The field of radical innovation: Making sense of organizational cultures and radical innovation

Organic organizational structures and cultures facilitate innovation because they allow organizations to shift their understanding of what a product, service or technology means. Yet, organic organizations may have to instill mechanistic structures and bureaucratic processes if they produce successful radical innovations. Thus, the basis of innovation can be undermined by its consequences. To explore this issue, this paper analyzes data from an ongoing longitudinal case study of a SME digital-design agency that developed a radical innovation for the market research industry. The paper observes that founders of the organization shifted their position to become managers as a result of their radical innovation and that other members of the organization have, consequently, re-evaluated their attitude toward the organization. To conceptualize our findings we turn to the work of Pierre Bourdieu. His notion of fields—which structure experiences and are, themselves, structured by experiences—offers a framework to understand the dynamics within an organization that occur as a result of a successful radical innovation. The contribution of our paper is: theoretically, we relate the discussion of innovation to wider social theories of practice and, thus, introduce temporal and cultural dynamics into the account of radical innovation; methodologically, we provide an example of a longitudinal study; and, in managerial terms, we indicate where divisions occur within an organization concerning the construction of meaning between managers and employees after a radical innovation.     

Framing problems in radical innovation

The challenge of managing radical innovation is partly about dealing with higher levels of uncertainty as organisations seek to extend their exploration into new technological and market spaces. Innovation management routines for dealing with this differ from those around incremental innovation — the well-established exploit/explore dilemma. But it can be argued that there is a second challenge associated with radical innovation under conditions of discontinuity — when new elements in the environment need to be brought into the organisation's frame for search, selection and implementation. Under these conditions existing routines fail and otherwise successful incumbents experience significant difficulties. This paper explores the challenge of such radical innovation through the lens of the ways in which innovation activity is framed and contributes to the theme of this Special Issue through discussing barriers and enabling routines associated with the search, selection, and implementation processes within organisations.     

Integrating art as a trans‐boundary element in a radical innovation framework

Companies have learned that radical innovations (RIs) are a prerequisite to grow organically. However, companies struggle to identify and introduce RIs, as their inherent high uncertainties and novelty challenge established organisations and management routines. To address the first challenge, companies need to take a holistic approach and design a trans‐boundary environment of creativity, trans‐disciplinary and entrepreneurial spirit. This environment attracts and retains visionary people, fosters generation of new opportunities and cultivates adaptability. By adapting evaluation metrics for RI, setting up flexible processes, and promoting trans‐disciplinary exchange, the second challenge can be addressed. Increased research has concentrated on several aspects of RI lately, but so far a combining framework is missing. Our paper bridges this gap by developing an improved theoretical framework, enhancing the existing literature and introducing art as a method to advance trans‐disciplinary interchange. In a case‐study approach, we have applied our framework to the research and development department of Vodafone Research and Development, Germany, as they integrate art methodically in their research and development process. Analysing their RI capabilities, we identify the trans‐disciplinary exchange with artists as a novel initiator and driver of RI, which has not yet been adequately considered.     

The nature of market visioning for technology-based radical innovation

The ability to link advanced technologies to market opportunities is a crucial aspect of radical innovation. When markets do not yet exist, it is difficult to persevere, given organizational pressures for immediate profit. To study this problem, eleven radical innovation projects are examined in nine large, mature organizations in a real-time field setting. The sample is augmented by interviews of four additional individuals who have repeated experiences in linking advanced technologies to markets. From results that are qualitative in nature, four themes emerge. First, vision is built and sustained through a variety of mechanisms that may operate in combination or serially. Second, there are a number of roles that individuals play in creating and evangelizing a vision through an organization. Third, there exist a few tools and methods for aiding in developing visions that are not dependent strictly on individual initiative, but these are not systematically employed by organizations. Finally, visions undergo a process of validation and internal acceptance that may depend heavily on reaching out beyond the familiar customer/market set of the firm.
Building on these themes, we derive two sets of insights. The first identifies three different ways that visions might develop. We did not discover a singular process across firms or even within a single firm by which visions develop. Second, we identify three elements that occur when a vision is formulated and utilized in organizations: Motivation, Insight and Elaboration. Thus a vision does not arise through a single creative leap, but develops over time and requires focus, discipline, energy, and the involvement of many people. Awareness of this conceptual underpinning of visioning may help managers understand how to encourage this activity and help sustain long-term growth and renewal in their organizations.     

