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Building dynamic capabilities for innovation: an exploratory study of key management practices

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While both the innovation literature and the dynamic capabilities perspective identify loose processes as most appropriate for high uncertainty domains, this produces little reassurance to organizations seeking to improve their ability to commercialize innovations. This paper takes the position that practices for managing innovation project leaders are a key component of an organization's dynamic capabilities for innovation. Our comparative case analysis of divisions of two established Korean organizations suggests that managerial practices include the deployment of entrepreneurial resources having particular skills, characteristics, and motivation. In addition, we identify the relational and decision support roles of managers.

Document Type: Research Article


Affiliations: 1: Department of Business Administration, Seoul National University of Technology, 172 Gongreung 2 dong, Nowon-gu, Seoul 139-743, Republic of Korea., Email: 2: Arthur M. Blank Center for Entrepreneurship, Babson College, Babson Park, MA 02457, USA., Email:

Publication date: March 1, 2008

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