Authors: John Bessant, Bettina Von Stamm, Kathrin M. Moeslein
Addresses: University of Exeter Business School, Rennes Drive, Exeter, EX4 4ST, UK. ' Innovation Leadership Forum, Old Rectory, The Green, North Wootton, Norfolk, PE30 3RD, UK. ' University of Erlangen-Nuremberg, Information Systems I – Innovation & Value Creation Lange Gasse 20, 90403 Nuremberg, Germany; Center for Leading Innovation & Cooperation (CLIC) HHL, Leipzig Graduate School of Management Jahnallee 59, 04109 Leipzig, Germany
Abstract: Learning to manage innovation is essentially about developing and modifying capability to search, select and implement and being able to repeat the trick. Developing |routines| which allow for regular innovative activity is central to capability building – but the paradox is that as the firm routinises so its ability to cope with the unexpected diminishes. Successful innovating organisations also require the ability to review those routines and extend or change them. We suggest that discontinuous innovation highlights this problem of dynamic capability in that it forces firms to learn new approaches and let go of old ones around the core search, select and implement questions. In this paper, we explore the challenge of extending and replacing routines for |selection| in the face of discontinuous challenges and highlight the problems of |bounded space| within which both explore and exploit routines operate but which are insufficient to cope with challenges in discontinuity.
Keywords: discontinuous innovation; capability building; selection space; sense-making; bounded exploration; ambidexterity; discontinuity; innovation management.
International Journal of Technology Management, 2011 Vol.55 No.1/2, pp.156 - 170
Published online: 29 Jul 2011 *Full-text access for editors Access for subscribers Purchase this article Comment on this article