Influence of selected organisational factors on innovation

It is almost impossible to imagine a company that does not innovate in today's market. Some companies say they compete on quality and not innovation, but they also innovate, especially in the form of process innovation aiming at enhancing quality. The aim of this paper is to present how the key set of selected organisational factors, company’s organisation, strategy, and processes, learning and links, influences innovation. In this respect, the key set of organisational factors has been measured on Croatian companies. In field research we used a questionnaire developed by Tidd et al. (2005) which was further developed to include measurable parts of innovation. The questionnaire is validated by factor analysis, but the influence of latent variables on innovation outcome, such as the number of innovations, revenues from innovation and length of time for new product launch, was researched by structural equation modelling. The research results showed that the set of strategy and learning factors has a significant influence on the number of innovations in companies (radical or modified). At first glance it might seem as though big companies have more resources and are thus in a privileged position to innovate, but researches show that the companies that are able to mobilise their employees, their knowledge and expertise in delivering new products or services, obtain better innovation results. The research results clearly indicate the relationship between company’s higher innovativeness and higher innovation results.peer-reviewe

ARE INNOVATIVE ORGANIZATIONAL CONCEPTS ENOUGH FOR FOSTERING INNOVATION?

The purpose of this article is to define which organizational practices have significant impact on returns from new products or which foster or at least influence positively innovation. Survey responders were divided to see whether they innovated or not by the survey questions which explicitly asked them if they have introduced new products in the last two years. With Chi Square test, we identified the difference in usage of certain organizational practices. After that, two multi-regression models showed the impact on launching a new product and their impact on generated returns from new products.There is a significant statistical difference in usage of these four practices between innovators and non-innovators: temporary cross-functional project teams, quality circle, ISO 9000, financial participation by employees. Regression analyses showed that for new product launch, quality circles and ISO900 have a positive impact. Since not all new product launches do not become successes when regressed to returns on new products, team performance incentives and knowledge-based systems have a significant positive impact. To our knowledge and through our literature research, we did not find works that explored the impacts of innovative organizational concepts on the final result — innovation. Most studies focused only on some organizational innovations and their impact on innovation. Here we present an overall overview of innovative organizational practices, why they are mostly used and identified those which mostly influence innovation.organizational practices, new products, returns from new product