Science, Technology and Innovation Culture

Conclusion

The permanent obligation to innovate has led to an explosion in the literature dedicated to innovation, among other things, in the form of recommendations and in recent years, design methods.

It is in this context that the idea of an innovation culture has gradually developed. To follow Murielle Daviès and Stéphanie Buisine, this development would rely on the presence of innovative managers, the presence of innovative teams and individuals, an organizational context conducive to innovation, and multiple and easy links outside the organization. Thus conceived, an organization’s capacity for innovation depends on its ability to attract innovative individuals in environments that facilitate the emergence of innovation. However, the task is far from simple in organizations, which in their quest to improve the productivity of production factors, have historically focused on eliminating uncertainty and have come to standardize everything under the pretext of methods, including product design processes. Aware of this difficulty, major groups now no longer hesitate to be on the lookout for innovative startups and buy them out (indirectly outsourcing their innovation capacity) or to create, outside the traditional research and development function, a function dedicated to innovation and organized according to a more favorable “knowledge crossing” dynamic that is a condition of innovation. Developing an innovation culture cannot be reduced to mastering creativity or ideation ...