Role Models for Radical Innovations in Times of Open Innovation

By Hans-Georg Gemünden, Søren Salomo, Katharina Hölzle. 2007

241 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7ae00a3271c35ae79609125251208fda94e300fc

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Economics and Econometrics

1. Alexander Kock
2. M. del Giudice
3. Gabriele Santoro
4. Hans-Georg Gemünden
5. Stefano Bresciani
6. Patrick Lehner

In Marketing

1. Alexander Kock
2. Hans-Georg Gemünden
3. Patrick Lehner

In Strategy and Management

1. Stefano Bresciani
2. Gabriele Santoro
3. Alexander Kock
4. M. del Giudice
5. Veronica Scuotto
6. B. Unger
7. Daniel Jonas
8. Hans-Georg Gemünden

Citations in the corpus

• Corporate Foresight: Its Three Roles in Enhancing the Innovation Capacity of a Firm (2011, unknown): “…[68, 69] • Promoting specific personal traits on radical innovation teams [70] • Finding and binding promoters and champions of radical innovations [71] • Building separate organizations for developing radical and incremental innovations [72] In addition, the concept of absorptive capacity…”
• Enforcing strategic fit of project portfolios by project termination: An empirical study on senior management involvement (2012, methodology): “Overcoming such barriers of will by hierarchical power in the role of a champion or power promotor (Gemünden et al., 2007) may be an appropriate way forward to implement strategy through enforcing and protecting fitting projects in project portfolios.”
• Shifting intra- and inter-organizational innovation processes towards digital business: An empirical analysis of SMEs (2017, background): “In the current demanding and competitive market, enterprises seek to exploit opportunities, using technologies (Del Giudice & Maggioni, 2014; Scuotto et al., 2017) to achieve changes and creative destruction (Chesbrough, 2003; Gemünden, Salomo, & Hölzle, 2007).”
• The project-oriented organization and its contribution to innovation (2018, background): “This requires that power promotors, process promotors, and expert promotors recognize these opportunities and pursue them in favor of innovation (Gemünden et al., 2007; Mansfeld et al., 2010; Rese et al., 2013; Rost et al., 2007).”