Chapter 6: Initiating an Organizational Innovation: Influence and Persuasion Tactics Used by Champions

It has been suggested that innovation encompasses both technological and organizational realities (see Slappendel, 1996). Yet, despite this dual focus, Chandler (1962) remains the most referenced work in the latter area. Since this seminal work was published, terminology and classification schemes have been thriving—ranging from administrative (Hage, 1999), structural (Knight, 1967), managerial (David, 1996; Kimberly, 1981; Petit-Charreire, 1995), market-based (Chandler, 1992), group of organizations (Daft, 1978), and corporation-based (Brimm, 1984; Damanpour, Evan, & Szabat, 1989; Van de Ven, 1986) innovation. None of this work, however, has become a compelling reference.

Machat’s (2000) analysis points to the heterogeneous nature regarding the components of organizational innovation, highlighting their heterogeneity. Someren (1992) mentions at least 20 key forms of innovation of this type during the last century, the multidimensional form and kanban included. Unlike technological innovation, which focuses on products or processes, the organizational form takes into account widely different elements, such as management techniques, organization structures, communication, and human resource management systems.