1 Faculty of Business and Social Sciences, SDU2 Department of Marketing & Management, Faculty of Business and Social Sciences, SDU3 International Business & Entrepreneurship, Department of Marketing & Management, Faculty of Business and Social Sciences, SDU4 External lecturers, Department of Marketing & Management, Faculty of Business and Social Sciences, SDU5 External lecturers, Department of Marketing & Management, Faculty of Business and Social Sciences, SDU
As the Danish Army is facing (1) new and diverse tasks, (2) a high level of change in these tasks, and (3) a high pace of new technologies, the Army is required to become a highly innovative organization. This is further substantiated by the fact that, unlike the old enemy, the new enemies have a much higher potential for innovation and thereby changing the rules of the game. Therefore the current situation demands of the Army that it becomes as innovative as possible. At universities, for decades, scholars/researchers have focused on research on strategy in competitive environments, and one of the resulting streams of literature, on evolutionary theory, is used in this article to provide some answers to how the Army can become more innovative. The identified strategies are: (1) creating a corporate culture that provides a wider variation of ideas and knowledge, (2) creating mechanisms that will allow ideas to travel to the right selectors and retainers, (3) shortening the time of retention, and (4) using strong change agents when collaborating with other armed forces. In order for the reader to develop more useful strategies, the underlying theoretical logic of the four strategies is presented in the article.
Militaert Tidsskrift, 2007, Vol 136, Issue 4, p. 454-461