ORGANISING FOR INNOVATION IN PROFESSIONAL SERVICES FIRMS: ECONOMETRIC EVIDENCE FROM THE UK

Author:

BOURKE JANE1ORCID,ROPER STEPHEN2,LOVE JAMES H34

Affiliation:

1. Jane Bourke, Spatial & Regional Economics Research Centre and Enterprise Research Centre, Department of Economics, Cork University Business School, University College Cork, Ireland

2. Enterprise Research Centre, National Innovation Centre for Rural Enterprise and the Productivity Institute, Warwick Business School, UK

3. Leeds University Business School, University of Leeds, United Kingdom

4. School of Economics and Business Administration, University of Tartu, Estonia

Abstract

Undertaking innovation involves a range of different activities from ideation to the commercialisation of innovations. Each activity may have very different resources and organisational requirements, however, most prior studies treat innovation as a single un-differentiated activity. Here, using new survey data for professional service firms (PSFs) in the UK, we are able to examine separately how a range of organisational work practices influence success in ideation and commercialisation. In particular, we use principal component analysis (PCA) to identify and compare the benefits of four groups of organisational work practices relating to strategy & information sharing, recruitment & training, work flexibility & discretion and culture & leadership. Strong contrasts emerge between those work practices that are important for success in ideation and commercialisation. Work practices linked to culture & leadership are important for ideation activities, while strategy &information sharing practices are more strongly associated with commercialisation success. The results suggest clear managerial implications depending on the priority

Funder

estonian research council

Publisher

World Scientific Pub Co Pte Ltd

Subject

Management of Technology and Innovation,Strategy and Management,Business and International Management

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