Journal articles: 'Innovation paradox'

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Glavovic, Bruce. "Coastal Innovation Paradox." Sustainability 5, no. 3 (March 4, 2013): 912–33. http://dx.doi.org/10.3390/su5030912.

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Giddens, Jean. "The Innovation Paradox." Journal of Professional Nursing 31, no. 4 (July 2015): 271–72. http://dx.doi.org/10.1016/j.profnurs.2015.06.008.

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Chan, Jeremy. "China's innovation paradox." Perspectives: Policy and Practice in Higher Education 19, no. 1 (January 2, 2015): 23–27. http://dx.doi.org/10.1080/13603108.2014.992999.

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Hofstra, Bas, Vivek V. Kulkarni, Sebastian Munoz-Najar Galvez, Bryan He, Dan Jurafsky, and Daniel A. McFarland. "The Diversity–Innovation Paradox in Science." Proceedings of the National Academy of Sciences 117, no. 17 (April 14, 2020): 9284–91. http://dx.doi.org/10.1073/pnas.1915378117.

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Prior work finds a diversity paradox: Diversity breeds innovation, yet underrepresented groups that diversify organizations have less successful careers within them. Does the diversity paradox hold for scientists as well? We study this by utilizing a near-complete population of ∼1.2 million US doctoral recipients from 1977 to 2015 and following their careers into publishing and faculty positions. We use text analysis and machine learning to answer a series of questions: How do we detect scientific innovations? Are underrepresented groups more likely to generate scientific innovations? And are the innovations of underrepresented groups adopted and rewarded? Our analyses show that underrepresented groups produce higher rates of scientific novelty. However, their novel contributions are devalued and discounted: For example, novel contributions by gender and racial minorities are taken up by other scholars at lower rates than novel contributions by gender and racial majorities, and equally impactful contributions of gender and racial minorities are less likely to result in successful scientific careers than for majority groups. These results suggest there may be unwarranted reproduction of stratification in academic careers that discounts diversity’s role in innovation and partly explains the underrepresentation of some groups in academia.

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Sabl, Andrew. "The paradox of innovation." Journal of Economic Behavior & Organization 182 (February 2021): 285–96. http://dx.doi.org/10.1016/j.jebo.2020.11.022.

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Ito, Nobuiuki Costa, and Mihail De Pieri Mirica. "ADMINISTRAÇÃO DE P&D NA INDÚSTRIA DE ALTA TECNOLOGIA: COMO GERENCIAR UM PARADOXO? DOI:10.7444/fsrj.v2i2.60." Future Studies Research Journal: Trends and Strategies 2, no. 2 (December 7, 2010): 108–31. http://dx.doi.org/10.24023/futurejournal/2175-5825/2010.v2i2.60.

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The competitive environment of the knowledge age is getting more complex, dynamic, and fast-moving each day. The high tech industry is intensively tied to its effects and demands for innovation, so the field of Research and Development must act strategically, generating innovations and granting success and sustainability to the business. However, there is a paradox in R&D which may lay traps and obstacles disguised by the busy day-to-day activity of the organization. The purpose of this paper is to point out directions that managers may take to cope with these contradictions in R&D administration. The R&D paradox is rooted in the conflict between exploitation, achieved by continual improvement through incremental innovation, and by exploration, which seeks new opportunities in the creation of new technologies through disruptive innovations. These two sides of the paradox demand different, and sometimes even divergent, organizations. Top management leadership is crucial for the acceptance and balancing of the contradictions created by this paradox, and can align exploitation/exploration through distributive and integrative decisions and transform companies into truly ambidextrous organizations. Key-words: Research & Development. Innovation. Paradox. Ambidextrous organizations. Strategy.

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Miyagiwa, Kaz, and Yunyun Wan. "Innovation and the merger paradox." Economics Letters 147 (October 2016): 5–7. http://dx.doi.org/10.1016/j.econlet.2016.08.005.

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Ess, Charles Melvin. "Media innovations: success and paradox. (Editorial Introduction)." Journal of Media Innovations 2, no. 2 (August 12, 2015): 1–5. http://dx.doi.org/10.5617/jmi.v2i2.2371.

