Managing organizational innovations in construction

This paper is based on an on-going study on innovation sponsored by the Economic and Social Research Council (ESRC). It aims to develop a prototype training simulator that will provide experiential learning of the cultural aspects of the innovation process in organizations and the influence of uncertainty and resistance on innovation success. Based on four case studies from four different innovative construction organizations, over 50 ethnographic interviews, company archive documents and video capture of innovation processes and products, this paper examines the culture and climate that support innovations in construction organizations. It also considers risks and their management in the context of innovation. Innovation creates possibilities for competitive advantage. The paper concludes that managing organizational innovation is a complex and integrative social process. The successful management of innovations involves a balanced consideration of both the ‘hard ’ issues of materials and techniques and the ‘soft ’ human side issues within organizations. A culture that supports risk-taking and learning from mistakes; effective top-down, bottom-up and lateral communications; and one where people are allowed to contribute and feel part of the innovation process is an important aspect of a supportive organizational context in which creative ideas can emerge and one where innovations can be fostered and sustained