Organizing for Radical Product InnovationJan 1, 1998 Rajesh K. Chandy and Gerard J. Tellis, 1998, 98-102
Proposes an explanation for radical innovation that is based on organizational and strategic factors; suggests that key factor is willingness to cannibalize specialized investments.
Why Managers Persist with New Product FailuresJan 01, 1998
Today’s competitive market demands fast and accurate reaction to negative feedback, yet managers often stick with a losing course of action. This study examines why, and suggests how to avoid the trap of “escalation bias.”
Embracing Cannibalization for Radical InnovationJan 01, 1998
What distinguishes innovative companies from others? Organizational attitudes and structures.
Organizational Capacities for Sustained Product InnovationJan 1, 1998 Deborah Dougherty, 1998, 98-118
Develops new constructs defining the work of innovation within an organization; explores the organizational capacities of a variety of companies that range in their innovative abilities in order to articulate how to organize for sustained product innovation.
Paradoxes of Technology: Consumer Cognizance, Emotions, and Coping StrategiesJan 1, 1998 David Glen Mick and Susan Fournier, 1998, 98-112
Develops a framework of consumer experiences with technology; identifies and organizes the behavioral strategies consumers use to cope with the "paradoxes" (e.g., control/chaos) offered by technology ownership.
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