strategic innovation. Practitioners can use the model in their own organisations to enhance horizontal leadership for value creation, and academia can use the model for further cross-disciplinary research and dissemination to enable strategic innovation.

Suggested Citation

  • Tove Brink, 2022. "Organising to enable strategic innovation means horizontal leadership for dualities of stability and change," International Journal of Business Innovation and Research, Inderscience Enterprises Ltd, vol. 27(1), pages 37-60.
    • Handle: RePEc:ids:ijbire:v:27:y:2022:i:1:p:37-60
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