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Adaptation and Organizational Connectedness in Corporate Radical Innovation Programs

机译：企业激进创新计划中的适应和组织联系

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摘要

This research examines how established companies organize programs for fostering technology-based radical innovation. It addresses conflicts revealed in the innovation literature concerning the appropriate design of the strategic, structural, and process components of these programs. In developing innovation strategies, managers must balance the desire for strategic -clarity with the need to allow for creativity and exploration. They must structure programs that ensure innovations benefit from the organization's resources while minimizing the numerous constraints that can impede these unconventional activities. Additionally, though they may favor management processes that provide accountability and effective resource allocation, managers must also ensure these do not restrict the flexibility required for successful innovation. The study is a longitudinal, comparative case analysis of interviews with managers involved in innovation programs in 12 industry-leading multinational corporations. Site visits at each company were followed by biannual interviews with key managers in each company. A toted of 81 follow-up interviews were conducted over a three-year period. These interviews were aimed at identifying the changes and progress in the programs over time and internal and external impacts on the organization's innovation activity. The analysis reveals (1) distinct but evolving objectives that maintain a logical strategic connection. (2) adaptive structures that shift and transform but preserve relationships with the broader organization, and (3) flexible processes that are understandable beyond the innovation program and are modifiable, both for the context and in response to learning over time. This suggests that programs introducing high uncertainty and risk into mature corporate environments are highly flexible systems that maintain organizational connectedness as they evolve. For academics, this implies a need to understand the evolution of innovation programs as an adaptive learning process that, regardless of form and purpose, preserves its connection to the traditional organization. For practitioners, it highlights the importance of considering the process, strategic, and structural connections to the broader organization when designing innovation programs and suggests the need for feedback mechanisms to help adapt these elements over time.
机译：这项研究研究了成熟的公司如何组织计划以促进基于技术的根本性创新。它解决了创新文献中揭示的与这些程序的战略，结构和流程组件的适当设计有关的冲突。在制定创新策略时，管理者必须在对战略清晰性的需求与允许创造力和探索性的需求之间取得平衡。他们必须制定计划，以确保创新能从组织的资源中受益，同时最大程度地减少可能阻碍这些非常规活动的众多限制。此外，尽管他们可能倾向于提供问责制和有效资源分配的管理流程，但管理人员还必须确保这些流程不会限制成功创新所需的灵活性。这项研究是对12家行业领先的跨国公司中参与创新计划的经理进行访谈的纵向比较案例分析。在对每家公司进行现场访问之后，每两年对每家公司的主要经理进行一次访谈。在三年的时间内进行了81次随访。这些访谈的目的是确定计划随时间的变化和进度以及对组织创新活动的内部和外部影响。分析揭示了（1）保持逻辑战略联系的不同但不断发展的目标。 （2）适应性结构，可以转移和转换，但保留与更广泛组织的关系；（3）灵活的过程，对于上下文和随着时间的推移，这些过程在创新计划之外是可以理解的，并且可以修改。这表明在成熟的公司环境中引入高度不确定性和风险的程序是高度灵活的系统，可以随着它们的发展保持组织的联系。对于学者而言，这意味着需要将创新计划的演变理解为一种适应性学习过程，无论其形式和目的如何，都可以保持其与传统组织的联系。对于从业者，它强调了在设计创新计划时考虑与更广泛组织的过程，战略和结构联系的重要性，并建议需要反馈机制来帮助随着时间的推移适应这些要素。

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  • 来源
    《Journal of product innovation management》 |2009年第5期|487-501|共15页
  • 作者

    Donna Kelley;

  • 作者单位

    Arthur M. Blank Center for Entrepreneurship, Babson College, Babson Park, MA 02457;

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