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IIMB Management Review

Journal of Indian Institute of Management Bangalore

IIM Bangalore offers Degree-Granting Programmes, a Diploma Programme, Certificate Programmes and Executive Education Programmes and specialised courses in areas such as entrepreneurship and public policy.

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About IIMB

The Indian Institute of Management Bangalore (IIMB) believes in building leaders through holistic, transformative and innovative education

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Innovation Capability

Volume 17, Number 4 Article by Manu Parashar and Sunil Kumar Singh December, 2005

Innovation Capability :

Innovation is seen as an essential ingredient for organisational growth and performance. The ability of an organisation to sustain long term success is largely dependent upon its ability to create and implement innovations. Innovation can be viewed as a process of knowledge creation, which involves making new combinations – incrementally or radically – either by connecting elements previously unconnected or by developing novel ways of combining elements previously associated. Taking a knowledge creation view of innovation capability, Manu Parashar and Sunil Singh propose a model that identifies the capabilities required in the process of novel knowledge creation and also sees innovation capability as a unique capability which can be built on the base of a few other capabilities.

The capabilities contributing to innovation capability are: knowledge capability, creative capability and attitudinal capability. A diverse workforce, a deep understanding and knowledge of the customer, investment in R&D, networks for flow of information and multifaceted training programmes go towards building knowledge capability. Openness, awareness, curiosity and playfulness help cultivate the right attitude and should be inculcated consciously in organisations. Creative capability can be cultivated through enabling techniques – ‘metaphor’ and ‘reversal’ to name just two, communication methods that make use of information technology, and by providing the security and the space for people to innovate. These three capabilities operate at the levels of the individual, the team and the organisation and organisations must build interventions at all three levels to attain innovation capability.

This view is more in line with the asset position part of the dynamic capability rather than the process view. Process alone may not be able to deliver innovation, what goes into the process is equally important. Like any other resource or asset, innovation capability needs to be built, maintained and enhanced and can deteriorate if it is not reviewed and revised.

Reprint No 05406d