Creating a tribal approach for innovation in organizations |
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| Affiliation: | 1. School of Industrial Engineering & Management, KTH - Royal Institute of Technology, Lindstedtsvagen 30, 114 28 Stockholm, Sweden;2. Research Institute of Industrial Economics, Grevgatan 34, SE-10215 Stockholm, Sweden;3. Pontifical Catholic University of Parana, R. Imaculada Conceição 1155, 80215-901 Curitiba, Brazil;1. European Institute of Purchasing Management, French Geneva Campus, Archamps, France;2. Ivey Business School, Western University, 1255 Western Road, London, ON N6G 0N1, Canada;1. Robinson College of Business Administration, Georgia State University, 35 Broad Street, Atlanta, GA 30303, U.S.A.;2. Profitable Ideas Exchange, 4920 S. St. Andrews Lane, Spokane, WA 99223, U.S.A.;1. Cameron School of Business, The University of St. Thomas - Houston, 3800 Montrose Blvd., Houston, TX 77006, U.S.A.;2. The University of Texas at Arlington, 500 UTA Blvd., Arlington, TX 76010, U.S.A. |
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| Abstract: | The purpose of this article is to describe how innovative organizations work beyond traditional overlays of rules, hierarchy, and process. This cultural context is best described as tribal and can be framed as seven key instincts: ambition, emergent structure, roles and responsibilities, trust, navigation, resolve, and sacrifice. This tribal approach provides a useful framework for organizations seeking to improve their predisposition for discovering extraordinary ideas. |
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| Keywords: | Tribal innovation Organizational communication Innovative organizations Tribal instincts Institutional knowledge Emergent structures |
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