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Innovation Strategy Development and

Guest Editors:

  • Dr. Roderick Thomas, Swansea University, Wales (Email:

  • Dr. Daniel Rees, Swansea University, Wales

  • Prof. Gareth Davies, Swansea University, Wales

  • Dr. Denis Dennehy, Swansea University, Wales

  • Dr. Paidi O’Raghallaigh, University College Cork, Ireland

Important dates:

  • Submission of Manuscript: 30th Jun 2024

  • First Round Notification: 31st August 2024

  • Revised Submission: 15th October 2024

  • Acceptance Decision: 15th November 2024

  • Publication Date: January 202

About the issue:

Innovation is a core capability for organizations seeking to nurture creativity, stimulate growth, and sustain a competitive edge. Anderson et al, (2014) call for research that focuses more on the practical application and implementation of innovation strategies and practices in fostering creativity and innovation in organizations. This includes examining the effectiveness of different innovation approaches, management practices, leadership styles, and organizational structures. They suggest future research should integrate micro-level processes (like individual behaviours) with macro-level outcomes (like organizational innovation) to fully understand how these levels interact and affect each other. Effective innovation requires a deep understanding of global and local trends, emerging human needs, technological advancements, and innovation models (Bohlmann et al, 2013; Chesbrough, 2003; O’Raghallaigh et al, 20012). Beyond setting clear goals and understanding market dynamics, success depends on a holistic approach that includes identifying emerging opportunities, embracing diverse perspectives, and integrating cross-sector insights (Dobni & Brooke, 2010; Mingbook & Sungjoo, 2017).

This requires adaptive leadership that embraces a wide spectrum of iterative innovation practices that foster sensemaking and mindfulness to create an environment that encourages risk-taking, and learning from failures (Ramiller & Burton Swanson, 2009; Pisano, 2015). Regular evaluation and feedback loops are crucial to tracking progress, measuring impact, and pivoting to meet stakeholders’ needs (Holloway et al, 2021). Development of a framework for innovation, involves creating collaborative teams, fostering a ‘let’s try’ culture, and establishing routines for idea generation (Dennehy et al, 2019; Revilla et al, 2012). It is through the effective implementation of an innovation that organizations become industry leaders, drive breakthrough advancements, and deliver innovative products, services, and experiences to their customers.

This special issue aims to contribute to practice, and therefore, we are interested in conceptual and empirical studies that explore successes, failures, best practices and emerging practices in innovation across a variety of contexts in developed and developing countries. Our goal is to assemble a collection of works that showcase the multifaceted nature of innovation and its applications across different sectors and geographical locations.

Submissions can include, but not limited to:

Experience Reports detailing practical experiences, challenges, solutions, and lessons learned in diverse aspects of organizational innovation, including but not limited to strategy development and implementation.

Conceptual Research Papers offering theoretical analyses, frameworks, or models pertaining to dimensions of innovation in organizations, exploring new conceptualizations and critical reviews of existing ideas.


Empirical Research Papers providing insights derived from empirical data on various innovation practices, methodologies, and impacts. These could be qualitative, quantitative, or mixed-method studies.

Some topics of interest:

Decision-Making Practices: Analysis of leadership, stakeholder engagement, and data-driven decision-making in innovation practices.

Innovation Strategy-Enabled Innovations: Analysis of how innovation strategies and practices contribute to new business models, products, software, and services.

Innovation Culture and Leadership: Analysis of how organizational culture and leadership foster an environment conducive to innovation.

Technological Innovation and Digital Transformation: Analysis of how technology drives innovation strategies and practices.

Digital Transformation via Innovation: Analysis of how innovation strategies and practices are driving digital transformation within organizations.

Management and Governance in Innovation: Analysis of frameworks for effectively managing and governing innovation strategies and practices.

Ethical and Policy Considerations in Innovation: Analysis of how ethical implications and policy considerations arise in the development and implementation of innovation strategies and practices.

