Sunali Bindra, Rohit Bharadwaj, Saurabh Srivastava
The article seeks to clarify the role of employee motivation and top management support in achieving dynamic capabilities for innovation. The top management influences organisational practices and the subsequent employee behaviours. Such behaviours help in achieving innovation. It mainly addresses the mutuality of organisational as well as employee needs in generating innovative capabilities. The paper highlights the significance of incorporating the perspective and motivation of employees in building dynamic capabilities for innovation. The study shall posit the various strategies adopted by the top management in determining the key capabilities required for innovation and the role of employees in embedding innovation in the organisational processes. The paper draws on literature from one, human resource management (HRM), two, innovation management and three, dynamic capability to follow the micro-foundations of dynamic capabilities for innovation. It highlights the significance of compiling the viewpoints and inspiration of workers as a focal piece of investigation and as a reason for more straight-forward organizational intercessions in catering dynamic capabilities. Thus a framework is proposed that defines the role of top management in leveraging the employee capabilities through dynamic capabilities that lead to innovation.