Radical Innovation: how mature companies can outsmart upstarts

By J. Doyle. UBIQ, 2001

342 citations recorded by the source corpus.

Subfields: Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/0fd09e6245557ecc35534015c5127629e68294ce

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In Sociology and Political Science

Citations in the corpus

New Product Development as a Complex Adaptive System of Decisions (2006, background): “A seminal article by Rothwell (1992) argued that the study of NPD as an automatic, dependable, and routine decision-making process did not explain how radical innovations emerge (Dewar and Dutton, 1986; Leifer et al., 2000; McDermott and O’Connor, 2002; Utterback, 1996).”
Managing Distributed Innovation: Strategic Utilization of Open and User Innovation (2012, neutral): “…to what constitutes an innovation, 2 An existing technology provided at a dramatically lower cost will often have the same impact on production and use as a discontinuous technological advance, whether termed disruptive innovations (Christensen, 1997) or radical innovations (Leifer et al., 2000).”
Capturing value from alliance portfolio diversity: The mediating role of R&D human capital in high and low tech industries (2017, background): “Radical innovation represents a dramatic departure from existing products in terms of technology and generate greater information processing and exposure to a variety of knowledge domains (Wuyts et al., 2004; Leifer et al., 2000).”
The Organizational Life of an Idea: Integrating Social Network, Creativity and Decision-Making Perspectives (2007, background): “The most important activities in the idea generation phase are problem identification, problem structuring and idea formulation (Khurana and Rosenthal, 1998; Leifer et al. 2000; Schwenk, 1984).”
Research on Innovation: A Review and Agenda for Marketing Science (2006, background): “The Radical Innovation Research Program at Rensselaer Polytechnic Institute has used qualitative, longitudinal research to identify key research hypotheses about managing radical innovation, especially during the fuzzy front end of development (Leifer et al. 2000).”
Network Embeddedness and the Exploration of Novel Technologies: Technological Distance, Betweenness Centrality and Density (2008, neutral): “This is in line with the results of previous research on the relation between firm size and R&D (Nooteboom and Vossen, 1995), and with research showing that new and more radical inventions are likely to originate within SMEs rather than in large firms (Leifer et al., 2000; Utterback, 1994; Christens”
Micro-Institutional Affordances and Strategies of Radical Innovation (2011, background): “Yet successful radical innovations do occur within established firms (Leifer et al., 2000).”
Exploring the relationships between IT competence, innovation capacity and organizational agility (2017, background): “…the ability to leverage firm assets is consistent with recent literature (Govindarajan and Trimble, 2005), studies have also pointed out that innovation capacity should span the entire commercialization process and include discovery, incubation and acceleration capabilities (Leifer et al., 2000).”
Entrepreneurship and University Technology Transfer (2004, background): “Broadly speaking the trend is for the development of joint ventures and strategic alliances between leading corporations to develop discontinuous technologies (see Leifer et al., 2000; Dyer and Singh, 2000).”
The Impact of User‐Oriented Design on New Product Development: An Examination of Fundamental Relationships* (2005, background): “, market/customer research) can be problematic (Leifer et al., 2000) and even may undermine”
The Nexus of Corporate Entrepreneurship and Radical Innovation (2006, methodology): “Determining the degree of innovativeness in each case, the cases were evaluated in relation to the definitions of radical innovation by O’Connor and Ayers (2005) and Leifer et al. (2000).”
The human side of radical innovation (2004, background): “…Tucker, 1987), while others focus on the efforts (or failures) of firms to create radical innovations and leverage them in the marketplace (Burgelman, 1985; Christensen, 1997; Dougherty and Heller, 1994; Leifer et al., 2000; Tushman and O’Reilly, 1997; Van de Ven et al., 1989; Kanter et al., 1991).”
Taking risks in the face of uncertainty: An exploratory analysis of green innovation (2016, background): “Radical innovations are usually said to differ in at least one of twoways reflecting significant changes in product or process technologies and/or a firm's business model (Wuyts et al., 2004) 3 See also Leifer et al. (2000). than radical innovation (Hang et al., 2010).”