Framing problems in radical innovation

Does the use of knowledge integration mechanisms enhance product innovativeness?

“…Environmental context has been examined as a moderating role in linking new product performance and its antecedents in marketing literature (e.g., Land, Engelen, & Brettel, 2012;Molina-Castillo et al, 2011); however, its impact on the moderating role of knowledge integration mechanisms in the knowledge integration mechanisms-innovativeness relationship remains unclear. Furthermore, extant industrial marketing literature has paid little attention to the role of environment context while investigating the barriers of high product innovation (e.g., Bessant, Öberg, & Trifilova, 2014;Sandberg & Aarikka-Stenroos, 2014;Story, Daniels, Zolkiewski, & Dainty, 2014). This study also enriches the current research findings on the issue.…”

The Challenges of Using Design Thinking in Industry – Experiences from Five Large Firms

“…As noted by Bessant, Öberg and Trifilova () and Story et al (), radical innovation is only possible if the company is able to break out of the existing (old) mindsets and routines that keep them to an outdated product or business model. Assink () use the term adoption barriers, which are based on organizational rigidity and the existence of a dominant design, that reinforces the status quo.…”

“…An important barrier is that iterative exploratory approaches, which are inherent to innovation, clash with the linear, efficiency‐oriented processes of incremental product development (Tushman & O'Reilly, ; O'Connor, ). This lack of appropriate routines to handle radical innovation, together with a lack of resources to invest in efforts that may show results only many years down the line, is an important barrier to radical innovation in any firm (see, e.g., Tushman & O'Reilly, ; Assink, ; Bessant, Öberg & Trifilova, ).…”

“…It is well known amongst innovation researchers that large organizations struggle with a lack of appropriate processes and/or routines for radical innovation as well as a lack of resources (e.g., Tushman & O'Reilly, ; O'Connor & DeMartino, ; Bessant, Öberg & Trifilova, ), discussed as an adoption barrier by Assink (). In three of the case companies, DT was integrated in the existing (incremental) processes and then faced challenges in terms of making the use of DT ‘fit’ with these processes.…”

“…In three of the case companies, DT was integrated in the existing (incremental) processes and then faced challenges in terms of making the use of DT ‘fit’ with these processes. This tension, between the focus on exploration and experimentation of DT and the predominant focus on time reduction and short‐term gains (exploitation) has been extensively discussed in the literature (e.g., March, 1991; Tushman & O'Reilly, ; Bessant, Öberg & Trifilova, ). Scholars studying radical innovation have suggested a specific function or track to separate it from mainstream incremental activities (e.g., Tushman & O'Reilly, ; O'Connor, ).…”