Innovation implementation in 'wicked' work environments

Innovation Implementation: Consumer pressure drives organisations and supply chains to deliver services and products with ever increasing efficiency, responsiveness and value (Eckhardt 2013; Maglio and Spohrer 2013). These demands and the constantly changing nature of work environments means there is a competitive advantage to be had in successfully adopting and implementing new innovations (Klein, Conn & Sorra, 2001). Unsworth et al. (2012) broadly defines innovation as ideas, systems, technologies, products, processes, services or policies that are new to the adopting unit, and whilst there is a wealth of literature on the topic of innovation less so is known about the factors which contribute to successful implementation within organisations. Existing research has taken a 'trial and error' approach (Eccles et al, 2005) and existing models theoretically explain the factors that underlie organisational readiness and intention to adopt (Robinson, Sorbello & Unsworth 2008; Klein, Conn & Sorra, 2001) but do not go far enough in providing a systematic understanding of the underlying antecedents of success. New Business Models: At one time Rolls-Royce would sell aero engines and then offer to service those engines through a separate contract; however, the maintenance cost of the engines was variable, which was disliked by airline companies. Instead they now operate a package called 'Power-By-
The Hour' in which they sell the capability of an engine (its power) and retain the responsibility for upkeep. In this model the cost of the engine's power becomes predictable to the airlines making it a popular service offering (Beaumont, Bolton, McKay & Hughes, 2014). Operating this new package requires greater collaboration across the supply chain to ensure the sustainability of the new business model. 'Wicked' Problems and Business Models: A 'wicked' problem is those which are difficult to define, interrelated, contain missing or contradictory information, have large economic impacts and involve a large number of people (Rittel & Webber, 1973; Camillus, 2008). The idea that one agency can identify and deliver a single solution to a wicked problem seems improbable; however, provide solutions they must, as wicked problems include some of society's most urgent challenges. Beaumont et al. (2014) sets out a rationale that increasing collaboration across organisations creates new opportunities for the innovation of business models (like Power-By-The Hour) which can help organisations better tackle wicked problems through increased collaboration during implementation processes; examples are helping energy companies successfully partner with schools to adopt eco-friendly technologies and helping equipment manufacturers embed their offerings into healthcare services, thus increasing capacity and improving patient outcomes. Objectives: To identify the factors that impact on the success or failure of innovation implementation and explore whether these factors differ across contexts and business model styles, using this learning to explore the design of potential new business models that improve innovation implementation. Methods: The research takes an inductive epistemological stance using a Ground Theory type methodology to identify the underlying factors of implementation success/failure. This understanding will be established by creating a series of in-depth case studies looking as three instances of a retrospective innovation implementation. A fourth case study will follow an organisation through the innovation implementation process, in order to explore and test the potential of new collaborative implementation processes in business models. Research will use qualitative data collection techniques, optimising sources of secondary data (such as organisational documentation and records). Primary data collection will be conducted through stakeholder interviews and focus groups.