Perspectives: A study of the innovation management capability of an Irish SME, as perceived by the key players in the innovation process

Abstract

One of the biggest challenges facing organisations today is to consistently and sustainably innovate. This must be achieved in the face of global recession, intense competition and demanding dynamic markets. It cannot be achieved by just having innovators; innovation must be effectively managed, and it is this complex task which forms the basis for the ensuing research. Organisational innovation is a game of many players, each with an important role on the innovation team. This research assesses the innovation game at Aerogen Ltd., a young Irish SME, whose innovation endeavours to-date have been recognized and rewarded in the medical device industry. The research draws from the wide-ranging perspectives of the key players in the innovation process ¿ cross-functional, hierarchical, long-serving and newly-hired ¿ to determine if their perceptions align, and if the innovation management practices of the company will help to pave the way to future growth and competitive success. The research utilises a case study approach, which has been carried out in a number of phases. A deductive, multi-method approach began with a thorough review of the academic literature to identify ¿best practices¿ in innovation management. A survey approach gathered both quantitative and qualitative data from the various participant groups, and post-survey interviews were carried out to clarify, confirm and discuss the survey outcomes. The research concludes that Aerogen has many innovators, but must now adjust some aspects of its innovation management systems and processes to ensure that long-term innovation and competitive success can be achieved.