Enhancing Discontinuous Innovation through Knowledge Combination: The Case of an Exploratory Unit within an Established Automotive Firm

Mahmoud‐Jouini, Sihem Ben; Charue-Duboc, Florence

doi:10.1111/j.1467-8691.2008.00473.x

Cited by 22 publications

(6 citation statements)

References 31 publications

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“…; Kanter , ; Leonard and Straus ), the rationale being that the cross‐fertilization of diverse ideas encourages employees to look beyond their own knowledge and their usual mindsets (Kanter , ; Leonard and Straus ). Creative ideas are often the result of combining a diverse array of ideas in new and unexpected ways (Mahmoud‐Jouini and Charue‐Duboc ). As a result, organizational knowledge exploration will become more effective when individuals come together.…”

Section: Discussionmentioning

confidence: 99%

Organizational learning in the Philippines: how do team and individual learning contribute?

Dayaram

Fung

2014

Asia Pac J Human Res

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Organizational learning is essential especially in rapidly changing environments, through seeking new knowledge and the effective use of existing knowledge,to unleash innovative potential. It is therefore, important to identify what increases employee engagement in these organizational learning activities. Research was conducted through a survey of local public sector employees in the Philippines to examine empirically the hypothesis that individual learning will increase employee involvement in organizational learning activities through their increased engagement in team learning activities. The findings confirm the mediating role of team learning between individual learning and organizational learning. This study also examines the distinct roles of internal (within team) and external team (across team) learning in this relationship and findings suggest team learning also plays a significant role in improving organizational performance. This study has the potential to inform the development of appropriate human resource management strategies to facilitate knowledge sharing and learning within and across teams at the local level, as a major intermediate step toward motivating employees to engage in organizational learning activities by applying their individual knowledge. Key points1 Organizational learning is important if local government in the Philippines is to meet increased demands for service delivery in a context of devolved responsibility and financial constraint. 2 Team learning has a central role in mediating between organizational and individual learning. 3 Both internal team learning (sharing and communication activities) and external team learning (observation and discussion outside the immediate team) mediate the relationship between organizational and individual learning. 4 Team learning also contributes positively to organizational performance.

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Section: Discussionmentioning

confidence: 99%

Organizational learning in the Philippines: how do team and individual learning contribute?

Dayaram

Fung

2014

Asia Pac J Human Res

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“…This research project was conducted at MINATEC IDEAs Laboratory, a French multi‐partner innovation platform located close to the micro‐nanotechnology research campus MINATEC. MINATEC IDEAs Laboratory is a new type of organization, which brings together a group of partners with varying skills and knowledge around exploratory projects on emerging technologies (Segrestin, 2005; Ben Mahmoud‐Jouini & Charue‐duboc, 2008). In 2008, when this research project was carried out, MINATEC IDEAs Laboratory comprised six industrial partners from different market sectors (energy production, automotive industry, sport, optics, etc.)…”

Section: Empirical Materials and Research Methodologymentioning

confidence: 99%

Exploring Over: The Presumed Identity of Emerging Technology

Gillier

Piat

2011

Creat Innov Manage

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While scientists are stepping up their efforts to develop new technologies, the ability of firms to determine the value of their technologies by identifying potential applications has become a major challenge. This article focuses on a particular phase of technology development: the emergence phase. When a promising new technology first sees the light of day in a fundamental research laboratory, its target markets often seem plentiful but are ill-defined. The inability to produce prototypes or to identify potential users makes it difficult to explore potential commercial applications. On the basis of four micro-nanotechnologies case studies conducted within a multi-partner innovation project, this article aims to theoretically explain why the identification of applications from emerging technologies is not a trivial problem. That research analyses how technologists and non-experts interact during creative investigations into new applications. It shows that the technologists are victims of a form of cognitive fixation. Indeed, their beliefs and activities are guided by a stable cognitive representation of their technology: the presumed identity of technology.Based on a recent design framework, C-K Design Theory, the technological exploration process followed in our four case studies is modelled, and mechanisms to dismantle the presumed identity and to design an extended identity of technology are provided.

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“…Following Christensen, most scholarly efforts in this area have been internally focused, with the most common recommendation being for the incumbent to separate any disruptive initiative from the rest of the organization (Christensen, ). By doing so, its development is protected from the forces of resource dependency that are otherwise likely to starve it (Van Loy, Martens & Debackere, ; Mahmoud‐Jouini & Charue‐Duboc, ; O'Reilly & Tushman, ). Nevertheless, as pointed out by Bhidé (), the combination of significantly different resources and activities require substantial integration efforts and the direct and indirect costs of these may be so high that overall performance actually makes their integration questionable.…”

Section: Previous Research On Disruptive Innovationmentioning

confidence: 99%

Symmetric Assumptions in the Theory of Disruptive Innovation: Theoretical and Managerial Implications

Sandström¹,

Berglund²,

Magnusson³

2014

Creat Innov Manage

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The literature on disruptive innovation has convincingly explained why many established firms encounter problems under conditions of discontinuous change. Incumbents fail to invest in new technologies that are not demanded by their existing customers. This argument is grounded in resource dependency theory and the associated assumption that existing customers control a firm's internal resource allocation processes. While the problem of disruptive innovation has been convincingly explained, there is still a need for managerial solutions. We argue that a key reason why such solutions are lacking can be found in the asymmetric assumptions made in the original theory of disruptive innovation. Specifically, we identify two related forms of asymmetry. First, the focal (incumbent) firm is treated as a collection of heterogeneous actors with different preferences, incentives and competencies, whereas firms in the surrounding environment are treated as if they contained no such heterogeneity. Second, the theory of disruptive innovation describes incumbents as controlled by their environment, but has failed to recognize that the environment can also be influenced. In this paper we argue that a more symmetric theory of disruptive innovation – i.e. one that treats all similar entities in the same way – opens up for a range of interesting managerial solutions.

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Enhancing Discontinuous Innovation through Knowledge Combination: The Case of an Exploratory Unit within an Established Automotive Firm

Cited by 22 publications

References 31 publications

Organizational learning in the Philippines: how do team and individual learning contribute?

Organizational learning in the Philippines: how do team and individual learning contribute?

Exploring Over: The Presumed Identity of Emerging Technology

Symmetric Assumptions in the Theory of Disruptive Innovation: Theoretical and Managerial Implications

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