The global trend is fully glaring towards the effective controls and efficient management of innovation. The integration of the innovative ideas in and the sharing of information in an innovation firm face several hindrances from many sectors that inhibit the efficiency with which it can be implemented. The inhibiting factors affect the process and the stages of innovation in the mentioned firms making it rather impossible to have a fully running organization and firm for that matter ( Büschgens, Bausch & Balkin, 2013) . This paper seeks to address some of these factors that continually inhibit the innovative process and the integration of the innovative process by these factors.
Intra-Organizational Integration
Intra-organizational integration strategically to enhance their competitiveness. The integration challenge which is the organizational capacity to combine and integrate the separate parts of the organization ( Anderson, Potočnik & Zhou, 2014) . Failure to meet the internal integration in the organization means that the innovation process may be hindered.
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Trust Competences
The information trust among the organization’s leadership may hinder the creation of the innovative environment for the creation of the interdependency among the organization players. The level of trust influences the performance of the and the reduction of the transactions cost ( Anderson, Potočnik & Zhou, 2014)
Power Balancing Competences
The issue of power and authority has been attributed to be one of the leading inhibitors to the integration of innovation in any organization. The five known power struggles that influence the reward power ( Becker & Egger, 2013) . The power struggles and plays in the organization, therefore, mean that the relationship and the holding of office power and search for prominence may limit the extent to which innovation integration is realized.
The product and process innovations are majorly affected by external factors. This is in contrast to the issues affecting the sharing of information in a firm that is more internal to the organization ( Becker & Egger, 2013) . The organization demographics such as the composition of the gender may affect the designing of the product and business design, on the other hand, the sharing of the innovative information is pegged upon the internal structuring of the organization.
References
Anderson, N., Potočnik, K., & Zhou, J. (2014). Innovation and creativity in organizations: A state-of-the-science review, prospective commentary, and guiding framework. Journal of management , 40 (5), 1297-1333.
Becker, S. O., & Egger, P. H. (2013). Endogenous product versus process innovation and a firm’s propensity to export. Empirical Economics , 44 (1), 329-354.
Büschgens, T., Bausch, A., & Balkin, D. B. (2013). Organizational culture and innovation: A meta‐analytic review. Journal of product innovation management , 30 (4), 763-781.
