Papers published in the Journal of Management Practice electronic journal have been selected on the basis of their superior treatment of a particular subject of relevance to HRM. In most cases, the paper will have its origins in assignment work in units offered for study by the Department of Human Resource Management and Employment Relations. Worthiness for inclusion in the JMP is determined initially by the unit leader/examiner and subsequently endorsed by the JMP editors. In addition, the submission has passed an external process of review. This paper was selected for publication because it provides some useful insights into aspects of organizational learning through a case study analysis. The paper was a requirement for the unit GSN215. While it is based on some observations with a particular organization, the arguments do not necessarily reflect or represent the views of that organisation. The purpose of this report is to examine the topic of organisational innovation. This is a vast multi-disciplinary area of research and is a relatively new area of inquiry. The literature reviewed is empirical, management-oriented research from an organisational perspective and is sourced from peer-reviewed journals.

Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Time Pressure and Creativity 2

I am grateful to the European editor, Professor Snejina Michailova, and the anonymous reviewers for their helpful comments, to my MBA students for their help in the data collection process and to the executives with whom I tested the interpretations presented here. The research reported here was supported by a grant from Instituto Nova Forum. 2

1 We are grateful to the participants in the study for their kindness and collaboration. Errors or omissions in the interpretations presented here are solely our responsibility. We appreciate the comments and

Despite a voluminous literature and widespread belief in the inherent value of innovation, our understanding of the innovation construct remains rudimentary. Extant research on innovation spans across a variety of disciplines and levels of analysis. Yet, the divergence in core assumptions and methodologies across disciplines, coupled with few systematic efforts to integrate findings, have seriously hampered the crossfertilization of research ideas in the field of innovation. The motivation for this work stems from the fragmentary nature of innovation research and the need for a more holistic, ecumenical outlook on innovation. We believe that this paper takes a step toward overcoming disciplinary myopia and a further step toward synthesizing the diverse innovation literature. In this paper, we provide a synopsis of the innovation literature, with an emphasis on how innovation may potentially be reframed to develop a more comprehensive understanding of the construct. To this end, the paper is structured as follows. First, we outline various semantic definitions of innovation and their lexical variants. We then briefly discuss three confluent, but distinct terms (creativity, invention and organizational change) often mistakenly perceived to be synonymous with innovation. Next, we delineate the levels of analysis associated with innovation research and describe exemplary research emerging from these domains. Finally, we identify a number of promising research directions and propose an integrative cross-level model of innovation to energize future innovation research. 3

The increasing complexity of business and social settings has lead to innovation becoming a strategic imperative. The need for innovation in the quest for competitive advantage also means that firms must be dynamic and flexible. This is often achieved through collaborative arrangements such as alliances. Many organizations form alliances by leveraging their resources to gain access to the partner's skills and capabilities; ultimately to enhance innovation and performance. We demonstrate empirically that the “chain of innovation ” is central to the process of innovation in alliances. This chain comprises the creativity and learning processes and knowledge stock in alliances. Moreover, we show that individual, group dynamic and alliance level factors affect the chain. Our empirical analysis is based on a survey of alliances that resulted in 397 responses. 2

Organizational suggestion system in the era of holding

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