Untangling the origin of strategic innovation A System Dynamics Approach

摘要

The model simulations validate the basic propositions of our theoretical construct for which the introduction of organisational innovations that define entrepreneurial orientation can influence strategic renewal. In particular the model highlights two very different dynamics. The first is related to organisational innovations that control the entrepreneurial energy of middle level managers. The second dynamic depicts the integration efforts of top management.The model contributes to the existing theoretical findings, introducing a feedback view of the strategic innovation process. The entrepreneurial orientation is the result of certain organisational innovations. It affects innovation processes (in particular: approval, development and integration rates) and it is influenced by the effectiveness of innovation processes (failure rate).