The role of strategy and organizational structure in non-R&D innovation

Lucy Carolina Elizalde-Bobadilla, Francisca Rojas-Santoyo, Rafael Leonardo Ochoa-Urrego


Objective: this article analyzes the relationship between strategy and organizational structure in the framework of non-R&D innovation.

Methodology: a systematic review of literature was carried out in which 64 articles from Scopus, Emerald and Proquest databases were identified.

Originality: this study evidences a group of characteristics of the organizations and its sorroundings that contribute to the appearance of non-R&D activities and results of non-R&D innovation.

Main results: 24 factors that enhance, condition or result from this type of innovation were determined.

Theoretical contributions: as part of the findings, there stand out the identification of specific strategies, the importance of absorption capacity for understanding the phenomenon of non-R&D innovation, and the fact that most common innovations under this approach are marketing and organizational.


Non-R&D innovation; Organizational strategy; Organizational structure; Activities of non-R&D.


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