Using a Standard‐Based Innovation Management System Approach—A Catalyst for Innovation Legitimacy?
ABSTRACT This study explores how the use of a standard‐based Innovation Management System approach influences the legitimacy for innovation management—a management discipline often subject to innovation fads and fashions. Utilizing neo institutional theory as a lens, we explore how this approach inc...
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Published in | R & D management Vol. 55; no. 4; pp. 1313 - 1325 |
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Main Authors | , |
Format | Journal Article |
Language | English |
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Oxford
Blackwell Publishing Ltd
01.09.2025
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Abstract | ABSTRACT
This study explores how the use of a standard‐based Innovation Management System approach influences the legitimacy for innovation management—a management discipline often subject to innovation fads and fashions. Utilizing neo institutional theory as a lens, we explore how this approach increased legitimacy for innovation management in case studies of two large organizations, and how this in turn affected innovation activities. Theoretically, we contribute by adding construct clarity to the concept of legitimacy, in relation to management systems, and by increasing understanding of the role of legitimacy in innovation activities. Managerial implications include the potential use of an Innovation Management Systems Standard to create a common language for innovation, to systematize innovation efforts and improve the perceived seriosity of innovation management, which in turn enables more robust and continuous innovation efforts in organizations. |
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AbstractList | ABSTRACT
This study explores how the use of a standard‐based Innovation Management System approach influences the legitimacy for innovation management—a management discipline often subject to innovation fads and fashions. Utilizing neo institutional theory as a lens, we explore how this approach increased legitimacy for innovation management in case studies of two large organizations, and how this in turn affected innovation activities. Theoretically, we contribute by adding construct clarity to the concept of legitimacy, in relation to management systems, and by increasing understanding of the role of legitimacy in innovation activities. Managerial implications include the potential use of an Innovation Management Systems Standard to create a common language for innovation, to systematize innovation efforts and improve the perceived seriosity of innovation management, which in turn enables more robust and continuous innovation efforts in organizations. This study explores how the use of a standard‐based Innovation Management System approach influences the legitimacy for innovation management—a management discipline often subject to innovation fads and fashions. Utilizing neo institutional theory as a lens, we explore how this approach increased legitimacy for innovation management in case studies of two large organizations, and how this in turn affected innovation activities. Theoretically, we contribute by adding construct clarity to the concept of legitimacy, in relation to management systems, and by increasing understanding of the role of legitimacy in innovation activities. Managerial implications include the potential use of an Innovation Management Systems Standard to create a common language for innovation, to systematize innovation efforts and improve the perceived seriosity of innovation management, which in turn enables more robust and continuous innovation efforts in organizations. |
Author | Lerche, Kristoffer Magnusson, Mats |
Author_xml | – sequence: 1 givenname: Kristoffer orcidid: 0009-0000-3450-4344 surname: Lerche fullname: Lerche, Kristoffer email: krle@btech.au.dk organization: Aarhus University – sequence: 2 givenname: Mats orcidid: 0000-0002-6024-7908 surname: Magnusson fullname: Magnusson, Mats organization: KTH Royal Institute of Technology |
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Cites_doi | 10.5465/amj.2007.24160888 10.5465/amj.2016.4004 10.1111/radm.12591 10.1142/S1363919621500493 10.2307/258919 10.4135/9781849200387.n2 10.1177/1476127020982866 10.2307/258788 10.5585/iji.v9i2.19273 10.5465/annals.2020.0341 10.5465/amr.2013.0318 10.1177/0170840609104803 10.2307/256406 10.7208/chicago/9780226185941.001.0001 10.1111/jpim.12130 10.2307/258557 10.1016/s0148‐2963(00)00195‐8 10.5465/amr.2010.0227 10.1177/0266242613495748 10.1142/q0356 10.3390/su13158151 10.1177/0170840615604503 10.5296/jmr.v4i1.1039 10.5465/annals.2015.0101 10.5465/amr.2014.0252 10.2307/2094862 10.1177/0170840612467153 10.1287/orsc.1110.0652 10.1002/bse.2779 10.1016/0166‐4972(94)90069‐8 10.1177/0149206320986617 10.1016/S0048-7333(98)00034-1 10.1177/1350507604043023 10.1007/s13132-016-0414-4 10.1177/00031224221081379 10.1108/EJIM-02-2018-0028 10.4135/9781412984249 10.1177/0170840618772610 10.2307/2095101 10.24840/2183-0606_009.001_0002 10.4324/9781315276670-5 |
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This study explores how the use of a standard‐based Innovation Management System approach influences the legitimacy for innovation management—a... This study explores how the use of a standard‐based Innovation Management System approach influences the legitimacy for innovation management—a management... |
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Title | Using a Standard‐Based Innovation Management System Approach—A Catalyst for Innovation Legitimacy? |
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