For this annotated Bibliography:

• In what ways do the readings answer important "so what?" questions in the field of change management?
• How are these readings potentially valuable to research in the field?
• Are there any important gaps (i.e., contradictions, arguments, disagreements, or areas of divergence) within this set of readings that point to potential topics for future research?
• How would you follow up to extend or explore these gaps?

Chen, J., & Adamson, C. (2015). Innovation: Integration of random variation and creative synthesis.Academy of Management Review,40(3), 461-464.

The two models of invention discussed in this articlerandom variation and creative synthesisare compared and contrasted. The authors argue that the evolutionary theory of natural selection, which is the basis for random variation, suggests that innovation is driven by incremental progress and trial and error. Creative synthesis, on the other hand, is founded on Hegel's dialectical philosophy, which means that invention is fueled by resolving contradictions and coming up with radical solutions. According to the authors, each paradigm has advantages and disadvantages. They suggest a hybrid model termed evolutionary synthesis that integrates aspects of both models and applies dialectical reasoning to bring them together. Because it offers a theoretical and analytical framework for comprehending and assessing various types of innovation and their results, the article is pertinent to the research issue. Examining the function and methodology of dialectical reasoning in innovation and change management is another useful aspect of the article. The paper makes use of the writers' managerial and philosophical knowledge as well as their earlier work on innovation and dialectics.

Cristina, V. (2013). The importance of an innovative leader in the organization.Annals of the University of Oradea, Economic Science Series,22(2), 703-710.

The connection between innovation, leadership, and organizational performance is examined in this piece. According to the author, a creative leader welcomes fresh perspectives, promotes imagination, and helps the company develop an inventive culture. Additionally, the author describes the traits, attributes, and influencing aspects of an innovative management system built on the fusion of strategy, structure, processes, and people. The author illustrates the advantages and difficulties of innovation management using examples from diverse businesses and nations. The paper is pertinent to the study's issue since it offers a theoretical framework, empirical data, and explanations of the value of an innovative leader inside an organization, as well as the ways in which a leader of this kind can inspire and assist change management efforts. The article is useful for comparing and contrasting the various facets of leadership and innovation management and how those affect organizational outcomes.

Euchner, J. (2013). Innovation is change management.Research Technology Management,56(4), 10.

The potential and difficulties of managing innovation as a transition process are covered in this article. According to the author, innovators should view themselves as change agents capable of overcoming organizational defense routines (ODRs), which impede transformational or breakthrough innovation. On the basis of John Kotter's work, the author also offers a seven-step model for guiding organizational transformation and explains how it relates to various forms of innovation. The article's practical and intellectual framework for comprehending and applying innovation as change management makes it pertinent to the study's issue. The essay is also useful in examining the function of innovators as change agents, their leadership abilities in this regard, and the variables that affect the success or failure of innovation projects. The author of the piece draws on their background as vice president of global innovation at Goodyear and as editor-in-chief of a journal of research-technology management.

Feldman, R., & Lemley, M. A. (2015). Do patent licensing demands mean innovation.Iowa L. Rev.,101, 137.

The premise that patent licensing demands from non-practicing entities (NPEs) or patent trolls encourage innovation and knowledge transfer is contested in this article. Few licensing requirements lead to innovation or the adoption of new technologies, according to a survey of patent licensees by the authors. Most licensing requirements are merely fees for the privilege of continuing to utilize the technology that the licensee already employs. The authors discover that this trend also applies to colleges and NPE product-producing enterprises that license their patents. The article's analysis and empirical data on the effects of patent licensing requirements on innovation and change management make it pertinent to the study's topic. The article is useful for assessing the viability and efficiency of the patent system as a tool for fostering innovation and the transfer of technology. The article makes use of the authors' prior studies on patent litigation and licensing as well as their legal and economic knowledge.

Hsu, Y. (2015). Organizational innovation strategies: The value co-creation strategy (VCS) model.International Journal of Organizational Innovation (Online),8(2), 6.

In order to improve the effectiveness of new product development (NPD), this article suggests and examines a value co-creation strategy (VCS) model that shows how businesses can use innovation, marketing, and design co-creation strategies. The author interviews 278 businesses that have introduced new items in the last 1.5 years for two questionnaire surveys. To evaluate the data and verify the VCS model, the author employs the partial least squares method. The findings demonstrate that the VCS model closely matches the empirical data and that the three co-creation strategies have a favorable direct and indirect impact on NPD performance. Because it offers a conceptual and empirical framework for comprehending and applying value co-creation strategies in organizational innovation, the article is pertinent to the study. The success of co-creation techniques and NPD performance can be influenced by a number of important aspects and strategies, which are helpfully identified in the article. The article makes use of the author's management, innovation, and prior studies on value co-creation skills.

McKinley, W., Latham, S., & Braun, M. (2014). Organizational decline and innovation: Turnarounds and downward spirals.Academy of management review,39(1), 88-110.

According to their innovation strategies, companies can either recover from organizational decline or collapse, according to the theoretical model presented in this article. The authors identify four outcomes of organizational decline and innovation: a downward spiral with rigid innovation, a downward spiral with flexible innovation, a turnaround with rigid innovation, and a turnaround with flexible innovation. Inflexible innovation, according to the authors, is an innovation that is motivated by internal goals and procedures and is not responsive to environmental changes or customer needs. The circumstances and assertions put out by the writers illustrate how each scenario might develop and impact the effectiveness and longevity of the organization. Because it offers a thorough and original framework for comprehending and managing organizational innovation in the context of decline and change, the paper is pertinent to the research issue. The article is useful for comparing and contrasting the various forms of innovation and their results, as well as for figuring out the crucial variables and feedback loops that affect an innovation effort's likelihood of success or failure. The article makes use of the authors' prior studies on organizational decline and innovation as well as their experience in organizational theory and strategy.