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I review the four main articles constituting this issue, highlighting successes as well as tensions and conflicts uncovered across the articles in various efforts at innovation. I conclude by noting how both individual articles and articles taken together reinforce, expand, and/or call into question larger patterns of media innovations as these have been articulated in previous issues of The Journal of Media Innovations.

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Ricketts, Thomas C., and Arnold D. Kaluzny. "Innovation within innovation: A paradox for cancer control research." Family & Community Health 12, no. 3 (November 1989): 54–62. http://dx.doi.org/10.1097/00003727-198911000-00007.

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Li, Fei. "The Paradox of Reputation for Innovation." Academy of Management Proceedings 2020, no. 1 (August 2020): 18361. http://dx.doi.org/10.5465/ambpp.2020.18361abstract.

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Kaplan, Soren M. "Discontinuous innovation and the growth paradox." Strategy & Leadership 27, no. 2 (February 1999): 16–21. http://dx.doi.org/10.1108/eb054631.

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Lauritzen, Ghita Dragsdahl, and Maria Karafyllia. "Perspective: Leveraging Open Innovation through Paradox." Journal of Product Innovation Management 36, no. 1 (October 12, 2018): 107–21. http://dx.doi.org/10.1111/jpim.12474.

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Hasanova, Lachin Xalid. "The main directions of the application of pedagogical innovations in modern times and the role of teachers in this activity." Educ. Form. 6, no. 3 (June 30, 2021): e5347. http://dx.doi.org/10.25053/redufor.v6i3.5347.

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The article explores the application of pedagogical innovations and the role of the teacher in this area. The survey showed that the application of pedagogical innovations in education is conditioned by a complex of different factors. In addition to motivating teachers, their age characteristics, attitude to new pedagogical technologies and the level of their use, as well as the presence of the necessary skills and so on are important. The unequivocal lack of attitudes towards pedagogical innovations, as well as teachers 'frustration, passivity and negative attitude towards innovation, also prevent the widespread application of innovation. The survey showed that there is no serious paradox in teachers' assessment of innovative teaching methods at real and predictable levels. There is no doubt that there is an intensive interest in the use of new methods in the organization of training, and the positive aspects of innovation in teaching, in the opinion of teachers, increase cognitive activity, reduce negative emotions and create lasting motivation in students.

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Rodrigues, Leonel Cezar, Valeria Riscarolli, Marco Antônio Sampaio de Jesus, and Fabricia Durieux Zucco. "DIGITAL DISRUPTIVE INNOVATION: PARADOX or CONCEPTUAL DISTORTION?" Revista de Negócios 22, no. 3 (July 13, 2018): 53. http://dx.doi.org/10.7867/1980-4431.2017v22n3p53-63.

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Cultures that incorporate new knowledge produced elsewhere in the industrial or academic environment need rethink the basic elements of knowledge they incorporate, or else they may incur huge conceptual distortions or even superficial absorption, without intrinsic value. This seems to be the case of concept on disruptive innovation. It’s conceptual purposes seem to be distorted as disruptive innovation spreads through academia and industry. The main objective of this research is to identify the conceptual premises of disruptive innovation in selected cases of digital disruptive innovation, to characterize an epistemology meaning to it. The methodology is quantitative. We used the CAPES journal base and Publish or Perish, evaluating the articles and performing a textual scan with the Iramuteq software. The main results indicated that there are two clusters of concepts of disruptive innovation, one from the context of established companies and another from the context of new companies, originated as result of digital transformations. Conclusions lead to same conceptual logic in both concepts. However, conceptual logic based on events of established companies, is epistemologically more dogmatic than the one that considers disruptive innovation in the context of digital companies, which is more typically perspectivist.

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Dewick, P., and M. Miozzo. "Sustainable technologies and the innovation–regulation paradox." Futures 34, no. 9-10 (November 2002): 823–40. http://dx.doi.org/10.1016/s0016-3287(02)00029-0.

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Graham, Mark, and Stephen Moore. "Elementary Art Education, Innovation, and Darwin's Paradox." Childhood Education 94, no. 4 (July 4, 2018): 4–12. http://dx.doi.org/10.1080/00094056.2018.1492861.

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Isaksen, Arne. "Clusters, innovation and the local learning paradox." International Journal of Entrepreneurship and Innovation Management 7, no. 2/3/4/5 (2007): 366. http://dx.doi.org/10.1504/ijeim.2007.012889.

