Radical innovation: triggering initiation of opportunity recognition and evaluation

Rice, Mark; Kelley, Donna; Peters, Lois S.; O’Connor, Gina Colarelli

doi:10.1111/1467-9310.00228

Cited by 123 publications

(97 citation statements)

References 26 publications

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“…Such on the go ideas may not yield any visible change in the outcome, nor substantiate new information or knowledge, and may pose very limited risk with little or no additional costs. So far differentiation in the form of radicalness has mostly been made in relation to an end product of the innovation process (Damanpour, 1988;Rice et al, 2001). Radicalness has been defined in various different ways (i.e.…”

Section: Perceived Radicality Of Ideasmentioning

confidence: 99%

Creative participation in construction firms: bridging creativity and innovation

Sergeeva¹,

Radosavljević²

2012

OTMCJ

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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...

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Section: Perceived Radicality Of Ideasmentioning

confidence: 99%

Creative participation in construction firms: bridging creativity and innovation

Sergeeva¹,

Radosavljević²

2012

OTMCJ

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“…When an innovating firm and lead users start to cooperate, there can be quite some confusion as both firms cannot understand each other because of the differences in cognitive structures. The opportunity recognition literature has been analysing this in detail (O'Conner et al, 2001a(O'Conner et al, , 2001bRice et al, 2002aRice et al, , 2002bVeryzer, 2003).…”

Section: Opportunity Recognition In Early Stagesmentioning

confidence: 99%

Reframing the role of lead users in radical innovations: an open innovation perspective

Vanhaverbeke

2010

IJBE

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Developing a strong relation with lead-users can have a strong effect on the commercial success of radical innovations. We consider lead-user interaction as an important yet underexplored research topic in open innovation. In particular, we seize three themes defining the role of lead users. First, open innovation requires that the role of lead users is not analysed only at the dyad level but also at the value network level. Second, we use the innovation funnel as a tool to analyse the dynamics between lead users and the innovating firm. Finally, we show how outbound innovation activities of the innovating firm have a profound impact on the relationship between the innovating firm and its lead users.Keywords: open innovation; lead-user; value-network; value creation; value capturing; business model.

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“…Besides these observations a number of authors developed prescriptive processes (Noori, Munro, Deszca, & McWilliams, 1999;Rice, Kelley, Peter, & O'Connor, 2001;Savioz, Lichtenthaler, Birkenmeier, & Brodbeck, 2002) designed to mange discontinuous technologies and radical innovation. However all these authors fully concentrate on radical innovation and describe the strategy formulation process isolated from an overall management context.…”

Section: Company Level Research On Discontinuous Technologies and Radmentioning

confidence: 99%

How to transfer discontinuous technology into radical innovation: some evidence from three nanotech cases

Trauffler¹,

Herstatt²,

Tschirky

2005

IJTIP

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In this paper the focus is on the strategy formulation processes, specifically supportive methods and structures, which address various managerial issues concerning discontinuous technologies and radical innovation in the early phase of strategic decision-making. In three in-depth case studies how companies proceeded with discontinuous technology and radical innovation ideas in strategy formulation was

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Radical innovation: triggering initiation of opportunity recognition and evaluation

Cited by 123 publications

References 26 publications

Creative participation in construction firms: bridging creativity and innovation

Creative participation in construction firms: bridging creativity and innovation

Reframing the role of lead users in radical innovations: an open innovation perspective

How to transfer discontinuous technology into radical innovation: some evidence from three nanotech cases

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