Innovating the innovation process: an organisational experiment in global pharma pursuing radical innovation

The challenge of managing the fuzzy front end of the innovation process is particularly acute for large, multi‐brand, research and development (R&D)‐intensive firms. Poor performance at generating radical innovations has resulted in many large organisations seeking to innovate how they organise for innovation. This paper presents an inductive, longitudinal study of an organisational experiment that sought to get ‘game‐changing, radical ideas’ into the new product development funnel of a top three pharma. The immediate outcomes of a team‐based internal innovation tournament included 33 new product ideas, 14 of which were radical. The medium term outcome of the experiment was a reorganisation of how the firm now pursues radical innovation activities. We link these outcomes to team leadership, contrasting innovation processes, including decisions about how to incorporate the ‘voice of the consumer’. The inductive, longitudinal study suggests causal interconnections between innovation team leadership, innovation team processes, and innovation outcomes.     

Roles, role performance, and radical innovation competences

Despite the importance of radical innovations (RI), few firms have the capability to develop such innovations internally; success is increasingly linked with relationships and networks. However, the way(s) in which relationships and networks support RI is less clear. Successfully launching RIs requires the development of four distinctive competences; discovery, incubation, acceleration and commercialization. This paper examines how networks support the development of RIs, focusing on when and how network partners become involved and how their role performances support the development of the four competences. The study context is the automotive industry, which is heavily dependent upon RI and complex interrelationships. Data were collected through in-depth interviews with network participants involved in developing several RIs. Five task-oriented and three network-oriented roles are uncovered and the performance of these roles supports the development of different competences, with some roles being exclusively connected with particular competences and others supporting several competences. Focusing on role performance offers a useful means for distinguishing between acontextual actors, and the activities and resources they bring. In doing so, the paper enhances understanding of the links between network participants, role performances and the development of RI competences, and identifies a number of important implications for theory and practice.     

Managing radical innovation: an overview of emergent strategy issues

Despite differences in definitions, researchers understand that radical innovation within an organization is very different from incremental innovation , and and that it is critical to the long-term success of firms. Unfortunately, research has also shown that it is often difficult to get support for radical projects in large firms [14], where internal cultures and pressures often push efforts toward more low risk, immediate reward, incremental projects. Interestingly, we know considerably less about the effective management of the product development process in the radical than in an incremental context. The purpose of this study is to explore the process of radical new product development from a strategic perspective, and to outline key observations and challenges that managers face as they move these projects to market. The findings presented here represent the results of a longitudinal (since 1995), multidisciplinary study of radical innovation projects. A multiple case study design was used to explore the similarities and differences in management practices applied to twelve radical innovation projects in ten large, established North American firms. The findings are grouped into three high-level strategic themes. The first theme, market scope, discusses the challenges associated with the pursuit of familiar versus unfamiliar markets for radical innovation. The second theme of competency management identifies and discusses strategic challenges that emerge as firms stretch themselves into new and unfamiliar territory. The final theme relates to the people issues that emerge as both individuals and the project teams themselves try to move radical projects forward in organizations that are not necessarily designed to support such uncertainty.A breadth of subtopics emerge within and across this framework relating to such ideas as risk management, product cannibalization, team composition, and the search for a divisional home. Taken together, our observations reinforce the emerging literature that shows that project teams engaging in radical innovation encounter a much different set of challenges than those typically faced by NPD teams engaged in incremental innovation.     

基于神经网络的产品突破性创新机遇识别

为了帮助企业在进行技术研发之前识别出最有潜力的技术,提高产品突破性创新的成功概率,提出了一种在模糊前端阶段进行突破性创新机遇识别的定量方法。首先,通过文献研究,确定产品突破性创新的路径特征,并提取产品突破性创新的相关影响因素,通过建立解释结构模型（ISM）提取并构建产品突破性创新机遇识别特征体系。其次,对突破性创新案例和非突破性创新案例进行特征对比,以各特征因素变化趋势为自变量,建立神经网络。最后,对样本数据进行拟合,构建产品突破性创新机遇识别模型。研究结果表明,研究所提模型能够对产品的突破性创新机遇进行有效识别,可应用于产品创新设计过程的模糊前端阶段。研究可为企业在突破性创新项目中更有效地进行机遇识别提供理论指导。     

Commercializing a radical innovation: Probing the way to the market

Needs, market structures, business models, and relationships concerning radical innovations (RIs) are unpredictable and, consequently, firms face critical challenges in commercialization. Therefore, this study examines the commercialization of RIs as a process complicated by divergent challenges. By drawing on the literature on innovation management, RIs, and the commercialization and adoption of innovations, and by analyzing six longitudinal cases, the study generates its contribution: a dynamic process model for the commercialization of RIs. The model captures the iterative and partially unpredictable commercialization process comprising transits back and forth between three main zones: strategic marketing decision making, market creation and preparation, and sales creation and development. Over this probing process, a firm faces major commercialization challenges: 1) choosing a feasible strategy in conditions of uncertainty, 2) understanding the benefits of innovation from the customer's perspective, 3) creating credibility, 4) acquiring support from stakeholders and the ecosystem, 5) overcoming adoption barriers, and 6) creating sales. For managers, the results suggest diligence in the neglected market creation and preparation zone instead of attempting rushed sales creation.     

