A MULTILEVEL INNOVATIVE MANAGEMENT MODEL: INTEGRATING INDIVIDUAL, ORGANIZATIONAL, AND INSTITUTIONAL DETERMINANTS

Abstract

Innovation is universally recognized as a critical driver of competitive advantage and sustainability, yet many organizations struggle to manage it systematically due to its inherently complex, multilevel nature. Existing models often focus on isolated levels of analysis—either individual creativity, organizational processes, or institutional frameworks—leading to fragmented strategies and suboptimal outcomes. This conceptual article addresses this gap by proposing an integrative Multilevel Innovative Management Model (MIMM). The MIMM posits that sustained innovation is a function of the dynamic alignment and interaction between determinants at three levels: (1) the Individual level (cognitive styles, intrinsic motivation, and creative self-efficacy), (2) the Organizational level (culture, structure, resources, and knowledge management systems), and (3) the Institutional level (national innovation policies, industry regulations, and socio-cultural norms). We theorize the bidirectional influences between these levels, illustrating how institutional pressures shape organizational contexts, which in turn enable or constrain individual innovative behavior, and how grassroots innovation can, over time, reshape organizational and institutional landscapes. The model provides a comprehensive framework for diagnosing innovation ecosystems, designing coherent multilevel interventions, and guiding future empirical research. For practitioners, it offers a holistic roadmap to audit and align their innovation strategies across all critical layers of influence.