Session Details: Session 1026

The Drivers and Implications of Organizational Innovation

Track F

Date: Saturday, December 13, 2008


Time: 11:15 – 12:30


Room: MLT2

Session Chair:
Karuna Jain, Indian Institute of Technology, Bombay

Title: From Widgets to WEdeas: A Capability Scale for WEdea Management in a World of Open Innovation


  • Ashish Dharap, iKAnesys

Despite attention to Open Innovation, few organisations have set up the processes and infrastructure to proactively manage the idea ‘generation to implementation’ process and more importantly, to exchange and share ideas with their eco-system (WEdeas not just Ideas). Most organisations are not short on new ideas, but they lack ways to manage the process. The solution, very often, is simply a matter of creating an (people, process, technology based) environment conducive to Idea / WEdea “management”. Having observed that organisations have different maturity levels in the way they create, implement and sustain Innovation / Idea Management, the author created the Capability Scale for WEdea Management to help managers understand where their organisations stand currently and where they should move towards.

Title: Innovation in an Indian IT Services Firm – IT Application Portfolio Analysis Framework


  • Nagarajan Dayasindhu, Infosys Technologies Ltd.
  • Venkatakrishnan Balasubramanian, Infosys Technologies Ltd.

The Indian IT services industry is now acknowledged a world leader and is among the most successful organized industry sector in India (NASSCOM). The success of the IT services industry in India and especially in the Indian IT services firms has been ascribed to cost arbitrage rather than innovation (Arora et al. 2001) (Dayasindhu, 2002) (Heeks and Nicholson 2002). However, there have are several instances where the Indian IT services firms have innovated successfully. The Globally Distributed Model (GDM) of partitioning software development and maintenance is one such instance of an innovation (Sawhney, Singh and Kale, 2001). This paper uses a case study on the development of an IT Application Portfolio Analysis framework to generate hypothesis related to the organization’s structural and contextual variables that contribute to innovation in an Indian IT services firm.

Title: Strategic Innovation for Serving the Low Income Segment


  • Shounak Roy Chowdhury, O P Jindal Global University

This is a study on the organizational challenges, faced by large firms that have established businesses and seek to serve the low-income segment profitably. It is argued that serving this segment would involve strategic innovation as the traditional strengths of these firms are of little use for serving this segment. The study addresses explores the following aspects and how these aspects account for the differences in effectiveness among the firms:

1. How do firms navigate through the different phases?
2. How are the existing organizational competencies used to build new competencies?
3. How do the firms learn to develop new knowledge and competencies?

This study adopts the multiple-case approach to offer insights to the questions raised and seeks to build a platform for more focused research on this theme.

Title: Uncorking Large Volume Potential Segments in Emerging Economies: The Innovation Imperatives for Initiation and Sustenance


  • Mukund Dixit, Indian Institute of Management-Ahmedabad
  • Sunil Sharma, Indian Institute of Management - Ahmedabad
  • Amit Karna, Indian Institute of Management Ahmedabad

This paper focuses on identifying challenges for firms which seek to create and exploit opportunities in large volume, low cost markets in emerging economies. We draw from experiences of Air Deccan to explore this issue. The identified challenges are then mapped against dimensions of innovation source (external or internal) and organizational growth (initiation or sustenance). The mapping reveals three things. First, some of the challenges have linkages across dimensions. Second, the response for heterogeneous challenges in terms of innovations shows significant similarities. Accordingly, they are grouped into three categories: Efficiency, Augmentation, and Buffering innovations. Third, ‘Augmentation’ innovations negatively impact ‘Buffering’ innovations. That is why there is a need to protect ‘buffering’ innovations to ensure sustenance.

All Sessions in Track F...

Sat: 11:15 – 12:30
Session 1026: The Drivers and Implications of Organizational Innovation
Sat: 13:30 – 14:45
Session 1016: The Implications of Knowledge Management and Organizational Learning on Innovation and Firm Performance
Sun: 13:30 – 14:45
Session 1021: Alliances and Inter-organizational relationships in Emerging Economies
Sun: 15:00 – 16:15
Session 1023: International Expansion and Global Competitiveness

Strategic Management Society

India Initiative

2008 Special Conference

2010 Bangalore Workshop

2011 Calcutta Workshop