Radical Innovation: How Mature Companies Can Outsmart Upstarts

By R. Leifer. 2000

527 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/cae83db27b136f385696b6ee031e943bb2c0603c

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Citations in the corpus

Organizing for Radical Innovation: An Exploratory Study of the Structural Aspects of RI Management Systems in Large Established Firms, Journal of Product (2006, methodology): “Much of the academic literature focusing on the management processes for radical innovation considers the RI project as the unit of analysis and examines appropriate project management techniques associated with high levels of uncertainty given the constraints of the large established firm (Burgelma”
The Impact of Innovation on the Firm Performance and Corporate Social Responsibility of Vietnamese Manufacturing Firms (2019, background): “Gobbo and Olsson [41] argue that innovation includes both the search for knowledge novelty and the application of available knowledge, which is essential to materialize firms’ potentials.”
Incumbent Performance in the Face of a Radical Innovation: Towards a Framework for Incumbent Challenger Dynamics (2012, background): “, 1997; Tripsas and Gavetti, 2000; Tushman and Anderson, 986; Utterback, 1994)? In many instances, incumbents are able to end off competitive threats (Leifer et al., 2000; Methe et al., 1997).”
Connecting Absorptive Capacity and Open Innovation (2008, background): “Absorption capacity of firms in relation to radically new ideas in an early research phase is quite different from absorption capacity related to proven technology that can readily be translated into new products or markets (Leifer et al. 2000).”
Understanding the advantages of open innovation practices in corporate venturing in terms of real options (2008, background): “Absorptive capacity of firms in relation to radically new ideas in an early research phase is quite different from absorptive capacity related to proven technology that can readily be translated into new products or markets (Leifer et al., 2000).”
Resource constraints as triggers of radical innovation: Longitudinal evidence from the manufacturing sector (2013, background): “A firm that succeeds at innovating radically often enjoys superior performance, whereas firms that fail are likely to lose market share (Christensen, 1997; Christensen and Bower, 1996; Leifer et al., 2001).”