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Creativity-Innovation Cycle for Organisational Exploration and Exploitation: Lessons from Neowiz-a Korean Internet Company

机译：组织探索和开发的创新-创新周期：韩国互联网公司Neowiz的经验教训

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This article is about a Korean Internet company that has successfully changed its major service items three times during its 10-year history. The company has been well known for innovativeness since it became the first in the world to develop and sell completely virtual products. By introducing breakthrough innovations, as well as a stream of successive minor innovations, the company has become a leader in highly contested market segments. To explain the company's success, we develop a creativity-innovation cycle with four elements: generating creative ideas from employees, communicating these ideas, implementing them, and learning from the market response. We argue that tight, successive connections of the four elements allowed the company to take advantage of its existing core competencies and execute breakthrough innovations. We explain how the company made the cycle as complete as possible and discuss lessons other companies can learn from the case.
机译：本文是关于一家韩国互联网公司的，该公司在其10年的历史中已成功地三次更改了主要服务项目。该公司自从成为世界上第一个开发和销售完全虚拟产品的公司以来，就以创新性着称。通过引入突破性创新以及一系列连续的次要创新，该公司已成为竞争激烈的细分市场的领导者。为了解释公司的成功，我们开发了一个具有四个要素的创造力-创新周期：从员工那里产生创意，传达这些创意，实施这些创意以及从市场反应中学习。我们认为，四个要素之间紧密而连续的联系使该公司能够利用其现有的核心竞争力并执行突破性的创新。我们将解释该公司如何使周期尽可能完整，并讨论其他公司可以从该案例中学到的经验教训。

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