Reading scientific articles is not something simple and pleasant, as we don't always have time to read long texts full of technical terms. The attempt to use scientific texts by managers, entrepreneurs, consultants and other actors interested in the innovation of organizations usually implies access to many texts, characterizing a slow and fragmented reading. Another aspect to be highlighted is that scientific texts generally lack direction for actions, the main demand of practitioners who seek solutions to their many organizational challenges. These two arguments are pointed out by van Aken and Romme (2009) as the main reasons for the low use of scientific texts by practitioners. These limitations of the scientific literature motivated the development of this channel, which proposes to select and discuss in a clear and objective way, in the form of letters, the most recent and important scientific advances in the area of Organizational Innovation.
van Aken, J. E., & Romme, G. (2009). Reinventing the future: adding design science to the repertoire of organization and management studies. Organization Management Journal, 6(1), 5–12.
Organizations thrive on fetishes, and one of the most ubiquitous is the fetish for change. As a result, many organizational change processes that aim for greater innovation paradoxically end up generating greater inertia.
“I am the bottleneck in my company.” I have heard this phrase many times in my business consulting work. Perhaps you have seen this too: companies where the owner centralizes so much authority and decision-making that there comes a point where processes simply do not flow as they should...
The globalization of markets in countries has led to intense global competition. Companies no longer compete locally, but across commercial and territorial borders.
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