ABSTRACT
The intra-organizational network methodology presented in the form of the innovation engagement scan (IES), and might equip management with the means to monitor the effect of their own or external managerial actions on the innovative activity within the organization. Chief Information Officers (CIO) are much more aware than they are now about flows of knowledge beyond the formal connections, and beyond the use of IT in support of communication. Managers can orchestrate innovative knowledge flowing through their organizations by identifying and directing the formal and informal brokers, brokering ideas, in the different phases of innovation process. Multiplex, layered relations among employees offer opportunities to develop new and enduring network relations beneficial to innovation. Horizontal and vertical network relations, crossing unit and hierarchical boundaries, determine individual and team success. The chapter explains various ways that generating diversity and sparking new ideas as a means to foster innovation must be viewed upon as a social process that spans across multiple employees.