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Mcnerney, Michael. "Military innovation during war: Paradox or paradigm?" Defense & Security Analysis 21, no. 2 (June 2005): 201–12. http://dx.doi.org/10.1080/1475179052000344017.

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Rehorn, Michael, and Albert Y. Sun. "The paradox of innovation with leadless pacing." Journal of Cardiovascular Electrophysiology 29, no. 12 (October 31, 2018): 1705–6. http://dx.doi.org/10.1111/jce.13748.

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Bell, Robert R., and John M. Burnham. "The paradox of manufacturing productivity and innovation." Business Horizons 32, no. 5 (September 1989): 58–64. http://dx.doi.org/10.1016/0007-6813(89)90084-0.

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Keck, Lothar. "Kühlung durch Wärme – kein Paradox sondern Innovation." uwf UmweltWirtschaftsForum 16, no. 1 (January 18, 2008): 39–40. http://dx.doi.org/10.1007/s00550-008-0060-9.

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Klímová, Viktorie, and Vladimír Žítek. "Innovation Paradox in the Czech Republic: Economic Theory and Political Reality." Politická ekonomie 63, no. 2 (April 1, 2015): 147–66. http://dx.doi.org/10.18267/j.polek.994.

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Delacour, Hélène, and Bernard Leca. "The Paradox of Controversial Innovation: Insights From the Rise of Impressionism." Organization Studies 38, no. 5 (September 26, 2016): 597–618. http://dx.doi.org/10.1177/0170840616663237.

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This article considers the strategies developed by a coalition of innovators and supporters to contribute to the consecration of a controversial innovation that transgresses the established codes. It does so through the analysis of Impressionism (1874–1900) that provoked a dramatic shift from classical to modern art. The case study suggests that such consecration can be achieved while claiming the distinctiveness of the controversial innovation, instead of toning it down. The findings reveal the importance of distributed strategies developed by loosely coordinated coalition members. More specifically, they point to simultaneous, and potentially contradictory, strategies: strategies aimed to enforce the distinctiveness of this controversial innovation, and strategies aimed to extend support for it, insisting that contradictory tensions between those strategies can prove useful in achieving consecration. Overall, the article contributes to research on the consecration of controversial innovations, as well as to the literature on framing and brokerage.

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Mention, Anne-Laure, João José Pinto Ferreira, and Marko Torkkeli. "Stay True, But Innovate!" Journal of Innovation Management 6, no. 1 (May 8, 2018): 1–4. http://dx.doi.org/10.24840/2183-0606_006.001_0001.

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Were you ever asked by a manager to ‘do what you want’, where you felt free to innovate? Did it feel like freedom? Maybe you felt encouraged since you could now experiment your idea, but did it mean that your performance was now on the radar? Could you then stay true to your vision or did you feel the need to compromise so that the ‘numbers lined up’? Either way, you should know that you are not alone. Arguably, we are in an age of paradox1 where simultaneous contradic- tions are all too common. Innovation paradox arises when “the aggressive pursuit of operational excellence and incremental innovation crowds out the possibility of creating ground-breaking innovations” (Davila & Epstein, 2014, p.2). Often these contradictions are meaningful on their own merit but when interdependent on each other, they create tensions in economic, social, environmental and ethical decision-making. In previous editorials, we have shared how digital innovations and societal disparity across the world are influencing strategic decision-making and shifting the innovation mindset. We now stretch the boundaries by suggesting that paradigms relying on economic trade-offs and shared-value that have shaped conventional organisational strategies are no longer sufficient to guide paradoxical tensions in decision-making. (...)

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Heidemann Lassen, Astrid, Daniel Ljungberg, and Maureen McKelvey. "Promoting Future Sustainable Transition by Overcoming the Openness Paradox in KIE Firms." Sustainability 12, no. 24 (December 17, 2020): 10567. http://dx.doi.org/10.3390/su122410567.

