Keywords: innovation, exploration, exploitation, deterministic process, strategic contradictions, leadership, growth strategy, entrepreneurship, organisational design, customer value
Emergent combinations of frameworks, theories, and grounded action: one solution to overcoming the hurdles to innovation as a growth strategy
Corporations have rediscovered innovation as a growth strategy that underwrites both exploitative extraction and entrepreneurial exploration in turbulent times. In reviewing the research this paper posits three main hurdles to embedding it as a deterministic process in organisations: firstly, creative abrasions between process and practice; secondly, strategic contradictions that impact on organisation design; and thirdly, leadership engagement with, and endorsement of, innovation programmes. It argues using a case-study that only an emergent combination of academic, practitioner and praxis based frameworks, models and grounded action can overcome such hurdles.