Organizational Innovation Approach to Green Technological Innovation

Introduction

Organizational innovations are divided into technological innovation and management innovation (Chin & Chuang, 2015). Management innovation refers to the management strategy, structure, and systems. Technological innovation and creativity refer to the product innovation, operation processes and techniques. Organizational theory has influenced the principles of innovation management. Organizational management and technological innovation lead to higher organizational performance (Robbins & Judge, 2016).

Organizational innovation theory and paradigm is formulated according to its deterministic character and identified in any analysis of innovation theory (Sundbo, 1998). The identification of an innovative organization to determine the structural variables and characteristics on the innovation of processes and products are centered on the organization as the unit of analysis.

The perspectives in innovation theory are the technology-economic, entrepreneurial, and strategic which may mix elements to determine actions leading to transformational social system. (Sundbo, 1995). Elements from each perspective may be valid to mix by a specific agency. The organizational innovation processes shared in practice and theory may be supported by the system-agency relation. However, the strategic perspective is the least developed (Nyström, 1979; Sundbo, 1998; Sundbo & Fuglsang, 2002; Tidd et al., 1997).

Conventional organizational design theories have investigated extensively the interrelationships between the organizational structures, environment, and organizational performance variables. The classical organizational design theory was guided by the universal organizational forms as one best way to organize. Organizations design conceptual, theorical and empirical models to support knowledge creation, learning patterns and innovative capabilities development, including lean production, high performance systems (Womack et al 1990), N-form corporation (Hedlund, 1994) and hypertext organization (Nonaka & Takeuchi, 1995), cellular forms (Miles et al 1997), modular forms (Galunic, & Eisenhardt 2001) and project-based networks (DeFillippi, 2002).

The organizational ability in knowledge-based economy to create and develop creativity, innovation and influential ideas is critical factor the viability of organizations and its impact on economic, social, and environmental change (Sørensen & Stuart, 2000). However, only a few studies deal with the relationship between organizational structure and innovation. These investigations have concluded that organizational structures facilitate the innovative creation of processes and products in relation to the environmental changes.

Institutional theories, organizational ecology, and evolutionary theories of the firm study the forces of the organizational inertia that respond incrementally to environmental changes. Industrial economics has provided theoretical and empirical foundations for the organizational structure, strategy, and innovative organization. The system theory in social sciences is the framework for explaining innovation, classify and characterize the modes.

Existing theoretical and empirical literature on organizational innovation is diverse and not integrated into a coherent framework. Empirical research on organizational innovation suggests that sources lie outside the organization (von Hippel, 1988; Lundvall, 1992). Empirical research paradigms suggest that sources of innovation lie outside an organization (von Hippel, 1988; Lundvall, 1992). There is scarce empirical research on the relationships between organizational age and propensities to produce technological innovations. The empirical analysis document the impact of organizational aging on different facets of technological innovation.