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Discontinuous Innovation (discontinuous + innovation)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting100%

Selected Abstracts

Continuous and Discontinuous Innovation: Overcoming the Innovator Dilemma

CREATIVITY AND INNOVATION MANAGEMENT, Issue 4 2007
Mariano Corso
Challenged by competition pressures and unprecedented pace of change, firms can no longer choose whether to concentrate on the needs of today's customers or on the anticipation of those of tomorrow: they must be excellent in both. This requires managing two related balancing acts: on the one side, being excellent in both exploitation and exploration of their capabilities and, on the other side, being excellent in managing both incremental and radical innovation. These balances are critical since exploitation and exploration, on the one side, and incremental and radical innovation, on the other, require different approaches that have traditionally been considered difficult to combine within the same organization. Working on evidence and discussion from the 7th CINet Conference held in Lucca (Italy) in 2006, this Special Section is aimed at contributing to theory and practice on these two complex balancing acts that today represent a hot issue in innovation management. [source]

Strategic dalliances as an enabler for discontinuous innovation in slow clockspeed industries: evidence from the oil and gas industry

R & D MANAGEMENT, Issue 2 2008
Hannah Noke
The concept of ,strategic dalliances', defined as non-committal relationships that companies can ,dip in and out of,' or dally with, while simultaneously maintaining longer-term strategic partnerships with other firms and suppliers , has emerged as a promising strategy by which organizations can create discontinuous innovations. But does this approach work equally well for every sector? Moreover, how can these links be effectively used to foster the process of discontinuous innovation? Toward assessing the role that industry clockspeed plays in the success or failure of strategic dalliances, we provide case study evidence from Twister BV, an upstream oil and gas technology provider, and show that strategic dalliances can be an enabler for the discontinuous innovation process in slow clockspeed industries. Implications for research and practice are discussed, and conclusions from our findings are drawn. [source]