Obstacle to innovation

The articles innovation obstacle and innovation obstacle overlap thematically. Help me to better differentiate or merge the articles (→  instructions ) . To do this, take part in the relevant redundancy discussion . Please remove this module only after the redundancy has been completely processed and do not forget to include the relevant entry on the redundancy discussion page{{ Done | 1 = ~~~~}}to mark. Karsten11 ( discussion ) 12:31, Jul 3, 2017 (CEST)

As a barrier to innovation or innovation barrier is called habitual or secretly recognized, but not explicitly defined conventions within a community that one improvement prevent organizational structures or products.

In organizations there are still unwritten rules in addition to the official guidelines and organizational structures. These rules work alongside the formal instructions and the official corporate culture .

To the extent that an organization wants to become more innovative by redesigning the service processes and reformulating the strategy , it must take care of these unwritten rules so that the innovative changes can be implemented.

A major obstacle to innovation is the "will and ability barriers" of employees and managers. Many innovations are associated with exertion, upheaval and turbulence that is perceived as unnecessary for those affected. In addition, innovations can pose a threat to the uniqueness of skills and knowledge bases, social rank or power base for employees and supervisors (e.g. the introduction of new information technology in the business environment).

Furthermore, short-term and departmental egoistic orientations as well as short-term individual job-securing or career -specific attitudes are significant obstacles to innovation. Organizations are also complex entities with established power structures in which the people who work in here feel comfortable, changes mean a certain instability and trigger fears. These factors can form a "rope team of prevention". In addition, demographic change poses challenges for the ability of companies to innovate, as a considerable number of employees come from an age cohort who did not have access to information technology in their training. It is therefore often more difficult for older employees to keep up with new technology cycles than for younger colleagues.

If innovations are to be implemented, the company must understand how it really works.

It is quite possible to take into account the unwritten rules to positively influence the power-exercising, motivating and action-triggering forces.

literature

• Brem, Alexander: The Boundaries of Innovation and Entrepreneurship - Conceptual Background and Essays on Selected Theoretical and Empirical Aspects , Gabler, Wiesbaden, 2008. ISBN 3834908339

Web links

• Project operational innovations to develop and secure industrial work and services

Individual evidence

1. ↑ Eberhard Witte (1973), Organization for Innovation Decisions - Das Promotorenmodell, Göttingen, p. 15.
2. ↑ Jürgen Hauschildt (1999), Resistance to Innovations - Destructive or Constructive? Journal of Business Administration , vol. 69, p. 2.
3. ↑ Jan Wieseke, Florian Kraus, Thomas Rajab (2010), An Interdisciplinary Approach to the Management of Technology Adoption Barriers, Journal for Business Research , Vol. 62, p. 823.
4. ↑ Alexandra Spitz (2005), The Effects of Changes in the Unemployment Compensation System on the Adoption of IT by Older Workers, ZEW Discussion Paper No. 05-40, Center for European Economic Research, Mannheim.