The Role of Trust in Innovation

Dovey, KA

The Role of Trust in Innovation

Dovey, KA

Permalink

Publisher:: Emerald Group Publishing
Publication Type:: Journal Article
Citation:: The Learning Organization, 2009, 16 (4), pp. 311 - 325
Issue Date:: 2009-01

Open Access

Copyright Clearance Process

Recently Added
In Progress
Open Access

This item is open access.

Adobe PDF

Download full textAdobe PDF (125.79 kB)

View on publisher's site

View statistics

Full metadata record

Field	Value	Language
dc.contributor.author	Dovey, KA https://orcid.org/0000-0002-8182-2166	en_US
dc.date.issued	2009-01	en_US
dc.identifier.citation	The Learning Organization, 2009, 16 (4), pp. 311 - 325	en_US
dc.identifier.issn	0969-6474	en_US
dc.identifier.uri	http://hdl.handle.net/10453/10056
dc.description.abstract	The purpose of this paper is to explore the role of trust in the collaborative learning processes that underpin innovation as a competitive strategy in organizations. Design/methodology/approach As a conceptual paper, the argument is framed by academic perspectives, drawn from the academic literature on the topic and by professional and life experience. Findings The collaborative learning practices that underpin idea generation and realization in organizations are strongly dependent for their effectiveness upon the availability, within and beyond stakeholder networks, of trust and other key social capital resources. Practical implications If innovation is dependent upon social capital resources, such as trust, then leadership endeavour needs to be much more focused upon the creation of a social environment that nurtures rich stakeholder and other relevant network, relationships. New forms of governance and power management, and more appropriate and aligned organizational structures, are required in organizations that are attempting to compete through innovation. Originality/value The paper's explication of the role of social capital resources, like trust, in organizational innovation offers new insights into this complex but increasingly vital form of competitive strategy.	en_US
dc.publisher	Emerald Group Publishing	en_US
dc.relation.ispartof	The Learning Organization	en_US
dc.relation.isbasedon	10.1080/09613218.2014.905168	en_US
dc.rights	This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here - https://dx.doi.org/10.1080/09613218.2014.905168. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.	en_US
dc.subject.classification	Business & Management	en_US
dc.title	The Role of Trust in Innovation	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	16	en_US
utslib.for	150307 Innovation and Technology Management	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Professional Practice and Leadership
pubs.organisational-group	/University of Technology Sydney/Strength - HCTD - Human Centred Technology Design
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.issue	4	en_US
pubs.volume	16	en_US

Abstract:

The purpose of this paper is to explore the role of trust in the collaborative learning processes that underpin innovation as a competitive strategy in organizations. Design/methodology/approach As a conceptual paper, the argument is framed by academic perspectives, drawn from the academic literature on the topic and by professional and life experience. Findings The collaborative learning practices that underpin idea generation and realization in organizations are strongly dependent for their effectiveness upon the availability, within and beyond stakeholder networks, of trust and other key social capital resources. Practical implications If innovation is dependent upon social capital resources, such as trust, then leadership endeavour needs to be much more focused upon the creation of a social environment that nurtures rich stakeholder and other relevant network, relationships. New forms of governance and power management, and more appropriate and aligned organizational structures, are required in organizations that are attempting to compete through innovation. Originality/value The paper's explication of the role of social capital resources, like trust, in organizational innovation offers new insights into this complex but increasingly vital form of competitive strategy.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/10056