Successful innovation is vital for firm survival and success (Dougherty, 2004). Leaders of established companies acknowledge that radical innovation, in particular, is critical to their growth and renewal (Leifer et al, 2000). This is especially true for the research and development sector (Eisenbeiß and Boerner, 2010). New product development, while not the only form of innovation, remains the most advanced, the most widely studied, and the most significant type of firm-level innovation (Garcia and Cantalone, 2002). Despite an increase in research on innovation, the identification of specific ways to improve firms’ innovation performance, specifically with regard to radical innovation, remains a significant challenge for researchers of innovation (Bessant et al., 2010).ududThe context for this study is a revelatory case study of two competing R&D teams in a global, high-tech, research-intensive organisation. The teams had a mandate to develop radical innovations, though were characterised by differences in approach and leadership styles. A thematic analysis explores the processes through which each team generated, incubated and, ultimately, implemented new commercial ideas. Four themes emerge from the case study: structure, process, networks and leadership. The analysis suggests that variation in these four elements may explain the variation in the teams’ outcomes in terms of radical and incremental innovation.ududThis study contributes to our understanding of how to organise for innovation, and specifically, how team leadership and networks relate to innovation outcomes. Specifically, it suggests that the three phases of the Innovation Value Chain (Hansen and Birkinshaw, 2007) have differential potency in their likelihood of delivering radical innovation; with a focus on the first phase more likely to produce radical innovation.
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机译：成功的创新对于企业的生存和成功至关重要（Dougherty，2004）。知名公司的领导者都承认，彻底的创新对于他们的成长和更新至关重要（Leifer等，2000）。对于研发部门尤其如此（Eisenbeiß和Boerner，2010年）。新产品开发虽然不是唯一的创新形式，但仍然是公司级创新中最先进，研究最广泛，最重要的类型（Garcia和Cantalone，2002年）。尽管对创新的研究有所增加，但对于提高企业创新绩效的具体方法（特别是在激进创新方面）的确定，仍然是创新研究人员面临的重大挑战（Bessant等，2010）。这项研究是对全球高科技，研究密集型组织中两个相互竞争的研发团队的启示性案例研究。尽管团队的方法和领导风格有所不同，但他们的任务是开发根本性的创新。主题分析探讨了每个团队产生，培育和最终实施新的商业创意的过程。案例研究提出了四个主题：结构，流程，网络和领导力。分析表明，这四个要素的差异可以从根本和增量创新的角度解释团队成果的差异。 ud ud这项研究有助于我们了解如何组织创新，尤其是团队领导力和网络与创新成果有关。具体而言，这表明创新价值链的三个阶段（Hansen和Birkinshaw，2007年）在提供根本性创新的可能性方面具有不同的效力。专注于第一阶段，更有可能产生根本性的创新。
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