Organizing for Radical Innovation: An Exploratory Study of the Structural Aspects of RI Management Systems in Large Established Firms, Journal of Product

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Organisational resilience capacity and firm product innovativeness and performance (2014, result): “…the social aspect of accontability, suggesting that employees’ ownership or thinking like an owner in the product development processes and efforts elevates the product’s success, which empirically supports the claims of Kelley (2009), O’Connor and DeMartino (2006), and Markham et al. (2010).”
Radical Innovation for Sustainability: The Power of Strategy and Open Innovation (2016, background): “…innovation in the firm’s portfolio (Cooper et al., 2001) and that the organizational separation of innovation activities from other firm activities is a valuable mechanism to maximize strategic choices such as forming commercial spin-offs (Bower and Christensen, 1995; O’Connor and DeMartino, 2006).”
Corporate Foresight: Its Three Roles in Enhancing the Innovation Capacity of a Firm (2011, unknown): “…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 enlightened companies on how they can develop their ability to acquire new capabilities and use…”
Processes, antecedents and outcomes of dynamic capabilities (2014, background): “Therefore, both organisational structure and flexibility appear to be vital (Colarelli O’Connor & DeMartino, 2006).”