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

Authors: Tove Brink

Addresses: Department of Sociology, Environmental and Business Economics, University of Southern Denmark, Niels Bohrs Vej 9, 6700 Esbjerg, Denmark

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.

Keywords: horizontal leadership; strategic innovation; exploration; exploitation.

DOI: 10.1504/IJBIR.2020.10032942

International Journal of Business Innovation and Research, 2022 Vol.27 No.1, pp.37 - 60

Received: 09 Nov 2019
Accepted: 22 Dec 2019

Published online: 19 Jan 2022 *

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