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Accelerating Radical Innovation to Operational Business : The role of Transitioning Modes in Large Firms

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abstract While extensive scientific research has highlighted the benefits of structural separation of exploratory research for the identification of radical innovation, far less attention has been given to distinct mechanisms on how radical innovation can be accelerated within the company. A core represents the structural integration of radical innovation. Based on eight case studies of large multinational, technology intensive companies we have analyzed modes on how interfaces between radical innovation units and operational business are managed effectively as a means to accelerate radical innovation on a company level. In our study three overlaying transitioning modes were identified: (i) third party signaling, (ii) informal networking, and (iii) collaborative integrating.
   
type conference paper (English)
   
keywords ambidexterity, exploration, exploitation, innovation transfer
   
name of conference The R&D Management Conference 2010 (Manchester, UK)
date of conference 30-6-2010
title of proceedings Information, Imagination & Intelligence
publisher R&D Management (UK)
review internal review
   
citation Gassmann, O., Widenmayer, B., & Zeschky, M. (2010). Accelerating Radical Innovation to Operational Business: The role of Transitioning Modes in Large Firms. In Information, Imagination & Intelligence. UK: R&D Management.