How to Manage Radical Innovation

By Rob Stringer. 2000

305 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/7d0ed734c6bd2fd7845a98d23004eb3e22f048f2

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In Management of Technology and Innovation

Citations in the corpus

Effectuation or causation as the key to corporate venture success? Investigating effects of entrepreneurial behaviors on business model innovation and venture performance (2017, background): “…Range Planning (2017), http://dx.doi.org/10.1016/j.lrp.2017.06.008 are frequently designated to commercialize breakthrough innovation (Maine, 2008; Stringer, 2000) and in this manner to establish businesses which address markets that are adjacent to the existing core activities of the companies.”
Does innovation lead to performance? An empirical study of SMEs in Taiwan (2007, background): “Many small companies also succeeded in introducing more radical innovations because of their genetic makeup (Stringer, 2000).”
Management Control and Strategic Renewal in the Front End of Innovation (2009, background): “In turn, formalized processes and excess bureaucracy hinder and slow adaptation capabilities and the exploration of different alternatives (Stringer, 2000).”
Meta-analyses of Post-acquisition Performance: Indications of Unidentified Moderators (2004, background): “Not surprisingly, anecdotal evidence suggests that external growth may be operating as a substitute for internal growth (see, for example, Hitt et al ., 1991; Stringer, 2000).”
Learning and novelty of innovation in established manufacturing SMEs (2008, background): “There is still a debate regarding the impact of these two variables on the degree of novelty of innovations (Chandy and Tellis, 1998, 2000; Stringer, 2000; Tether, 2002; Landry et al., 2002; Koberg et al., 2003; Becheikh et al., 2006).”
Complementary Resources and the Exploitation of Technological Innovations (2003, background): “…and innovation is suggested literature, with small ﬁrms presented as having an innovation advantage by some authors (e.g., Freeman & Soete, 1997; Gilder, 1988; Kim, 1988; Rodgers, 1990; Rosen, 1991; Stringer, & Klepper, 1992; Ferguson, 1988; Nelson & Winter, 1978; Schnaars, 1994; Yearly, 1988).”
The relationship of Intellectual capital, innovation and organizational performance: a preliminary study in Malaysian SMEs (2009, background): “Although many SMEs focus on incremental innovation (Lin & Chen 2007), many small companies also succeed in introducing more radical innovations because of their genetic makeup (Stringer, 2000).”