International journal of Contemporary Business Studies

International Journal of Contemporary Business Studies
Vol: 3, No: 6. June, 2012 ISSN 2156-7506
Available online at http://www.akpinsight.webs.com
debates, cross functional interaction, myths and stories, leadership commitment, rewards, innovation time
and training, corporate identification and unity and organizational structure (Ahmed, 1998).
2. CONCLUSION
In conclusion, the above reviews have showed that managerial levers is one of the important essentials in
determine the success of innovation implementation. Five managerial levers (strategy, organization
structure, resource allocation, knowledge management and organizational learning and culture) as
mentioned earlier have their own strength in assisting innovative performance in organization and it
seems that those five are interrelated and supported each other (Smith, et al., 2008). For instance,
structure configured organization to operate effectively and strategy is implemented through the structure
(Crittenden & Crittenden, 2008). In fact, culture has acted as the key factor of innovation management
because it impact other levers and also impacted by changes of other levers (Smith, et al., 2008). In fact,
the role of knowledge management and also organizational learning is also related to each other. Thus,
this paper proposes, the task of those levers would drive the innovation process of organization.
Furthermore, the use of managerial levers would be in line with the theoretical perspective as innovation
process interlink with the resource view and capability view (Muller, Valikangas, & Merlyn, 2005).
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