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Organizing for radical innovation: Process models of corporate venturing at Siemens

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abstract This study aims to identify process models that support the organization of radical innovation within Siemens. From studying ten corporate ventures at Siemens, we were able to derive two process models that describe the successful development and commercialization of radical innovation. We called these models 'Installation' and 'Integration'. We found the model of 'Installation' to be suitable for innovations that aim at the creation of new or at the renewal of existing Siemens businesses without replacing these. Conversely, the model of 'Integration' was found suitable for innovations that aim at the expansion or substitution of existing Siemens businesses. Both models exhibit different characteristics with regard to reporting structure, target systems, and leadership
   
type working report (English)
   
keywords
   
date of appearance 2012
review not reviewed
   
citation Luger, J., Zimmermann, A., & Bertram, F. (2012). Organizing for radical innovation: Process models of corporate venturing at Siemens.