The broken wheel: the inseparability of autonomy and control in innovation within organizations

Article Abstract:

There is an ambiguity at the centre of our understanding of innovation in large, specialized organizations. The literature is split as to whether individual autonomy or hierarchical control leads to an increase in innovative activity. In this article, I argue that this uncertainty is the result of an inappropriate conceptualization. In my view, autonomy and control are inseparable aspects of managerial action, not independent empirical phenomena. Innovation in an organization requires the simultaneous regulation of autonomy and control in order to promote creativity and experimentation but still produce results that can be manufactured and marketed or institutionalized. I develop an interpretive concept of culture to analyse the relationship between autonomy and control, and I apply this conceptual framework to managers and engineers in an electronics company as they attempt to innovate. Four general conclusions emerge. First, autonomy and innovation can never be ends in themselves but always depend on a context of control for their relevance to the organization. Second, under conditions in which innovation is required and autonomous behaviour is important, general management control is needed as a sort of switching station to regulate interaction and set and enforce priorities. Third, when control and autonomy are not in balance a vicious circle can develop which undermines commitment to an organization's goals. Fourth, innovation in organizations requires participants to have a highly developed sense of the legitimate possibilities of autonomy in organization. (Reprinted by permission of the publisher.)

Analysis

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Innovation without change: the contradiction between theories-espoused and theories-in-use

Article Abstract:

The reforms in many of the socialists countries have caused enterprises to re-evaluate their structures to adapt to a more turbulent environment. In one industry, the canned and fresh fruit and vegetable industry in Poland, managers created a new association designed to serve the industry through long-range planning and analysis of the environment. Managers from 30 enterprises in this industry were surveyed. Counter to the design of the association, managers used the association for short-term problem solving. This study further reveals that managers believe the association should operate in this fashion. This reflects the industry's general failure to make use of the innovation and to adapt to change. (Reprinted by permission of the publisher.)

Canned fruits and vegetables, Management, Economic aspects, Poland, Business enterprises, Socialism, Strategic planning (Business), Trade and professional associations, Professional associations, Trade associations, Canned foods industry, Canning industry

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Professionals and innovation: structural-functional versus radical-structural perspectives

Article Abstract:

The study of the role of professionals in the organizational innovation process has been dominated by a Structural-Functional perspective. The assumptions associated with this perspective are examined, critiqued, and shown to have led to research findings marked by equivocality and instability. An alternative approach, based on Radical-Structural principles is developed, and suggestions for implementing this approach in future research are offered. (Reprinted by permission of the publisher.)

Professional workers, Professional employees, Organizational behavior

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