Table 2.

(Main) factors contributing to innovation readiness researched in the included studies

Main factor	Sub-factor	Definition of factor
Strategic course for innovation		Strategic course for innovation refers to top management preparing the organization’s long-term direction to become innovation ready. It articulates the role and the importance of innovation for the organization in terms of strategic course and defines the allocation of resources between current operations and innovation
[50, 63, 70]	Innovation strategy	Innovation strategy concerns the alignment of innovation goals with the overall corporate strategy and prioritizes the desirable actions of employees
[39, 40, 52, 56, 57, 62, 66, 79]	Innovation program	Innovation program refers to the coordinated plans and actions that an organization undertakes to implement the innovation strategy
[39, 40, 57, 62, 66]	Innovation process	Innovation process concerns the policies and the steps that are taken in (part of) the organization from the idea of the innovation to sustaining the innovation
[43, 53]	Inter-organizational links	Inter-organizational links concern the relations of an organization with other organizations and how the organization uses these links to enhance innovation readiness
Climate for innovation		Climate for innovation concerns creating a supportive organizational environment that contributes to innovation readiness and focuses both at the team and organizational levels
[20, 46, 55, 58, 60, 61, 65, 71, 72, 77]	Innovative organizational culture	Innovative organizational culture concerns the way employees collectively think, behave and believe in relation to innovation readiness
[38, 44, 69, 74, 75, 80]	Room for learning	Room for learning concerns an environment that encourages the organization and employees to learn, reflect and acquire the knowledge and skills contributing to innovation readiness
Leadership for innovation		Leadership for innovation concerns the role of leadership of top and middle management to contribute to innovation readiness
[54, 64, 68]	Leadership style	Leadership style concerns the attitude and behavior of managers in leading the way to become innovation ready
[42, 45, 49, 51, 76]	Middle manager’s role	The middle manager’s role concerns the responsibilities and motivation of middle managers for innovation readiness
Commitment to innovation		Commitment to innovation concerns organizational actions aimed at the attitude, training and development of individual employees to support them in their individual readiness to get better at innovating
[48, 59, 67, 73]	Innovative behavior	Innovative behavior concerns employees undertaking innovative actions contributing to innovation readiness
[47, 78]	Innovative competencies	Innovative competencies concern the skills and motivation of employees to contribute to the innovation readiness of the organization