Influence of Political Action on Innovation: Part I

Abstract

Having a good idea, product or system is often not enough to ensure the adoption and diffusion of an innovation. Using an organisational power and politics perspective, several published accounts of product and administrative innovation are analysed. The interplay of political tactics or games are found to be present at both the observable surface level and the deep structural level of power relationships in all areas of activity – individual, group, organisational and societal. The viability of two overall political influence strategies, “asking for forgiveness” versus “seeking permission” are contrasted in terms of their implications for the eventual success or failure of a proposed product or administrative innovation. Several propositions and future research directions which focus on the political nature and processes of innovation are suggested.

Citation

Frost, P.J. and Egri, C.P. (1990), "Influence of Political Action on Innovation: Part I", Leadership & Organization Development Journal, Vol. 11 No. 1, pp. 17-25. https://doi.org/10.1108/01437739010142512