Thus, formalization was positively related to organizational-level innovation as three new ideas were developed, implemented, and diffused within the organization, which supported H5 (Table 3).
At the same time, the term social innovation refers to processes of implementing and diffusing new social concepts across different sectors of society.
Additionally, eight innovative ideas emerged as a result of the training; three of those ideas were implemented and diffused within the organization.
Eight ideas emerged from the innovation training; all ideas were discussed, seven ideas were selected and/or were being further developed (ideas 1 3 and 5 8), and three ideas were implemented and diffused within the organization (ideas 2, 5, and 7).
Additionally, the management was asked to determine the extent of the idea's development in the organization: (1) only discussed; (2) discussed, selected, and developed in progress; and (3) discussed, selected, developed, implemented, and diffused within the organization.
Table 2 shows that eight ideas emerged as a result of the training, seven ideas were further developed, and ideas 2, 5, and 7 were discussed, implemented, and diffused within the organization.
The formal training has improved their understanding of both innovation strategy and idea generation (Table 1), and that improvement in innovation understanding has led to an emergence of eight new ideas (Table 2), three of which were implemented and diffused within the organization.
A range of factors of different combinations and co-occurrence were pointed out by the innovators as they were reflecting on their experiences of implementing, stabilising and diffusing novel service initiatives.
It speaks of "interconnectedness" and "diffuse power".
