Distinguishing and Analyzing Self-Determined Innovation from Self-Determined Innovation Capability

Abstract

Innovation is widely recognized as a critical driver of organizational success and competitiveness. However, within the realm of innovation literature, two distinct concepts often arise: self-determined innovation and self-determined innovation capability. This paper aims to differentiate and analyze these concepts to provide clarity and insight into their respective meanings, implications, and applications in organizational contexts. Self-determined innovation refers to the autonomous generation and implementation of novel ideas, processes, or products by individuals or teams within an organization. It emphasizes the intrinsic motivation, creativity, and initiative of organizational members in driving innovation without external pressure or directives. Self-determined innovation is characterized by a bottom-up approach, where ideas originate from within the organization and are pursued based on internal drivers such as passion, curiosity, or perceived opportunities. On the other hand, self-determined innovation capability pertains to the organizational capacity to foster, support, and sustain a culture and infrastructure conducive to self-determined innovation. It encompasses the collective resources, processes, structures, and norms that enable and empower individuals or teams to engage in autonomous innovation activities effectively. Self-determined innovation capability reflects an organization's readiness, agility, and resilience in responding to changing market dynamics, technological advancements, and competitive pressures through internally driven innovation efforts. Through a comprehensive analysis, this paper examines the key differences between self-determined innovation and self-determined innovation capability in terms of their conceptualization, antecedents, outcomes, and managerial implications. It explores how organizations can cultivate an environment that promotes both individual creativity and organizational innovation capability, striking a balance between bottom-up innovation initiatives and top-down strategic alignment. Furthermore, this paper discusses strategies for assessing, developing, and leveraging self-determined innovation and innovation capability as sources of competitive advantage in today's dynamic business landscape.