The effect of radical innovation in/congruence on new product performance

Radical innovation is critical for many firms and for society. This research focuses on the impact of radical innovation congruence — the degree to which management values regarding radical innovation match radical innovation norms in the business unit. We offer a model and empirically test it to assess the impact of radical innovation congruence on new product performance. We find that radical innovation norms are positively associated with new product performance, whereas we find no such association for management values and new product performance. Contrary to our expectations, we did not find a significant effect of radical innovation congruence on new product performance; however, we did find that radical innovation incongruence can have a positive effect on new product performance but only when radical innovation norms are higher than management values. Thus, we suggest that the unintended situation of radical innovation incongruence may result in some positive consequences after all. Further, high radical innovation norms, far more than management values, seem to be critical determinants of new product performance.     

Coming in from the cold: The psychological foundations of radical innovation revisited

Radical innovation poses a series of well-documented adaptive behavioral challenges for individuals, organizations and organizational collectives. Drawing on the insights of recent advances in the social neurosciences, the authors demonstrate how theory and research rooted in the cold cognition era of human psychology has laid microfoundations for practices purporting to help address these challenges that are fundamentally unfit for purpose. Predicated on an outmoded conception of economic actors as affect-free information processors, devoid of emotion, scholars and practitioners alike are unwittingly perpetuating a (bounded) rationality façade. In so doing, they are undermining attempts to foster the requisite transformation of mindsets and behavior. To address these unintended consequences, new theory and research is required to shed light on the generative mechanisms through which firms might create the conditions to enable them to harness the cognitive and emotional capacities of individuals and groups, an essential step for overcoming the pitfalls of bias and inertia that so often inhibit adaptation to changing environments, thus slowing progress in the development and diffusion of innovations. To further this end, the present article advances a research agenda that places emotion management center stage, arguing that, to be truly dynamically capable, firms must learn to nurture self-regulation capabilities at all levels of the enterprise.     

Environment, governance, controls, and radical innovation during institutional transitions

Researchers pay only limited attention to the problem of drive force of radical innovation in institutional transitions, especially in China. Drawing on both institutional theory, managerial control theory, and innovation theory, this study examines the roles of external and internal drivers to firms?? radical innovation. Specifically, we examine the effects of external institutional environment and internal corporate governance on radical innovation by introducing management control systems. Based on data from a sample of 585 firms in China, this study finds that the effect of institutional environment uncertainty on radical innovation is significant but formal corporate governance is not. These results suggest that firms facing an uncertain institutional environment emphasize both financial control and strategic control, and firms that have adopted formal corporate governance prefer strategic control to financial control. The implications of these findings for research during institutional transitions are discussed.     

Identity,collaboration and radical innovation: The role of dual organisation identification

This paper explores the nature of the relationship between identity and the radical innovation process in the case of the Solid State Pharmaceutical Cluster (SSPC). Antecedents and consequences of identification with the SSPC and the transitioning of identify from an organisational orientation to a dual organisation identity are discussed. We demonstrate that organisational identity can represent a substantial barrier to collaborating for radical innovation, and explicate how identity shifts can smooth the transition from competitor to collaborator. This study illustrates that opportunities were created through leveraging affinity to provide an environment conducive to radical innovation where members could interact, explore and collaborate.     

Communication as a determinant of organizational innovation

This study of 32 small and medium-sized industrial enterprises explored eight distinct aspects of communication, as appraised by the staff ( n  = 493), and innovative performance, assessed by two indicators: perceived innovation effectiveness and patent statistics obtained from the Patent Register at the National Board of Patents and Registration of Trademarks. The results showed that intra-organizational aspects of communication, such as encouragement of initiatives and critical evaluation of performance, were associated with both indicators of innovative performance. In addition, a participative climate and interaction between the personnel in R&D, marketing and production were related to perceived innovative effectiveness, whereas interaction with clients and other firms related to the number of patents in the organization. The link between communication and innovation was interdependent with the organizational and staff characteristics including the number of personnel, administrative and R&D intensity, the level of vocational training, and the age distribution of the staff.     

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

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.     

