The organization can be a potential resource for encouraging innovation in a company. In its turn, innovation changes the organization. In this paper we will endeavour to study and understand the network of mutual determination of the couple which we will call: “Organization - innovating Process”. We will therefore analyze the organizational elements which increase creative effervescence. System dynamics enables us to understand, over periods of time, how the process of innovation is created as well as how it can disappear. Indeed, it is in the duration and lifecycle of the organization that one can observe the collaborative forces which create the conditions for innovation. We wish to show that the changes of an organization's state and the properties which result from this exacerbate or on the contrary inhibit innovation. Innovation is a process which begins with the identification and acquisition of knowledge and ends with transferring and implementing this knowledge into organizational initiatives. We will highlight the principal feedback loops and propose a model showing the behaviours and the counter-intuitive effects resulting from interactions between variables. We based our research on a study carried out in a company. Our model can be used to teach the dynamics of organizational innovation

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Date created

• 2006 July 23-2006 July 27

Type

• Document

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• Processing documentation available at: https://wiki.albany.edu/display/SCA/Processing+Ingested+Digital+Files

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• Creative Commons BY-NC-ND Attribution-NonCommercial-NoDerivs 4.0 International

  
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ITEM CONTEXT

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32937c7b43e3e015509bb71fd40d2054

Scope and Contents

Part of

23d738ba88f8333bc39725f9cb5bd0b8

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Part of

f9377a3ac7b50b1fca5e04fb6d679ec2

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Collection

System Dynamic Society Records

Scope and Contents

Collecting area

• This collection is part of the University Archives