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A key issue for transition to a more sustainable future is how to promote collaboration for innovation amongst multiple diverse partners. However, collaborating for innovation requires that firms overcome the paradox of openness, i.e., they need to be open to collaboration to innovate and at the same time protect their internal knowledge and intellectual assets to appropriate value from their innovations. The aim of this paper is to investigate how knowledge-intensive entrepreneurial (KIE) firms can overcome this paradox—which is an important barrier to future transitions—by choosing a combination of collaborative partners and appropriability strategies that support their ability to create more radical innovations. We analyze a sample of over 2450 KIE firms, drawing from a cross-European survey. Our results indicate how different partners, and different appropriability strategies, are more, or less, relevant to the generation of the radical innovations needed to transform society into one with a sustainable future; university collaboration and the use of formal protection mechanisms seem especially important for such new-to-the-world innovations. Our study includes important policy implications for how to support and promote future sustainable transitions and also establishes a foundation for future lines of research regarding entrepreneurship and sustainable transition.

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O'Connor, Allan, and Shahid Yamin. "Innovation and entrepreneurship: managing the paradox of purpose in business model innovation." International Journal of Learning and Intellectual Capital 8, no. 3 (2011): 239. http://dx.doi.org/10.1504/ijlic.2011.041071.

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Miric, Milan, and Hakan Ozalp. "Paradox of Middleware: Innovation Enabler and Creativity Constraint." Academy of Management Proceedings 2020, no. 1 (August 2020): 21119. http://dx.doi.org/10.5465/ambpp.2020.21119abstract.

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Aubert, Benoit A., Rajiv Kishore, and Akie Iriyama. "Exploring and managing the “innovation through outsourcing” paradox." Journal of Strategic Information Systems 24, no. 4 (December 2015): 255–69. http://dx.doi.org/10.1016/j.jsis.2015.10.003.

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Bassett-Jones, Nigel. "The Paradox of Diversity Management, Creativity and Innovation." Creativity and Innovation Management 14, no. 2 (June 2005): 169–75. http://dx.doi.org/10.1111/j.1467-8691.00337.x.

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Tse, Terence. "Paradox resolution: A means to achieve strategic innovation." European Management Journal 31, no. 6 (December 2013): 682–96. http://dx.doi.org/10.1016/j.emj.2013.05.001.

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Gielen, Patricia M., Aimée Hoeve, and Loek F. M. Nieuwenhuis. "Learning Entrepreneurs: Learning and Innovation in Small Companies." European Educational Research Journal 2, no. 1 (March 2003): 90–106. http://dx.doi.org/10.2304/eerj.2003.2.1.13.

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This article concerns agricultural entrepreneurs involved in organising their learning so as to develop innovative and learning enterprises. In hi-tech sectors, such as Dutch agriculture, this learning and innovative capacity is particularly essential for economic survival. Reviewing the literature, we conclude that innovation can be seen as informal learning processes, in which social networks play an important role. Workers learn by sharing knowledge in the working team and employers learn by creating networks of colleagues and advisers. The results of two research projects suggest that interactive learning and innovation should be analysed from a perspective of uncertainty. Learning skills for interactive innovation, as part of the entrepreneurial craft, should comprise the capability of selecting impulses and combining newly selected impulses with existing skills and routines. Paradoxically, they need new impulses from weak, unknown networks to be continuously innovative. Innovative learning involves balancing the chaos of uncertainty with the old grooves of experience. Knowing how to escape this paradox forms the core competence of innovative entrepreneurship.

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JALONEN, HARRI. "DANCING WITH THE PARADOX — SOCIAL MEDIA IN INNOVATION THROUGH COMPLEXITY LENS." International Journal of Innovation Management 19, no. 01 (January 22, 2015): 1550014. http://dx.doi.org/10.1142/s1363919615500140.

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This paper discusses the social media paradox in the context of innovation. Innovation is defined as a knowledge intensive process of seeing and doing things differently, whereas social media refers to new ways of being connected. Social media has revolutionised the ways how knowledge is produced, shared and accumulated through social interactions within the organisation and across the organisation's boundaries. From an organisational perspective, this raises the question of how social media influences — enabling or inhibiting — its ability to see and do things differently. Social media offers tempting opportunities but also poses new threats. It is a paradox involving contradictory forces. Despite growing interest among academics, there is a lack of understanding of the possibilities of social media in the specific context of innovation. This paper fills the research gap by arguing that complexity concepts offer a new type of language to understand social media. Seeing interaction as intrinsic to innovation activity, complexity thinking opens the paradox of being in charge but not in control.

