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Developing radical innovations: Introducing Tangibility, Tolerance and Tightness
KTH, Royal Institute of Technology. (Integr Produktutveckling)ORCID iD: 0000-0002-6056-5172
KTH, Royal Institute of Technology. (Integr Produktutveckling)ORCID iD: 0000-0002-9746-4498
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design. AB Sandvik Coromant. (Product Innovation)ORCID iD: 0000-0002-2062-4318
2018 (English)Conference paper, Published paper (Refereed)
Abstract [en]

This paper investigates what actions can be taken in order to support the development

of radical innovations. The contribution adds to our understanding of how radical

innovation projects develops over time and what and how managerial actions can be

taken in order to support this development. Six radical innovation projects from two

different empirical settings have been investigated though semi-structured interviews

and the use of a project journey mapping technique allowing for a combination of both

narrative and critical incident data collection. The data was analyzed in Nvivo. The

results revealed three different flows of activities for radical innovation projects that

iteratively and interactively took place over time from the emergence of the idea to

commercialization, namely: (1) the configuration of the product system, (2) the

understanding of customer value and (3) the experimentation of understanding of how

to monetizing value form radical innovation projects. Three mechanisms in order to

manage these flows are presented: (1) making the radical innovation and its potential

more tangible, (2) creating a tolerance for the uncertainties and ambiguities related to

the innovation during its development in the organization and (3) handling the

management control tightness of the project in order for it to make it to the

commercialization. Two main practical implications of the results are discussed. First

of all, organizations that aim to develop radical innovations need to understand and

support the three different flows of activities early on and what it implies in terms of

competences needed and resources allocated. Second, the presented mechanisms

provide distinct examples of actions that can be taken in order to support the

development flows of radical innovations.

Place, publisher, year, edition, pages
2018.
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Product Innovation
Identifiers
URN: urn:nbn:se:ltu:diva-70046OAI: oai:DiVA.org:ltu-70046DiVA, id: diva2:1230196
Conference
25TH INNOVATION AND PRODUCT DEVELOPMENT MANAGEMENT CONFERENCE, IPDMC
Projects
Flödesorienterad innovationssupport
Funder
VINNOVA, 2016-03205Available from: 2018-07-03 Created: 2018-07-03 Last updated: 2018-08-14Bibliographically approved

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