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Implementing radical innovation in the business: the role of transition modes in large firms

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abstract Extensive research has emphasized the relevance and importance of separating explorative from exploitative activities within firms. Recently, several scholars have argued that, in order to be successful, the outcomes of such structurally separated explorative activities need to be integrated in the operational business units of the firm. Nevertheless, detailed research on how such integration can be realized is lacking. Based on in-depth case studies of seven large multinational, technology intensive companies, we find five transition modes on how interfaces between radical innovation units and operational business are managed effectively as a means to implement radical innovation on a company level: (1) external validating; (2) liaison channeling; (3) showcasing innovation; (4) network building; and (5) integrative innovation planning.
   
type journal paper
   
keywords radical innovation, transition modes, external validating, liasion channeling, showcasing innovation, network building, integrative innovation planning
   
language English
kind of paper journal article
date of appearance 2-3-2012
journal R&D Management
publisher Blackwell Publishing Ltd (UK)
ISSN 0033-6807
ISSN (online) 1467-9310
DOI 10.1111/j.1467-9310.2011.00670.x
volume of journal 42
number of issue 2
page(s) 120-132
review not reviewed
   
citation Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: the role of transition modes in large firms. R&D Management, 42(2), 120-132, DOI:10.1111/j.1467-9310.2011.00670.x.