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Comparing Innovation Models: Van de Ven & Lee

Van de Ven's Innovation Model identifies four main challenges in innovation: managing attention, ideas, part-whole relationships, and institutional leadership. Lee & Om's Innovation Model categorizes innovation management into five areas: people, task, technology, structure, and strategy. The two models align closely, with Van de Ven's concepts corresponding to specific categories in Lee & Om's framework.

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16 views2 pages

Comparing Innovation Models: Van de Ven & Lee

Van de Ven's Innovation Model identifies four main challenges in innovation: managing attention, ideas, part-whole relationships, and institutional leadership. Lee & Om's Innovation Model categorizes innovation management into five areas: people, task, technology, structure, and strategy. The two models align closely, with Van de Ven's concepts corresponding to specific categories in Lee & Om's framework.

Uploaded by

faiza ejaz
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Van de Ven's Innovation Model

●
Human Problem (Managing Attention): People and organizations tend to focus on
existing practices rather than new ideas. Successful organizations often struggle to shift
attention to emerging opportunities, requiring managers to trigger "action thresholds"
through disruptive events or idea champions.
● Process Problem (Managing Ideas into Good Currency): Innovation requires pushing
ideas from invention to implementation via social and political dynamics. This involves
networks of people "riding" ideas into acceptance, often through coalitions, slogans, and
emotional energy, turning abstract concepts into institutionalized realities.
● Structural Problem (Managing Part-Whole Relationships): As innovations develop,
they involve proliferating functions, resources, and disciplines. Individuals lose sight of
the overall effort, so managers must integrate parts into a coherent whole while
balancing specialization and coordination.
● Strategic Problem (Institutional Leadership): Innovations transform their
environments, so leaders must build supportive infrastructures (e.g., norms, resources)
to foster innovation, adapting or reshaping institutional arrangements.

Lee & Om's Innovation Model:

The five categories are:

1. People: Focuses on managing human elements like creativity, diversity, motivation, and
training. Emphasizes hiring innovative individuals, fostering intrinsic motivation, and
balancing group stability with diverse skills to enhance idea generation.
2. Task: Concerns how innovation activities are performed, including resource
management, formal planning, evaluation of R&D outputs, and tools like phased
planning or value engineering.
3. Technology: Encompasses methods, techniques, and problem-solving approaches
specific to projects, closely tied to strategy (e.g., knowledge application in processes).
4. Structure: Involves designing innovative organizations with features like autonomy,
open communication, flatter hierarchies, and conflict resolution to support innovation.
5. Strategy: Refers to planning processes for setting goals, decision-making, and
responding to environments, including patterns like technology acquisition or
exploitation.

How the Models Relate to Each Other

Van de Ven's personnel (managing attention and people) maps to Lee & Om's people.
Van de Ven's process (managing ideas into good currency) aligns with Lee & Om's task and
technology (combined as implementation methods).
Van de Ven's structure (managing part-whole relationships) corresponds to Lee & Om's
structure.
Van de Ven's strategy (institutional leadership) matches Lee & Om's strategy.

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