A contingency approach to innovation management: a cross-case competition
Building on prior theory and research on organizational innovation, this paper aims to examine the linkages between context and process factors. We examined how two contingency factors (i.e. type of organization and type of innovation) and determinants of an organization’s culture interact and work together within six innovative companies. We used a multiple-case study approach through a combination of direct observations, document transcripts, and in-depth interviews with key informants. Three archetypes of innovators emerged, depending on the sector in which companies act, the type of innovative activity, the strategy, and the established culture and structure of the organization. Interestingly, as every category consisted of a large company and an SME, our findings give little support to the size-specific nature of innovation.
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