Divergent thinking and market visioning competence: An early front-end radical innovation success typology

Achieving superior and longer-term rewards associated with the pursuit of radical innovation requires that firms have a market vision (MV), or a clear and specific image of a desired and important product-market for a new technology, and are able to attract human and investment capital (AAC) in order to carry out and finance these risky ventures. To achieve these outcomes, firms need to build a market visioning competence (MVC)—that is, an ability to link advanced technologies to market opportunities of the future. Developing an MVC entails the efforts of both the individuals who are part of the innovation process and the organization itself. Four components comprise the MVC equation: the individual-level capabilities of “networking” and “idea-driving,” and the organization-level capabilities of “market learning tools” and “proactive market orientation.” In this article, we focus on the conditions within the firm that need to be created and fostered to ensure an effective MVC. The antecedents of interest involve the capacity for divergent thinking—that is, the ability to go beyond the boundaries of established thought—and include four individual- and two organization-level constructs. Individual divergent thinking skills include (1) attitude of openness to new ideas; (2) ability to create, combine and help others to generate new ideas; (3) ability to move efficiently from divergent to convergent thinking; and (4) a passion for cognitive challenges. Two organization-level antecedents include: an innovation culture of (5) encouragement of idea freedom and (6) encouragement of diversity. Based on a survey of 198 high-tech firms in the North American nanotechnology sector, cluster analysis was used to develop a typology of scenarios that provides a holistic view of what distinguishes firms in terms of MVC, their ability to create and manage individual- and organization-level divergent thinking approaches, as well as the outcomes of MV and AAC. Three distinct profiles emerge. The “balanced MVC profile” rates high on all factors—components, antecedents and outcomes—and provides a “model” for managers concerned with developing an effective MVC. Cluster #2, labeled “need MVC system/culture,” while having the most important element in place—the individuals who think in dynamic ways and connect firms with totally new opportunities—require both market learning systems and a more proactive market orientation, and in particular, an organization culture where management encourages divergent thinking. Cluster #3 (“lack MVC basics”) firms have invested in MVC-related infrastructure, but this provides an anemic context when the key elements of individual innovativeness in terms of the ability to think in radically new ways and an organization culture that encourages this are lacking. Based on the MVC concepts, relationships discussed and the empirical evidence, this article offers insights for researchers in terms of theory and scale development, and for managers charged with radical innovation in terms of the actions needed to enhance MVC and, ultimately, NPD performance.     

以知识创新为中介的社会资本对技术创新影响的模型分析

社会资本对技术创新的影响是学术界和实践界关注的热点问题之一,然而其路径和机理仍不明确。为此,试图通过一个模型分析了知识创新为中介的社会资本对技术创新的影响。首先,借鉴场论,提出了以知识创新为中介的社会资本影响技术创新的概念模型;其次,提出了修正的创新价值链模型和扩展的知识创新模型,并分析社会资本对知识创新和技术创新的直接影响,以及社会资本通过知识创新对技术创新的间接影响;最后,探究了社会资本通过知识创新影响技术创新的路径和机理,以期为企业技术创新更好地展开提供一些借鉴。     

Sense-making and agenda construction in emerging business networks — How to direct radical innovation

This paper focuses on the role of sense-making and development agenda construction in emerging business fields characterized by radical innovation. First, the networked environment of emergent business fields is described. It is shown that both sense-making and agenda construction are key cognitive processes in managing in this environment. Then, a framework describing the dimensions of managerial sense-making and its antecedent factors is suggested and discussed. Finally, the phenomenon of agenda construction and communication and its role in influencing the direction of business field development is examined. Discussion of the theoretical and managerial implications concludes the paper. The paper provides significant new understanding on the roles of sense-making and agenda construction in the emergence of new business fields. It contributes both to network theory of emerging fields and management in radical innovation contexts.     

Theories of technological innovation as useful tools for corporate strategy

Three theories of technology and innovation; the product-process concept, the meta-learning concept, and the concept of technological interdependence, are used to relate technology and innovation to strategic management. This paper attempts to identify complementary and unifying concepts in these theories, which are useful to strategic planners. Performance indicators, from the commercial airline industry, are used to illustrate how theoretical assumptions can be related to practical applications. Type of innovation, stage of development, learning at all levels, interdependence between technologies, and users' expectations all appear to play a role in the emergence of technologies and the rate of innovation.     

Inter-partner control,trust, and radical innovation of IJVs in China: A contingent governance perspective

International joint ventures (IJVs) in emerging markets need to develop radical innovation to compete successfully in the rapidly changing business landscapes there. Taking a contingent governance perspective, this study examines how formal and social governance mechanisms, namely inter-partner control and inter-partner trust, affect radical innovation development in IJVs through knowledge acquisition and integration, and how emerging market institutional governance structures moderate the effectiveness of the two internal governance mechanisms. Based on a sample of 181 IJVs in China, we find that both inter-partner control and inter-partner trust promote IJV radical innovation; moreover, legal enforceability weakens the impact of inter-partner control but strengthens that of inter-partner trust on IJV radical innovation; likewise, government intervention risk weakens the positive role of inter-partner control yet strengthens that of inter-partner trust. This study extends both the innovation and IJV governance literature by connecting governance mechanisms to IJV radical innovation and uncovering important institutional contingencies.