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Free Content Structural approaches to organizing for radical innovation in established firms

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Abstract:

Management research has consolidated around the idea that organic structures (typically found in start-ups and young firms) are better at generating novel ideas and products, while mechanistic ones (typically found in established companies) are better at generating incremental improvements. Therefore, the usual recommendation to established firms with the goal of producing radical innovations is to develop them outside the firm itself. This paper questions this 'standard solution' and discusses alternative organizational approaches to producing radical innovation that avoid extreme forms of separation and relate to critical contextual issues. The paper ends with a discussion of implications for managers.

Keywords: AMBIDEXTERITY; CORPORATE ENTREPRENEURSHIP; ORGANIZATIONAL STRUCTURE; RADICAL INNOVATION

Document Type: Research Article

DOI: http://dx.doi.org/10.5367/ijei.2011.0025

Publication date: May 1, 2011

More about this publication?
  • Published quarterly, this journal provides a worldwide forum for the exploration and dissemination of ideas and experience relating to the development and application of entrepreneurship. IJEI is interdisciplinary, publishing the highest-quality work in business and management and in the social sciences. Authors and readers are drawn from government, industry and universities. It has particular appeal to researchers and teachers in higher education, especially in business schools, and university departments of management, sociology and psychology.

    Each issue includes double-blind peer-reviewed papers; a case study with teaching notes, an 'Internet Review' section which identifies and reviews Websites on a selected topic, and book reviews. For key topics go to www.ippublishing.com.
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