The impact of timing in innovation management

An innovative idea launched in the wrong place at the wrong time may not deliver the outcomes hoped for. Based on 55 empirical studies, Bowen, Rostami and Steel (2010) suggest ‘timing is everything’ if innovation is to enhance organisational performance, but there is also a need to understand contex...

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Published in:Journal of innovation management (Porto) 2016-12, Vol.4 (3), p.32-64
Main Authors: C. Beckett, Ronald, O'Loughlin, Andrew
Format: Article
Language:English
Subjects:
background rhythms
Creativity
idea
infrastructure
innovation
Innovations
kairos
life-cycle
mind-set
place
resources
timing
Timing issues
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O'Loughlin, Andrew
description An innovative idea launched in the wrong place at the wrong time may not deliver the outcomes hoped for. Based on 55 empirical studies, Bowen, Rostami and Steel (2010) suggest ‘timing is everything’ if innovation is to enhance organisational performance, but there is also a need to understand contextual factors. The paper presents a theoretical model representing the interaction of idea, place, resources and temporal factors that draws on the Ancient Greek notion of Kairos linking events in time and timely action. Longitudinal studies of four intermediary organisations intended to enhance SME innovation capabilities are compared at different stages in their evolution. The cases highlight the context-sensitive nature of innovation: an idea that has been successfully implemented in one place at one time may not be successful at another place or another time.
doi_str_mv 10.24840/2183-0606_004.003_0005
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source International Bibliography of the Social Sciences (IBSS); Publicly Available Content Database; ABI/INFORM Global
subjects background rhythms
Creativity
idea
infrastructure
innovation
Innovations
kairos
life-cycle
mind-set
place
resources
timing
Timing issues
title The impact of timing in innovation management
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