The Politics of Innovation: Realising the Value of Intrapreneurs

Dovey, KA; McCabe, B

The Politics of Innovation: Realising the Value of Intrapreneurs

Dovey, KA

McCabe, B

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Publisher:: INDERSCIENCE
Publication Type:: Journal Article
Citation:: INTERNATIONAL JOURNAL OF LEARNING AND INTELLECTUAL CAPITAL, 2014, 11 (3), pp. 185 - 201
Issue Date:: 2014-01

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Field	Value	Language
dc.contributor.author	Dovey, KA https://orcid.org/0000-0002-8182-2166	en_US
dc.contributor.author	McCabe, B	en_US
dc.date.issued	2014-01	en_US
dc.identifier.citation	INTERNATIONAL JOURNAL OF LEARNING AND INTELLECTUAL CAPITAL, 2014, 11 (3), pp. 185 - 201	en_US
dc.identifier.issn	1479-4853	en_US
dc.identifier.uri	http://hdl.handle.net/10453/34650
dc.description.abstract	This paper offers three cases, from very different industries, where an organisation failed to realise the value of the talent that was recruited at significant cost to lead an attempt at innovation. In each case, the recruited talent was forced into an intrapreneurial role - one in which they had to operate below the management radar - in order to attempt to progress the project for which they were employed. Furthermore, in each case, senior management at the company failed to scrutinise its management practices with respect to the constraints they unwittingly imposed upon the newly recruited person. Through its analysis of the reasons for each of these failures, the paper highlights the dynamics of effective talent management in the knowledge era, and points to alternative leadership practices through which to realise the value offered by talented staff recruited specifically to lead an organisation's strategic intent to innovate.	en_US
dc.publisher	INDERSCIENCE	en_US
dc.relation.ispartof	INTERNATIONAL JOURNAL OF LEARNING AND INTELLECTUAL CAPITAL	en_US
dc.subject.classification	Business & Management	en_US
dc.title	The Politics of Innovation: Realising the Value of Intrapreneurs	en_US
dc.type	Journal Article
utslib.citation.volume	3	en_US
utslib.citation.volume	11	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	3	en_US
pubs.volume	11	en_US

Abstract:

This paper offers three cases, from very different industries, where an organisation failed to realise the value of the talent that was recruited at significant cost to lead an attempt at innovation. In each case, the recruited talent was forced into an intrapreneurial role - one in which they had to operate below the management radar - in order to attempt to progress the project for which they were employed. Furthermore, in each case, senior management at the company failed to scrutinise its management practices with respect to the constraints they unwittingly imposed upon the newly recruited person. Through its analysis of the reasons for each of these failures, the paper highlights the dynamics of effective talent management in the knowledge era, and points to alternative leadership practices through which to realise the value offered by talented staff recruited specifically to lead an organisation's strategic intent to innovate.

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http://hdl.handle.net/10453/34650