Sustained Product Innovation in Large, Mature Organizations: Overcoming Innovation-to-Organization Problems.

The elixir (or burden) of youth? Exploring differences in innovation between start-ups and established firms

“…For example, the industry life-cycle approach highlights the advantages of size for process innovation. Other authors have highlighted the problems large firms face in attempting to innovate, especially inertia, myopia, and rigidities that may lead such firms to be risk averse and conservative in relation to innovation activities (Dougherty and Hardy 1996;Hannan and Freeman 1984;Leonard-Barton 1992;Levinthal and March 1993). Although this literature provides insights into the conditions under which size may shape innovativeness, especially at different stages of the industry life cycle, it does not focus on the advantages or disadvantages of new firms versus established firms in terms of innovation, when the effects of size and industry conditions are held constant.…”

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“…As a result, the consumers of the target market don't buy the innovative product and the organization fails in its introduction, with the corresponding waste of time, effort, and money. In this sense, Dougherty and Hardy (1996) indicated that "at the level of the particular product, problems include positioning the product strategically in the market, development production, marketing, and sales, securing expertise, managing external relations (Kazanjian, 1988), understanding new markets (Cooper, 1983;Leonard-Barton, 1991), forming multifunctional teams and sharing knowledge (Ancona & Caldwell, 1990;Dougherly, 1992), and evaluating progress (Griffin & Page, 1993)" (p. 1121). Additionally, in a comparison of some European countries (Austria, Bulgaria, Spain, Romania, Portugal, Poland, Czech Republic, Netherlands, Hungary, Slovakia, Sweden, and Greece), Robinson and Stubberud (2011) explained the following issues:…”

“…The strategic plans don't include the innovation processes joint with the strategic, main or support processes or areas. In respect, Dougherty and Hardy (1996) explained that the two types of problems which are associated with innovation are the following: (a) those affecting a particular project and (b) those affecting the organizational context (p. 1121). Van de Ven (1986) This lack of integration of the innovation processes into the strategic planning of the organizations affected the innovative projects and the organizations in which the innovative projects were developed; due to that, the projects did not generate value for the organizations in many cases, and the continuous loss of value would affect seriously the organizational processes and the business continuity, depending on the market conditions.…”

“…In respect, to the question about the common problems of the firms with their innovation initiatives, Gooffrey Moore answered in an interview (Davidson & Leavy, 2007) that "the biggest challenge comes from the life cycle of innovation, which calls for different management focus at different stages" (p. 4). Dougherty and Hardy (1996) also explained that "when project-level problems are solved across multiple innovations and multiple stages simultaneously, sustained innovation can occur" (p. 1121). Additionally, in a comparison of some European countries (Austria, Bulgaria, Spain, Romania, Portugal, Poland, Czech Republic, Netherlands, Hungary, Slovakia, Sweden, and Greece), Robinson and Stubberud (2011) indicated the following issues:…”

A Historical Survey of Research Regarding Constructed-Response Formats

“…His fears were not unreasonable in light of what we know today about the potential for lack of innovation in established organizations (Dougherty and Hardy 1996). However, according to Bennett (2005), from its inception, the ETS Board of Trustees heeded Brigham's concerns, as did the first ETS president (from 1947 until 1970), Henry Chauncey.…”