Academic journal article Indian Journal of Industrial Relations

Innovation Promotion Competencies of Indian Managers: An Empirical Study

Academic journal article Indian Journal of Industrial Relations

Innovation Promotion Competencies of Indian Managers: An Empirical Study

Article excerpt

Introduction

The recent study Khandwalla and Mehta (2004) indicated that effective management of innovation is the greatest predictor of change in competitive corporate excellence. Managers, therefore, are expected to institutionalize and nurture the climate and culture for fostering innovation in organizations. And for promoting the innovation in organizations, they require enthusiasm, commitment and capability to such a level as to act as innovation champions. Innovation champions, in fact, help to legitimize the creative idea of an originator (ideator or inventor) and also serve as bridge between the unconventional ideator and traditional management (Jain 2010). Where the role of idea champion is formalized and resourced, innovations are most likely to occur (Daft 1986). Innovation promotion competencies are necessarily required to be possessed by the innovation champions. Innovation promotion competencies are those abilities / capabilities that enable innovation champions to transform new ideas / knowledge into new products, services, schemes, systems, processes for the benefit of the organization as a whole as well as for the benefit of all or some of the stakeholders. Such competencies also enable managers to synthesize the abilities to run main-stream business successfully and capabilities to generate, adopt and implement new mechanisms for self-renewal within the organization and its new-stream. Social capital as well as human capital of the innovation champion enables him / her to gain success in the matter of promoting the intended innovations. Human capital of an innovation champion includes all aspects of the personality, experience and competencies. (Jenssen & Havens 2002). Social capital includes social networks, access to the cross section sources of relevant information and mutuality & reciprocity inheriting in one's social networks. The presentation in the present paper is confined to only human capital of managerial personnel of selected Indian organizations.

Earlier Research

A large number of human capital factors are assumed to influence the innovation. Risk-taking propensity, selfconfidence, spirit of go-ahead despite many obstacles, enthusiastic attitude towards new ideas (technology), abilities to inspire others, quality of encouraging others to put greater effort, capacity to access and stimulate others intellectually, having communication networks (Howell & Higgins 1990 a, 1990b), competence to gain binding support from others (Dean 1987), political cleverness (Beath 1991), diplomatic skills (Chakrabarty 1974), ability to articulate a catchy and fascinating vision (Jenssen & Jorgensen 2005), patience and aggressiveness (Beatty & Gordon 1991), having influence on the conduct and action of other actors in the organization (Holbeck 1990), having persuasion abilities even to convince sceptical people (Burgelman 1983), having understanding of the technical aspects of innovation (Chakraborty 1974), knowledge of the trade (Pearson 1988), a high ranking job (Holbek 1990), having greater force of power & status (Rothwell 1974), emotional appeal, communicative strength and other skills to inspire others (Beath 1991), and willingness to invest great amount of energy for innovation etc. are the important individualspecific human-capital resources of innovation champions as revealed in the earlier researches. Several earlier studies (Beath 1991, Dean 1987, Burgelman 1983, Kipnis et al. 1980) indicate that the innovation champions use a broad variety of influence tactics, however the personality characteristics of the particular champion determine his / her choice of influence strategy (Howell & Shea 2001), certain factors (e.g., availability of others' support for innovation) in the specific champion situation also affect the champion's influence tactics (Kipnis et al. 1980).

A number of social capital factors such as 'structural holes' (1) in the person's network inside the organization (Krackhardt 1995), layers in ties among players of the social system (2) (Granovetter 1973), informal relations among people in organizations, warmth / emotional attachment in friendship relations, emotional ties with organizational members (3) (Krackhardt 1992), informal communication among organization's people (Beatty & Gordon 1991), nature of coalition of supporters inside and outside of the organization, social and structural barriers that prevent some innovation (Holbek 1990), availability and extent of superiors' support for bottlegging practices (4) (Meyerson 2001, Augsdorfer 1994) also influence the application of resource acquisition strategies by the innovation champion. …

Search by... Author
Show... All Results Primary Sources Peer-reviewed

Oops!

An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.