A second look at the complex innovation phenomenon through a 'dialogical' principle

Today, organisations are entering into an area of accelerated movement. Their functioning modalities have to include a more important part of capacity to be flexible and to face the changes within the more and more uncertain business environment (Kreiner cited by Olsson, 2005). In order to survive in this uncertain environment, companies have to make a strategic choice. Either by focusing on their core activities or by diversifying their offerings, etc. while giving at the same time a significant part to innovation in terms of products, processes and/or technologies. This article, built from qualitative individual interviews with managers, attempts to introduce a theoretical approach of innovation based on the complexity paradigm. We are convinced that a better understanding of the innovation's complexity will help managers to respond with innovation and intelligence to this phenomenon. Thus, understanding innovation's complexity and different possible resulting reactions are essential factors in guaranteeing the durability of the organisation.