The purpose of this research is to support organizations to sustain competitiveness by building an innovation culture and supportive climate which empower employees to provide new valuable creative ideas and achieve better performance. Studies into innovation are generally devoted to studying process innovation and/or new product introduction neglecting organizational culture as a major determinant of continuous innovation. 
The Innovation Culture Enhancing Model (The ICE Model) and guidelines developed in this research were based upon extensive literature survey and practical feedback. The ICE model was tested over a two-year period in a large pharmaceutical company in Jordan using an action research methodology in an in depth case study obtaining major improvements to the innovative capacity of the company involved. The intervention designed for the company was based upon the ICE model components and thorough culture and climate assessments and interviews with over 638 individuals representing all levels of the company's hierarchy. 
In the foundation stage, the intervention involved; a flexible structure and strategy devoted to innovation supported by full management commitment. In the culture change stage, the ICE Model Dimensions: (1) Leaders as change agents dimension, (2) Shared work values dimension and (3) Motivation dimension were used to create an innovation culture. Interventions were also introduced to Keys to creativity items: (1) organizational encouragement, (2) supervisory encouragement, (3) work group support, (4) freedom, (5) sufficient resources, (6) and challenging work. The significant change to the culture and climate inside the company assessed using established climate to creativity assessment instruments was associated with improved performance measured using Key Performance Indicators (KPIs), successful achievement in international audit and empowered motivated individuals. 
Based upon an extensive literature survey and the action research experience, the ICE Model was refined to include two main contexts: (1) an understanding of the national culture (social structure, religion, language, education, political and economic environments), and (2) organizational environment (technological development, economic environment, socio-cultural changes, political and legal environment). 
This research provided background information about the national culture in the Middle East and its implications on Organizational Development (OD) interventions and MNCs investments. The research also introduced a new approach for OD interventions; named the Change by Values approach in which spiritual values are utilized as motivators to enhance successful application of culture change interventions. The outcomes of this research are particularly valuable to companies involved in mergers/acquisitions or joint ventures, which are likely to face cultural integration difficulties that might place the new endeavour at risk due to cultural differences. The developed ICE model and guidelines are major contributions to the innovation culture literature presenting innovation as a core value and creating innovation as a continuous competitive edge in a changing businesses environment.

Building an innovation culture: a case of pharmaceutical industry in Jordan

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An Investigation on the Implications of Design Process Phases on Artifact Novelty

Managerial levers are essential elements to ensure the synchronization between people and system which would assist in implementing innovation in the organization. Based on the diverse literature, this paper reviews five types of managerial levers: strategy, organization structure, resource allocation, knowledge management and organizational learning and culture. Each lever has its beneficial function to be effectively assist innovation process. Despite the fact that innovation is a dynamic process and involved multi-dimensional factors, the role of managerial levers is considered fundamental building blocks that will shape innovation. This review indicates that managerial levers should be applied side by side in the innovation management in order to ensure that innovation is establish and managed efficiently.

A Review on the Role of Managerial Levers in Innovation Management

In this article, the author puts forward a model of multi-index evaluation to solve the complex problem of evaluation to technology innovation capacity of enterprises in order to avoid the uncertainty and randomness of subjective judgment. Considering the shortcoming of the traditional method that index weight is determined by subjective judgment, a new approach to determine index weight by combining subjective judgment and objective information is proposed in this article. In the new approach, the objective weight about index is determined based on the entropy theory. And the synthetic weight about index is obtained by integrating the determined objective weight and the subjective weight that is presented by the decision-maker. With the synthetic weight, the technology innovation capability of an enterprise is evaluated according to the basic principle of TOPSIS. We apply the model to assess the technology innovation capability of enterprises and obtain rather satisfied result.

A Study on Multi-Index Evaluation Model Based on Synthetic Weighting for the Problem of Technology Innovation Capability of Enterprises

After the literature review on the measurement of innovation ability, according to the framework of TIM theory, this article brings forward a new concept: Total innovation capacity (TIC). Based on the TIC index system and enterprises' background analysis, a contrastive study of several Chinese cases was given and some hypotheses on the TIC and total innovation performance were validated. This article will strengthen the application of TIM theory and provide some quantitive evidences for actualizing TIM in firms.

http://ieeexplore.ieee.org/iel5/9654/30510/01407453.pdf

The measurement of total innovation capacity case study of several Chinese firms

Total Innovation Management (TIM) is the new paradigm of innovation management put forward by Research Center for Innovation & Development (RCID) of Zhejiang University. The background of TIM theory is the "dilemma of technology innovation" in most Chinese corporations. In order to solve the difficult technology innovation related problem and on base of case study and theory analysis, RCID puts forward that technology innovation management should be a TIM pattern in current competitive circumstances. It suggests that the successful technology innovation should be an activity including all the technological factors and all the non-technology factors related. Based on the case study of successful experience of Chinese Haier group, this paper will provide theoretical and realistic evidences for TIM theory and give companies (especially manufacturing factories) some suggestions to get good innovation performance. In this paper, we also stresses that development of individual innovative ability is the key factor in company development. It will provide some evidences for the "people-oriented" management. This paper will show that the key to great performance gained by Haier is "everyone as innovator" with its management & operating mechanism. "Everyone as innovator" means all the employees of Haier should promote their individual ability, and at the same time, helps to form an innovative culture climate permeable all over the company. Then the culture climate fuses successfully all the Haier's TIM elements including strategy innovation, management innovation, institution innovation, market innovation and technology innovation into a whole. According to theory of "field" effect, we analyzed the role of innovative culture and presented the concept of "cultural field" effect. Just under the innovative "cultural field" effect and the TIM construction, the company can fuse all energy of innovators to promote the holistic performance of the company.

Zhangshu Xie

Papers

Building up innovative culture for total innovation management