2006
DOI: 10.1142/s1363919606001478
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Beyond the Steady State: Managing Discontinuous Product and Process Innovation

Abstract: Research on the innovation process and its effective management has consistently highlighted a set of themes constituting "good practice". The limitation of such "good practice" is that it relates to what might be termed "steady state" innovation -essentially innovative activity in product and process terms which is about "doing what we do, but better". The prescription works well under these conditions of (relative) stability in terms of products and markets but is not a good guide when elements of discontinu… Show more

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Cited by 35 publications
(19 citation statements)
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“…It thereby accommodates a strong plea in the literature for a more contingent view on real options reasoning (Driouchi and Bennett, 2012) and on project management (Loch, 2000;Phillips et al, 2006;Biazzo, 2009). It empirically shows the value of staged project management for resource-abundant firms envisaging incremental innovations.…”
Section: Discussionmentioning
confidence: 70%
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“…It thereby accommodates a strong plea in the literature for a more contingent view on real options reasoning (Driouchi and Bennett, 2012) and on project management (Loch, 2000;Phillips et al, 2006;Biazzo, 2009). It empirically shows the value of staged project management for resource-abundant firms envisaging incremental innovations.…”
Section: Discussionmentioning
confidence: 70%
“…Staged innovation projects, with predetermined milestones and criteria, are not beneficial for the development of this type of radical innovations, where goals are often unclear. A project may not meet its initial expectations, but it can nevertheless lead to the discovery of unanticipated possibilities and thereby enable the development of radical innovations in subsequent projects (Phillips et al, 2006). Although our research set-up does not allow for an explicit test, these results suggest that for radical innovation projects a more experimental approach with flexible deliverables and possible detours is preferable (Eisendardt and Tabrizi, 1995).…”
Section: Discussionmentioning
confidence: 87%
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“…Lynn et al (1996) put forward the notion of "probe and learn" and it may be the case that for discontinuous innovation, firms must consider working with a wide range of different actors that do not operate within the organisations "comfort zone". Focusing on supply relationships, Phillips et al (2006) suggest organisations develop a broad range of non-committal supply relationships or strategic dalliances, which may be pursued alongside longerterm strategic partnerships. Such strategic dalliances would enable a greater degree of flexibility, allowing organisations to respond swiftly to changes in the external environment, whilst maintaining long-term relationships with existing suppliers, protecting the interest of the core business (Birkinshaw, Bessant and Delbridge 2007).…”
Section: Weak Ties and Peripheral Vision Importantmentioning
confidence: 99%
“…Changing planning regulation has required what might be termed, 'discontinuous innovation' -essentially rethinking the design of store formats and, to a certain extent, their location (cf. Phillips et al, 2006). This has challenged retailers to adapt their profitable and efficient larger store formats towards a more flexible view of how to achieve growth.…”
Section: Need For Strategic Innovation With External Regulatory Shockmentioning
confidence: 99%