Radical innovation in established organizations: Being a knowledge predator

How social capital and knowledge affect innovation

“…It is related to know-how and is based on experience (Nonaka, 1994). Uncodified knowledge is the root of idea generation (Castiaux, 2007). If idea generation in a particular instance is only the reconfiguration of existing explicit knowledge as applied to products, such idea generation should give rise to incremental innovations (Castiaux, 2007).…”

Why is it difficult to design innovative IT? : An agential realist study of designing IT for healthcare innovation

“…For instance, empirical research have demonstrated that radical innovation is especially difficult in large and old organizations (such as public healthcare organizations), which tend to only achieve incremental innovations (Castiaux, 2007). Public healthcare organizations are often characterized by a highly regulated, conservative, bureaucratic and hierarchical structure.…”

Configurations of knowledge transfer relations: An empirically based taxonomy and its determinants

“…More recently attention has shifted towards external resource bases as well including a firm's IORs (Dyer and Singh, 1998;Lavie, 2006). By combining complementary resources, firms can collaboratively perform activities that they could not perform alone, thereby overcoming resource-based constraints on performance (Castiaux, 2007;Combs and Ketchen, 1999;Dyer, 1996).…”

“…In other words, the more radical the innovative activity of a firm, the greater the need for deep ties for knowledge exchange because the need for more detailed and tacit knowledge is greater. Because innovations are in essence new combinations of knowledge, radical innovations are likely to require especially new knowledge from a variety of different types of partners (Castiaux, 2007). The more diverse the knowledge inputs, the greater the likelihood of very new combinations emerging.…”