Tibor Dőry

Innovation and excellence

Management methods for innovation transformation

Innovation transformation model based on organisational and individual competencies

With managerial will, it is possible to change the functioning of any organisation. The question is: which areas need to be changed first in order to achieve the set goals? The innovation transformation model outlined by Hafkesbrink and Schroll (2014) assumes that the transformation of ambidextrous organisations depends on factors such as environmental dynamics and complexity, as well as organisational and individual employee competencies. They also point out that environmental change is the main driver of the shift between discovery and exploitation as alternative modes of learning. The model assumes that the following two groups of factors have the most significant impact on the performance of innovation-ready ambidextrous organisations:

a specific configuration of organisational antecedents, which includes the organisation's specialisation, various coordination activities, formalisation, (de)centralisation, management styles and organisational culture;
the specific configuration of employees' professional, methodological, social and personal competencies to support exploratory and exploitative activities within the organisation.

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Figure 18. Model illustrating the competencies of an ambidextrous organisation

Source: based on Hafkesbrink–Schroll (2014).

From the perspective of creating an ambidextrous organisation, it is important to review the interdependencies that characterise the innovation activities of such enterprises (Hafkesbrink–Schroll, 2014):

they adapt their organisation to new requirements arising from environmental changes and challenges;
the professional, methodological, social and personal competences of managers and employees are adapted to the new requirements through various personal development and training processes;
changes in the organisational framework have a significant impact on the development of individual competencies, i.e. they can enable or hinder the acquisition of individual competencies;
individual learning accumulates, improving the knowledge and experience of the team and the organisation, as well as organisational learning;
changes in organisational history and individual competencies directly influence the effectiveness of exploitation and discovery activities;
organisational competencies consist of exploitation and discovery performance criteria;
1. for exploitation activities: knowledge transfer/commercialisation, internal-to-external collaboration, routine formation, imitation, and efficiency improvement;
2. for discovery activities: the ability to identify, acquire and master the necessary knowledge, the ability to accept ideas and development proposals coming from outside and to establish cooperation, dynamic adaptability, inventiveness and the ability to increase effectiveness;
it is necessary for the organisation to have a general capacity for innovation, which can be measured by the number of products successfully launched on the market or by return on investment (ROI) indicators;
resource exploration can be applied to the early stages of the innovation process, while resource exploitation can be applied to the later stages of the open innovation process.

Table 7. Organisational competencies required for exploration and exploitation

Dimension	Exploration	Exploitation
Knowledge management and absorption	Capabilities for identifying and applying knowledge	Capabilities for knowledge transfer and utilisation
Collaboration with external partners	Ability to integrate external ideas	Ability to implement corporate proposals with external partners
Stability / organisational learning	Dynamic adaptive capabilities	Capability to develop routines
Innovation process	Discovery and inventive capabilities	Imitation and replication capabilities
Performance	Effectiveness – "doing the right things"	Efficiency – "doing things right"

Source: based on Hafkesbrink–Schroll (2014).

Tartalomjegyzék

Kiadó: Akadémiai Kiadó

Online megjelenés éve: 2026

ISBN: 978 963 664 182 5

Menedzsment

The aim of the book "Innovation and Excellence" is to inspire and encourage company leaders, managers, and experts to initiate and implement innovation transformations with the help of professional literature and corporate case studies. Another important goal is to help develop the innovation capabilities of small and medium-sized enterprises in particular by sharing simple, proven management methods that can be tested in practice.

The first part of the volume reviews the factors of corporate excellence and success, then highlights the possible sources of innovation, with a focus on the role of users and employees. The empirical section presents a detailed description of the supportive role of the workplace environment and creative working conditions based on corporate case studies (AUDI, BOSCH, MELECS). The volume concludes with a description of selected tested practical methods and management techniques that readers can try out in their own businesses.

Hivatkozás: https://mersz.hu/dory-innovation-and-excellence//

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