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Atuahene-Gima, Kwaku. "Resolving the Capability–Rigidity Paradox in New Product Innovation." Journal of Marketing 69, no. 4 (October 2005): 61–83. http://dx.doi.org/10.1509/jmkg.2005.69.4.61.

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Managers face an important strategic dilemma in product innovation: how to exploit existing product innovation competencies (competence exploitation) while avoiding their dysfunctional rigidity effects by renewing and replacing them with entirely new competencies (competence exploration). Although the resolution of what is termed the “capability–rigidity paradox” is considered a fundamental managerial task in enhancing product innovation outcomes and the firm's competitive advantage, it has received little research attention. The author argues and finds support that market orientation provides a key to this paradox. Specifically, customer and competitor orientations ensure simultaneous investments in exploiting existing product innovation competencies and exploring new ones. The author also finds that the effects of these orientations on competence exploitation and exploration are differentially moderated by interfunctional coordination and perceived market opportunity. Regarding outcomes, competence exploitation and exploration have opposing relationships with incremental and radical innovation performance. However, the relationship between competence exploration and radical innovation performance is positively moderated by interfunctional coordination. Overall, the results of this study suggest that market orientation can prevent a firm from becoming operationally efficient but strategically inefficient by simultaneously engendering competence exploitation and exploration, which are differentially related to incremental and radical product innovation outcomes.

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Sheep, Mathew L., Gail T. Fairhurst, and Shalini Khazanchi. "Knots in the Discourse of Innovation: Investigating Multiple Tensions in a Reacquired Spin-off." Organization Studies 38, no. 3-4 (May 13, 2016): 463–88. http://dx.doi.org/10.1177/0170840616640845.

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We examine the case of a corporate spin-off, in which its reacquisition by the parent firm radically changed its structure and culture. Employing a discourse lens, we study paradoxical tensions of innovation as key members “talk into being” the paradoxical circumstances of their environment. From our analysis, we develop the concept of tensional “knots,” discursive formulations in which members construct tensions, not only as co-occurring, but as Gordian (inseparable) entanglements of interdependence. Knotted tensions can be amplifying (exacerbating) or attenuating (improving) in their effects on one another, but with very different consequences to innovative action. Specifically, knotted tensions and the way in which members manage them set up counter-intuitive logics that serve to justify courses of innovative action or inaction. We propose a process model advancing understanding of interlinked tensions in more complex ways than current paradox theory allows. We conclude with a discussion of our contributions to paradox theory in innovative contexts, along with suggestions for future research.

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Ritala, Paavo, and Ioana Stefan. "A paradox within the paradox of openness: The knowledge leveraging conundrum in open innovation." Industrial Marketing Management 93 (February 2021): 281–92. http://dx.doi.org/10.1016/j.indmarman.2021.01.011.

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Etzkowitz, Alex, and Henry Etzkowitz. "Counter-cyclical public venture capital: Debt-funding as an anti-austerity innovation strategy." Social Science Information 56, no. 3 (July 18, 2017): 477–95. http://dx.doi.org/10.1177/0539018417719795.

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This article outlines a counter-cyclical innovation strategy to achieve prosperity, derived from an innovative project, the California Institute for Regenerative Medicine (CIRM). We identify an ‘innovation paradox’ in that the very point in the business cycle, when legislators are tempted to view austerity as a cure for economic downturns and to reduce innovation spend, is when an increase is most needed to create new industries and jobs and innovate out of recession or depression. It is both desirable and possible that policymakers resist the urge to capitulate to the innovation paradox. During periods that exhibit subdued inflation, elevated spare productive capacity, and low government borrowing rates, governments should increase their borrowings and use the proceeds to boost investment targeted towards innovation. We show how the State of California successfully utilized debt financing, traditionally reserved for physical infrastructure projects, to stimulate the development of intellectual infrastructure. Finally, we recommend a halt to European austerity policies and a ‘triple helix’ broadening of narrow ‘smart specialization’ policies that chase a private venture capital chimera. Europe should seize the present macroeconomic opportunity of low interest rates, borrow for innovation and be paid back manifold by ‘picking winners’, similarly to what the USA has been doing through DARPA (Defense Advanced Research Projects Agency) with GPS, as a response to Sputnik, the Internet and artificial intelligence, or the driverless car, formerly known as the ‘autonomous land vehicle’ in its military guise. Proactively targeted macroscopic investments in innovation are needed to solve the productivity/employment puzzle and foster the transition to a knowledge-based society.

