Management of Innovation Projects in a Unique Organizational context

Abstract

Today, firms must be innovative to stay competitive, but this does not only require investments in RD, but also a good understanding of what innovation is and careful strategies. Innovativeness is shaped by higher organizational levels, such as the organizational contexts; formal structures, informal structures, organizational culture and individuals. However, becoming innovative also require good knowledge management, as innovations are created by developing new knowledge or combining and transforming existing knowledge into something new. Finally, innovation must also be managed at a project level, as different types of projects require different strategies depending on whether it is of exploratory or exploitative character. The innovation topic is therefore highly complex and must be managed at several levels to maximize innovation output. In this master thesis, the organizational contexts of an innovation department at a semiconductor firm is mapped, and put in relation to certain innovation projects to identify managerial implications.