Implementing radical innovation in the business: the role of transition modes in large firms
Journal
R & D Management
ISSN
0033-6807
ISSN-Digital
1467-9310
Type
journal article
Date Issued
2012-03
Author(s)
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.
Language
English
Keywords
radical innovation
transition modes
external validating
liasion channeling
showcasing innovation
network building
integrative innovation planning
HSG Classification
contribution to scientific community
Refereed
Yes
Publisher
Wiley-Blackwell
Publisher place
Oxford [u.a.]
Volume
42
Number
2
Start page
120
End page
132
Pages
13
Subject(s)
Division(s)
Eprints ID
211453