Divergent thinking and market visioning competence: An early front-end radical innovation success typology

Reid, Susan; Brentani, Ulrike de; Kleinschmidt, Elko J.

doi:10.1016/j.indmarman.2014.08.011

Cited by 30 publications

(28 citation statements)

References 64 publications

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“…Such a culture allows for the development of innovative products and for the opening of new markets on a global scale (Grant, ; Roberts, ). Similarly, senior management involvement in global NPD enhances the capability‐performance link through its visioning, championing, and sponsoring roles (Reid & de Brentani, ; Reid, de Brentani, & Kleinschmidt, ). These roles are critical for an effective global NPD process.…”

Section: Article Reviewsmentioning

confidence: 99%

The Impact of Company Resources and Capabilities on Global New Product Program Performance

Brentani

Kleinschmidt

2015

Project Management Journal

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Product innovation and the trend to globalization are two important and interrelated dimensions driving business today. In this article, the results of five published research articles on the topic of global new product development (NPD) are summarized to provide an integrated overview of the factors that impact global NPD program performance. The overall conceptual framework is based on three types of literature—NPD, globalization, and organization. The main theoretical approach for establishing relationships between factors is the dynamic capability/resource‐based view. Accordingly, factors linked to outcome are seen as operating on different organizational levels, with more actionable initiatives or ‘capabilities’ largely mediating the softer and longer term background ‘resources’ of the firm. The analyses are based on a broad cross‐industry sample of 467 firms (North America, Europe, B2B, goods/services). Three global NPD‐related background resources (global innovation culture, resource commitment, and senior management involvement), labeled the ‘behavioral environment’ of the firm, are identified and shown to be linked to global NPD program performance via the mediated effect of four specific NPD capabilities (NPD process, strategy, team, and IT/communication). A qualitative synthesis of the findings is provided, along with recommended management initiatives with which firms can enhance their performance in the global NPD effort. Both sets of factors are found to be essential and highly interrelated, but it is the strength of the behavioral environment resources that distinguish the best performing firms, setting the stage for success in global NPD.

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Section: Article Reviewsmentioning

confidence: 99%

The Impact of Company Resources and Capabilities on Global New Product Program Performance

Brentani

Kleinschmidt

2015

Project Management Journal

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“…The preconditions for radical innovation are open attitudes towards problems and ideas, along with divergent thinking and flexibility (Reid & de Brentani, 2010). Ideas should not be rejected too early, but rather be allowed to mature (Reid, de Brentani & Kleinschmidt, 2014). Another critical factor is market vision competence, i.e.…”

Section: Radical Innovationmentioning

confidence: 99%

The Front End of Radical Innovation: A Case Study of Idea and Concept Development at Prime Group

et al. 2016

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A firm's ability to develop radical innovation is heavily contingent on the front-end phases where ideas and concepts are created, yet few empirical studies provide detailed insights into radical idea and concept development. Using literature on problem finding and problem solving, we explore how radically new ideas and concepts emerge, and outline the process by which they are created. Based on multiple case studies of five completed and two ongoing projects conducted by a highly innovative consultancy firm, Prime Group, the article proposes a six-step process for radical idea and concept development. The insights provide theoretical implications and advice for how firms can increase novelty and success rates of emergent radical ideas and concepts.

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“…More research is needed to understand the skills, competencies and architectures required to improve success rates for radical types of innovation activities. Reid et al (2014) contend that in the early stages of RADICALITY OF INNOVATION 7 radical innovation, ideas for developing a technology for market application are multiple, highly diverse, and many stem from a variety of processes and sources. Hence, in order to succeed with the divergent ideas that tend to prevail during the early stage of radical innovation, firms need to have a set of organizational skills and processes that can absorb, worked with and be enabled by such ideas.…”

Section: Understanding Radicality Of Innovationsmentioning

confidence: 99%

“…It is commonly understood that innovations can be radical in different dimensions and entail different degrees of 'radicality' (Harmancioglu et al, 2009;McNally et al, 2010). Evaluations of radicality are mostly related to final products and services (Rice et al, 2001), since at the early-stage of the innovation process it is hard to estimate how an innovative idea will look like as a final product or service, and how it will transform a technology, an organization and a market (Reid et al, 2014). The ex-post examination is hence easier, but also less critical for practitioners who want to estimate the power of an idea early on.…”

Section: Introductionmentioning

confidence: 99%

Radicality of Innovation: Perceptions of Organizational Members

Сергеева

2016

Int. J. Innov. Mgt.

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Evaluations of “radicality” of innovations are mostly related to final products and services, however, examination of innovative ideas earlier on has an important implications for future innovations. Organisational members make decisions on whether or not to propose innovative ideas to the agenda. These decisions are often based on their personal judgements and perceptions. In this paper, a categorisation of innovative ideas by low, medium and high degree of radicality is proposed. The objective is to, on one hand, demonstrate the correctness of the categorisation proposed and, on the other hand, retrieve insights on how the level of radicality of products is conceived by practitioners. The results of a quasi-experimental investigation report that radicality of innovation relates to a degree of change in products. Based on perceptions of practitioners, with an increase in degree of radicality of innovative ideas, the value for rewards enhances.

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Divergent thinking and market visioning competence: An early front-end radical innovation success typology

Cited by 30 publications

References 64 publications

The Impact of Company Resources and Capabilities on Global New Product Program Performance

The Impact of Company Resources and Capabilities on Global New Product Program Performance

The Front End of Radical Innovation: A Case Study of Idea and Concept Development at Prime Group

Radicality of Innovation: Perceptions of Organizational Members

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