Additional topics might include sustainability in innovation, collaborative and cross-sectoral approaches, global and local perspectives, and the role of human resource management in supporting innovation strategies. The editors are open to accepting other topic areas related to this Call

Forms of submission:

This Special Issue will consist of the best submissions from this open Call for Papers.

Submission guidelines:

Authors are requested to adhere to the submission guidelines of the Journal of Decision Systems (JDS) found at “Instructions for Authors”. Manuscripts are to be submitted through the journal's submission portal, which is accessible via the journal homepage.

  1. Click "Go to submission site" on the journal homepage. Register for an account if you do not already have one.

  2. On the second page of the submission form, you will be asked: "Are you submitting your paper for a specific special issue or article collection?"; select "Yes" and then choose the "Innovation Strategy Development and Implementation" title from the special issue dropdown menu.


Acceptance conditions:

  • Only original and unpublished research papers in English will be considered.

  • Authors are advised to follow ethical norms regarding plagiarism and self-plagiarism fully before submitting and must ensure that their submissions do not substantially overlap work that has been published elsewhere or simultaneously submitted to a journal or another conference with proceedings.

  • Papers are limited to a minimum of 4,000 words and a maximum of 5,000 words, not including references, figures, tables and appendices.

  • All papers will undergo a double-blind review process.


Anderson, N., Potočnik, K., & Zhou, J. (2014). Innovation and Creativity in Organizations: A State-of-the-Science Review, Prospective Commentary, and Guiding Framework. Journal of Management, 40(5), 1297–1333.

Bohlmann. J.D., Spanjol, J., Qualls, W.J., & Rosa.J. A. (2013). The Interplay of Customer and Product Innovation Dynamics: An Exploratory Study. Journal of Product Innovation Management, 30(1), 228-244.

Chesbrough, H. (2003). Open innovation: The new imperative for creating and profiting from technology. Harvard Business Press.

Dennehy, D., Kasraian, L., O’Raghallaigh, P., Conboy, K., Sammon, D., & Lynch, P. (2019). A Lean Start-up approach for developing minimum viable products in an established company. Journal of Decision Systems, 28(3), 224-232.

Dobni, C. Brooke, D.C. (2010). Achieving synergy between strategy and innovation: The key to value creation. International Journal of Business Science & Applied Management, (5)1, 48-58.

Fischer, T & J. Henkel, J. (2012). "Capturing Value From Innovation—Diverging Views of R&D and Marketing Managers," in IEEE Transactions on Engineering Management, (59)4, 572-584, doi: 10.1109/TEM.2012.2190143

Holloway, C., Ramirez, D.Z.M., Bhatnagar, T., Oldfrey, B., Morjaria, P.,  Moulic, S.G., Ikenna D., Barbareschi, G., Meeks, F., Massie, J., Ramos-Barajas, F., McVeigh, J., Keane, K., Torrens, G., Rao, P.V.M., MacLachlan, M., Austin, V., Kattel, R., Metcalf, C.D.,&  Sujatha.S. (2021) A review of innovation strategies and processes to improve access to AT: Looking ahead to open innovation ecosystems, Assistive Technology, 33:sup1, 68-86.

Mingook, a., Sungjoo, L. (2017). Identifying new business opportunities from competitor intelligence: An integrated use of patent and trademark databases. Technological Forecasting and Social Change, (119), 170-183

O'Raghallaigh, P., Sammon, D., & Murphy, C. (2011). A re-conceptualisation of innovation models to support decision design. Journal of Decision Systems, 20(4), 361-382.

Ramiller, N. C., & Burton Swanson, E. (2009). Mindfulness routines for innovating with information technology. Journal of Decision Systems, 18(1), 13-26.

Revilla, E., B. Rodriguez-Prado, B and Cui, Z. (2016) "A Knowledge-Based Framework of Innovation Strategy: The Differential Effect of Knowledge Sources," in IEEE Transactions on Engineering Management, vol. 63, no. 4, pp. 362-376, Nov. 2016.

Pisano, G. P. (2015). You need an innovation strategy. Harvard business review, 93(6), 44-54.

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