Innovation Exposed: Case Studies of Strategy, Organization and Culture in Heterarchies

Foreword\nAcknowledgements\nTable of Contents\nTable of Contents\nList of Figures\nList of Tables\nList of Illustrations\nList of Abbreviations\nAbstract\n1 Introduction\n	1.1 Background\n	1.2 Research Questions and Aims\n	1.3 Structure\n2 Literature Review\n	2.1 Innovation\n		2.1.1 Newness as The Central Characteristic of Innovation\n		2.1.2 Uncertainty and Ambiguity\n		2.1.3 Complexity\n		2.1.4 Riskiness\n		2.1.5 Adopted Definition of Innovation\n	2.2 Organization\n	2.3 Bureaucracy\n		2.3.1 Characteristics of Bureaucracy\n		2.3.2 Hierarchy as the Central Characteristic of Bureaucracy\n		2.3.3 Bureaucracy and Innovation\n		2.3.4 The Need for Sheltering Innovation in Bureaucracy\n	2.4 Innovation Management\n		2.4.1 Definitions of Innovation Management\n		2.4.2 Holistic Concepts of Innovation Management\n		2.4.3 Adopted Definition of Innovation Management\n		2.4.4 Strategy and Direction for Innovation\n		2.4.5 Processes and Structures for Innovation\n		2.4.6 Culture and Leadership for Innovation\n		2.4.7 Indications of Bureaucracy in Classic Innovation Management\n		2.4.8 Conclusion\n	2.5 Heterarchy as Non-Bureaucratic Alternative in the Innovation Context\n		2.5.1 The Innovative Organization\n		2.5.2 Alternatives to the Bureaucratic Model\n		2.5.3 Defining Heterarchy\n		2.5.4 Operationalizing Heterarchy\n		2.5.5 Heterarchy and Innovation\n	2.6 Conclusion and Research Gap\n3 Research Design and Methods\n	3.1 Summary of the Methodological Approach\n	3.2 Conceptual Model and Research Purpose\n	3.3 Research Philosophy and Approach\n	3.4 Research Methodology: Case Study\n		3.4.1 The Case for Case Study Research\n		3.4.2 Multiple Case Design\n		3.4.3 Case Selection\n		3.4.4 Data Collection\n		3.4.5 Data Analysis\n		3.4.6 Reporting the Research Findings\n	3.5 Quality Measures of Qualitative Research and Limitations\n		3.5.1 Construct Validity\n		3.5.2 External Validity\n		3.5.3 Reliability\n4 Innovation in Individual Case Heterarchies\n	4.1 Case 1: People Software\n		4.1.1 People Software’s Innovativeness and Heterarchicalness\n		4.1.2 The General Nature of Innovation\n		4.1.3 Summary of Case Findings\n		4.1.4 Strategy and Direction: Emerging Themes\n		4.1.5 Processes and Structures: Emerging Themes\n		4.1.6 Culture and Leadership: Emerging Themes\n		4.1.7 Conclusion\n	4.2 Case 2: Home Care Network\n		4.2.1 Home Care Network’s Innovativeness and Heterarchicalness\n		4.2.2 The General Nature of Innovation\n		4.2.3 Summary of Case Findings\n		4.2.4 Strategy and Direction: Emerging Themes\n		4.2.5 Processes and Structures: Emerging Themes\n		4.2.6 Culture and Leadership: Emerging Themes\n		4.2.7 Conclusion\n	4.3 Case 3: Digital Transformers\n		4.3.1 Digital Transformers’ Innovativeness and Heterarchicalness\n		4.3.2 The General Nature of Innovation\n		4.3.3 Summary of Case Findings\n		4.3.4 Strategy and Direction: Emerging Themes\n		4.3.5 Processes and Structures: Emerging Themes\n		4.3.6 Culture and Leadership: Emerging Themes\n		4.3.7 Conclusion\n	4.4 Case 4: FIRECO\n		4.4.1 FIRECO’s Innovativeness and Heterarchicalness\n		4.4.2 The General Nature of Innovation\n		4.4.3 Summary of Case Findings\n		4.4.4 Strategy and Direction: Emerging Themes\n		4.4.5 Processes and Structures: Emerging Themes\n		4.4.6 Culture and Leadership: Emerging Themes\n		4.4.7 Conclusion\n	4.5 Case 5: Global Industries\n		4.5.1 Global Industries’ Innovativeness and Heterarchicalness\n		4.5.2 The General Nature of Innovation\n		4.5.3 Summary of Case Findings\n		4.5.4 Strategy and Direction: Emerging Themes\n		4.5.5 Processes and Structures: Emerging Themes\n		4.5.6 Culture and Leadership: Emerging Themes\n		4.5.7 Conclusion\n5 Results of the Cross-Case Analysis\n	5.1 The General Nature of Innovation Across Cases\n	5.2 Innovation Across Cases: Summary of Findings\n	5.3 Strategy and Direction for Innovation Across Cases\n		5.3.1 Guidance Through the Organization’s Purpose\n		5.3.2 Some Elements of Strategy or No Systematic Approaches\n		5.3.3 Direction by Management with Significant Influence by Employees\n		5.3.4 Combination of Ex-Ante Planning and Ad-Hoc Initiatives\n	5.4 Processes and Structures for Innovation Across Cases\n		5.4.1 A Multitude of Possible Paths for Moving from Idea to Launch\n		5.4.2 Idea Selection Based on Intuition and Some Rough Criteria\n		5.4.3 Management with Considerable Influence on Decisions\n		5.4.4 Innovation as Everybody’s Responsibility\n	5.5 Culture and Leadership for Innovation Across Cases\n		5.5.1 Management as Power Promoter\n		5.5.2 Empowerment and Individual Responsibility\n		5.5.3 Innovation-Supportive Organizational Values\n	5.6 Conclusion\n6 Discussion of Findings, Implications and Further Research\n	6.1 Discussion: Innovation in Heterarchies\n		6.1.1 Innovation Exposed Rather Than Sheltered\n		6.1.2 Multiple Rivalling Principles within Strategy, Organization and Leadership\n		6.1.3 Differences within the Organization of Heterarchies\n		6.1.4 Holistically Innovative Heterarchies\n		6.1.5 Better Fit between Heterarchical Structures and Innovation Culture\n		6.1.6 Leadership for Innovation in Heterarchies\n		6.1.7 The Absence of Competition for Hierarchical Positions and Innovation\n	6.2 Implications: Lessons from Heterarchies\n		6.2.1 Organization Context\n		6.2.2 The Individual Level\n		6.2.3 The Project Team Level\n		6.2.4 The Organizational Level\n	6.3 Further Research\n		6.3.1 Generalizability\n		6.3.2 Specific Innovation Mechanisms in Heterarchies\n		6.3.3 The Role of Size and Industry\n		6.3.4 Transformation to Heterarchy?\n		6.3.5 Human Resource Management Practices\n7 Conclusion\nBibliography\nList of Research Interviews