Promoting and Embedding Innovation

Clearly this is a fairly intangible concept and
one which is difficult to measure. However, the
literature consistently supports the view that
proximity and regular contact across traditional
professional and organisational boundaries will
facilitate innovation (Williams & Dickinson,
2008) and that relationships of respect and
trust can counterbalance other negative
factors (Fitzgerald et al, 2002). There are
numerous examples of collaboratives,
networks and other „connectivity‟ initiatives
developed to spread and embed innovation.
Case study 2, 7, 8 and 9 overleaf provide
illustrations of different forms of connectivity.
Size: The evidence is equivocal with respect to
the optimal size of organisations attempting to
innovate (Shapiro & Devlin 2000, Greenhalgh
2004). It is unlikely that this is a reliable
independent variable and will depend on
factors cited above including slack resources,
functional differentiation and regulatory
regimes. Inasmuch as size is a proxy for these
other determinants, larger organisations will be
better placed to embrace and absorb
innovation.
Overall there are a number of important
aspects of organisational climate that are
consistent with innovation. These are
summarised by Kanter (1988: 172):
“It is most likely to grow in
organisations that have
integrative structures and
cultures emphasizing diversity,
multiple structural linkages both
inside and outside the
organisation, intersecting
territories, collective pride and
faith in people’s talents,
collaboration and teamwork.”
17 Learning from experience