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Management of Innovation in Small Service Companies

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  • Eeva Aromaa
  • Päivi Eriksson

Abstract

The objective of our study is to explore how the innovation practice of a small service company can be identified and developed from the managerial point of view. The study is based on the intensive case study strategy utilizing observational and interview data. The analysis shows how a new theoretical approach (the practice approach) and a new methodological tool (the CODE-method) can be used in the study of innovation management. The results show that the innovation practice of the case company was based on five distinctive innovation processes initiated by different actors inside and outside of the company. Utilizing the full potential of these five processes would however require solving two problems: managing and organizing all five processes more efficiently and relaxing the CEO-centricity of the innovation practice.

Suggested Citation

  • Eeva Aromaa & Päivi Eriksson, 2014. "Management of Innovation in Small Service Companies," South Asian Journal of Business and Management Cases, , vol. 3(1), pages 31-40, June.
    • Handle: RePEc:sae:sajbmc:v:3:y:2014:i:1:p:31-40
    DOI: 10.1177/2277977914525253
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    References listed on IDEAS

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    1. Damon Golsorkhi & Linda Rouleau & David Seidl & Eero Vaara, 2010. "Cambridge Handbook of Strategy as Practice," Post-Print hal-02298145, HAL.
    2. Richard A. Wolfe, 1994. "Organizational Innovation: Review, Critique And Suggested Research Directions," Journal of Management Studies, Wiley Blackwell, vol. 31(3), pages 405-431, May.
    3. Damon Golsorkhi & Linda Rouleau & David Seidl & Eero Vaara, 2010. "Cambridge handbook of strategy as practic," Post-Print hal-00578622, HAL.
    4. Graeme Salaman & John Storey, 2002. "Managers’ Theories About the Process of Innovation," Journal of Management Studies, Wiley Blackwell, vol. 39(2), pages 147-165, March.
    5. Tero Montonen & Päivi Eriksson, 2013. "Teaching and learning innovation practice: a case study from Finland," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 13(2/3), pages 107-118.
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    Cited by:

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