Implementing radical innovation in mature firms: The role of hubs

Leifer, Richard; O’Connor, Gina Colarelli; Rice, Mark

doi:10.5465/ame.2001.5229646

Cited by 245 publications

(219 citation statements)

References 3 publications

Supporting

Mentioning

214

Contrasting

Unclassified

Order By: Relevance

“…The picture is less recognizable for non-construction participants who were approximately equally willing to contribute ideas of all levels of radicality for all given structures. Organizations clearly require participation of highly knowledgeable employees to increase contribution of more radical ideas with an ultimate goal of achieving radical innovation (Leifer et al, 2001). Perhaps surprisingly, we did not find any effects of personality dimensions on the willingness to creatively participate (Hypothesis 2), which is clearly different to previous studies of creativity ).…”

Section: Discussioncontrasting

confidence: 57%

Creative participation in construction firms: bridging creativity and innovation

Sergeeva¹,

Radosavljević²

2012

OTMCJ

View full text Add to dashboard Cite

o r g a n i z a t i o n , t e c h n o l o g y a n d m a n a g e m e n t i n c o n s t r u c t i o n · a n i n t e r n a t i o n a l j o u r n a l · 4(2)2012 490Creative participation in construction firms: bridging creativity and innovation Keywordsan intricate evolution of mainstream theories follows the growing need to explain employees' commitment and engagement. Our understanding of these work-related phenomena and behaviour has improved but creativity and innovation as desired indicators are still often treated as coexisting constructs with very little attention given to a state of willingness of an individual to even consider contributing ideas. In this research we investigate the influence of knowledge and understanding, perceived radicality, personality dimensions, and favouring of ideas on employee willingness to creatively participate in order to trace its existence in propagation of ideas. A total of 76 construction and non-construction professionals participated in between-subject quasi-experiments. We also proposed IPO-based radicality of ideas construct from the viewpoint of employees involved in the processes of transformation. The research findings show that experts with deep understanding of the work are more likely to contribute highly radical ideas to decision-makers than less knowledgeable employees. Furthermore, personal factors that impact employee willingness to creatively participate have been valued higher than organisational factors. Personality dimensions by The BigFive Inventory have shown no effect on willingness to contribute ideas, while favouring of ideas showed a significant effect. In general, the findings show similarities with some studies of consumer willingness to participate in co-creation processes and thus indicate that firms may be studied as dynamic internal markets of ideas. 491 INTRODUCTIONCommitted and highly engaged employees that are passionate about their work represent the backbone of successful companies Ho et al., 2011). Many scholars have argued for decades that successful companies rely on entrepreneurial innovations of their teams and individual employees (Chadwick and Dabu, 2009;Hitt et al., 1997). It has also long ago been established that such employees are devoted to a task and generate more ideas or solutions to potential problems (Simon, 1955). However, a creative idea can only become an innovation or a solution to a problem if it is transformed from a concept into reality (Roffe, 1999). By providing ideas, an individual is, therefore, clearly at the crux of this transformation (Mumford, 2000). Whilst creativity in this form is recognized as an important underpinning of innovation (Oldham and Cummings, 1996;Zhou, 2003), most of the research on the subject has focused on the outcomes of creative processes (Zhou and George, 2003). Scholars that conceptualize creativity as a process are still forming an emerging field of enquiry (Gilson, 2008;Lubart, 2001). However, even in these studies the question whether an individual is willing to contribute the ge...

show abstract

Section: Discussioncontrasting

confidence: 57%

Creative participation in construction firms: bridging creativity and innovation

Sergeeva¹,

Radosavljević²

2012

OTMCJ

View full text Add to dashboard Cite

show abstract

“…The literature reveals that there are managerial uncertainties associated with changing the members of an R&D project team, required resources and competencies, managing relationships with the rest of the organization and co-operation with partners (e.g. Souder & Moenaert 1992;Osborne 1996;Leifer et al 2001;Muller & Välikangas 2005;Freel 2005;Hall & Martin 2005;Mitleton-Kelly 2006;Koen et al 2010). Koen et al (2010), for example, have pointed out that traditional tools used to manage risk are fundamentally flawed in innovation projects because the unknowns associated with innovation, by their very nature, are unpredictable.…”

Section: Journal Of Management Researchmentioning

confidence: 99%

The uncertainty of innovation: a systematic review of the literature

Jalonen

2011

jmr

121

105

View full text Add to dashboard Cite

Innovation is defined as a process that is fraught with uncertainty. This article's aim is to diminish lack of knowledge of the factors that create uncertainty in innovation processes. The basic thrust of the present argument is that the potential value integral to innovation may or may not be materialized in the future. Given that the future entails uncertainty, it is reasonable to expect that uncertainty is inherent in every innovation process. Uncertainty results from the fact that, on the one hand, events in the future do not follow the course of past events, and, on the other, knowledge of the future is always incomplete. Using a systematic approach to reviewing the literature, eight factors which create uncertainty in processes of innovation were identified, namely: technological uncertainty, market uncertainty, regulatory/institutional uncertainty, social/political uncertainty, acceptance/legitimacy uncertainty, managerial uncertainty, timing uncertainty, and consequence uncertainty.

show abstract

“…The acceleration of innovation can be facilitated by radical, or breakthrough innovation (Leifer et al, 2001). A radical innovation "is a product, process, or service with either unprecedented performance features or familiar features that offer significant improvements in performance or cost that transform existing markets or create new ones" (Leifer et al, 2001:102).…”

Section: The Upper Limits Of Fgr: Overlap Between Radical Innovation mentioning

confidence: 99%