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The more situation control, the more innovation? – Putting the linearity thesis to the test

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  • Diether Gebert
  • Sabine Boerner
  • Ralf Lanwehr

Abstract

For the purpose of promoting innovativeness in organisations, the literature recommends more decentralisation of power and more participative leadership as one dimension of empowerment and, thus, greater situation control for employees. In fact, however, increasing situation control involves specific risks (including coordination problems). Without concurrent integration to cushion these risks through orientation, consensus and trust, increasing situation control leads not to a further increase in innovativeness but to a decline. This first empirical demonstration of the covert curvilinear relationship between situation control and innovativeness in N = 101 organisations reveals these risks. At the same time, it calls into question the widespread recommendations in the literature for action on innovation friendly organisations and leadership. Conclusions are drawn from the findings with regard to the theory of innovation promotion and the methodology of innovation research.

Suggested Citation

  • Diether Gebert & Sabine Boerner & Ralf Lanwehr, 2004. "The more situation control, the more innovation? – Putting the linearity thesis to the test," International Journal of Entrepreneurship and Innovation Management, Inderscience Enterprises Ltd, vol. 4(1), pages 98-114.
    • Handle: RePEc:ids:ijeima:v:4:y:2004:i:1:p:98-114
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    Cited by:

    1. Zhou, Michael & Leenders, Mark A.A.M. & Cong, Ling Mei, 2018. "Ownership in the virtual world and the implications for long-term user innovation success," Technovation, Elsevier, vol. 78(C), pages 56-65.

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