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The Top Managerial Influence on Innovation: Development of a Comprehensive Framework

In: Digitalization, Digital Transformation and Sustainability in the Global Economy

Author

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  • Sonja Sperber

    (International Business & Strategy, MSc International Business Management, Newcastle University London)

Abstract

For decades, innovations and their relevance for the organizational performance have been discussed. Past research has ascribed a high impact to top managers as organizational leaders in shaping the organizational innovation activities, but so far has only investigated the spheres of influence in detached approaches. In order to provide a comprehensive framework explaining the multifaceted impact, this paper focuses on four factors identified to specifically shape the top managerial influence: (a) the New St. Galler Management-Model (Rüegg-Sturm, 2003) for the general management, (b) the Innovation Diamond (Cooper, 2005) for the innovation culture, (c) the Model of Leadership Influence on Innovation, (Hunter & Cushenbery, 2011) for the factor of leadership, and (d) the Model on Leader’s Network (Balkundi & Kilduff, 2005) for the network ties. This combined approach provides an important basis for future research as well as management practice. Several implications and the limitations of the framework are addressed.

Suggested Citation

  • Sonja Sperber, 2021. "The Top Managerial Influence on Innovation: Development of a Comprehensive Framework," Springer Proceedings in Business and Economics, in: Tim A. Herberger & Jörg J. Dötsch (ed.), Digitalization, Digital Transformation and Sustainability in the Global Economy, pages 93-113, Springer.
    • Handle: RePEc:spr:prbchp:978-3-030-77340-3_8
    DOI: 10.1007/978-3-030-77340-3_8
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