THE CULTURAL ANTECEDENTS OF SUCCESSFUL INNOVATION

Burdon, SW; Dovey, K

THE CULTURAL ANTECEDENTS OF SUCCESSFUL INNOVATION

Burdon, SW

Dovey, K

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Publisher:: IFKAD
Publication Type:: Conference Proceeding
Citation:: PROCEEDINGS IFKAD 2015 on the theme of 'Culture, Innovation Entrepreneurship: connecting the knowledge dots', 2015, pp. 1061 - 1072 (11)
Issue Date:: 2015-07-18

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Field	Value	Language
dc.contributor.author	Burdon, SW https://orcid.org/0000-0003-0073-8593	en_US
dc.contributor.author	Dovey, K https://orcid.org/0000-0002-8182-2166	en_US
dc.contributor.editor	spender, JC	en_US
dc.contributor.editor	Schiuma, G	en_US
dc.contributor.editor	Albino, V	en_US
dc.date	2015-06-10	en_US
dc.date.available	2015-02-25	en_US
dc.date.issued	2015-07-18	en_US
dc.identifier.citation	PROCEEDINGS IFKAD 2015 on the theme of 'Culture, Innovation Entrepreneurship: connecting the knowledge dots', 2015, pp. 1061 - 1072 (11)	en_US
dc.identifier.isbn	978-88-96687-07-9	en_US
dc.identifier.issn	2280-787X	en_US
dc.identifier.uri	http://hdl.handle.net/10453/36397
dc.description.abstract	This paper outlines the leadership practices that support an organisation’s strategic intent to innovate through the creation of an innovation-conducive culture. By surveying the opinions of member organisations of the Australian Information Industry Association (AIIA), four companies (each within a particular revenue category) were selected by AIIA members as having the most innovation-friendly cultures. The paper explicates the cultural basis of effective innovation within these four companies by drawing on survey data; analyses of the presentations given at the awards ceremony by senior members of each of the winning companies; and follow-up interviews with the leaders of these companies. The results point to the vital role that leadership plays in the creation of an appropriate cultural platform for successful innovation; and indicate how the execution of the strategic intent to innovate depends on the appropriateness of the cultural assumptions held by a stakeholder community. In particular, the study shows that within companies that are recognised as having innovation-supporting cultures, innovation is assumed to be a human/social process that is enhanced by open and honest communication, strong interpersonal relationships, mission-pertinent learning, and permission to experiment and fail.	en_US
dc.publisher	IFKAD	en_US
dc.relation.ispartof	PROCEEDINGS IFKAD 2015 on the theme of 'Culture, Innovation Entrepreneurship: connecting the knowledge dots'	en_US
dc.relation.ispartof	International Forum of Knowledge Asset Dynamics - “Culture, Innovation and Entrepreneurship: connecting the knowledge dots"	en_US
dc.title	THE CULTURAL ANTECEDENTS OF SUCCESSFUL INNOVATION	en_US
dc.type	Conference Proceeding
utslib.location	Bari, Italy	en_US
utslib.location.activity	Bari, Italy	en_US
dc.location.activity	Bari, Italy
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 Information, Systems and Modelling
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	closed_access
pubs.consider-herdc	true	en_US
pubs.finish-date	2015-06-12	en_US
pubs.place-of-publication	Bari, Italy	en_US
pubs.publication-status	Published	en_US
pubs.start-date	2015-06-10	en_US

Abstract:

This paper outlines the leadership practices that support an organisation’s strategic intent to innovate through the creation of an innovation-conducive culture. By surveying the opinions of member organisations of the Australian Information Industry Association (AIIA), four companies (each within a particular revenue category) were selected by AIIA members as having the most innovation-friendly cultures. The paper explicates the cultural basis of effective innovation within these four companies by drawing on survey data; analyses of the presentations given at the awards ceremony by senior members of each of the winning companies; and follow-up interviews with the leaders of these companies. The results point to the vital role that leadership plays in the creation of an appropriate cultural platform for successful innovation; and indicate how the execution of the strategic intent to innovate depends on the appropriateness of the cultural assumptions held by a stakeholder community. In particular, the study shows that within companies that are recognised as having innovation-supporting cultures, innovation is assumed to be a human/social process that is enhanced by open and honest communication, strong interpersonal relationships, mission-pertinent learning, and permission to experiment and fail.

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http://hdl.handle.net/10453/36397