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Skwarska-Maciejczuk, Mgr Ewa. "Paradoxes of innovation." Kwartalnik Nauk o Przedsiębiorstwie 47, no. 2 (September 12, 2018): 82–89. http://dx.doi.org/10.5604/01.3001.0012.4731.

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Organisations face a paradox of innovations. On the one hand, the companies bear the costs of research, creation of new products, improving production technologies and func-tioning of research and development units, establish cooperation with academic institu-tions. On the other hand, they lose the chance for a rapid commercialisation and protec-tion of the results. The aim of this article is to identify the causes that undermine the inno-vative activities of companies. The research problem of the article has been presented on the basis of case studies of two organizations. The results showed that the key issue for the organisations is making strategic decisions, aiming at building competitive advantages based on knowledge and innovations, lack of management strategies and the ability to quickly commercialise the solutions developed as part of the innovative activity.

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Mosser, Michael W. "Can’t Buy Me Progress: The Paradox of Military Innovation." International Studies Review 13, no. 3 (September 2011): 549–51. http://dx.doi.org/10.1111/j.1468-2486.2011.01063.x.

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Talay, Mehmet Berk. "Resolving the Innovation Paradox: Enhancing Growth in Technology Companies." Journal of Product Innovation Management 22, no. 6 (November 2005): 540–42. http://dx.doi.org/10.1111/j.1540-5885.2005.00150_3.x.

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Lantos, Geoffrey P. "Resolving the Capability-Rigidity Paradox in New Product Innovation." Journal of Product Innovation Management 23, no. 3 (May 2006): 289–91. http://dx.doi.org/10.1111/j.1540-5885.2006.00200.x.

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Parjanen, Satu, and Mirva Hyypiä. "Innovation platforms as a solution to the proximity paradox." European Planning Studies 26, no. 7 (May 20, 2018): 1312–29. http://dx.doi.org/10.1080/09654313.2018.1476469.

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Chrisman, James J., Jess H. Chua, Alfredo De Massis, Federico Frattini, and Mike Wright. "The Ability and Willingness Paradox in Family Firm Innovation." Journal of Product Innovation Management 32, no. 3 (July 8, 2014): 310–18. http://dx.doi.org/10.1111/jpim.12207.

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De Massis, Alfredo, Alberto Di Minin, and Federico Frattini. "Family-Driven Innovation: Resolving the Paradox in Family Firms." California Management Review 58, no. 1 (November 2015): 5–19. http://dx.doi.org/10.1525/cmr.2015.58.1.5.

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Kijek, Tomasz, and Arkadiusz Kijek. "Is innovation the key to solving the productivity paradox?" Journal of Innovation & Knowledge 4, no. 4 (October 2019): 219–25. http://dx.doi.org/10.1016/j.jik.2017.12.010.

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Callaghan, Chris William. "Innovation in a Context of Declining Returns to R&D." International Journal of Sociotechnology and Knowledge Development 11, no. 4 (October 2019): 34–51. http://dx.doi.org/10.4018/ijskd.2019100103.

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Innovation theory has arguably driven the innovations that have contributed to human development over time. According to discussions related to the ‘Fourth Industrial Revolution,' interactions of novel technologies herald an age of unequalled productivity and human progress. Evidence however suggests that returns to innovation (narrowly defined here as investments in R&D), are in fact continuing to decline. Given this paradox, the objective of this conceptual paper is to present an argument drawn from theory that it is only a matter of time until declining returns to innovation reverse themselves and a new form of R&D problem solving becomes more widely utilised. If the propositions offered here are borne out by future research, then an important reconceptualization of the nature of the innovation process might be useful, one that questions Cohen and Levinthal's notion of absorptive capacity and path dependency as the primary mode of innovation problem solving.

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Schultz, Christian. "Theorie der disruptiven Innovation." WiSt - Wirtschaftswissenschaftliches Studium 48, no. 7-8 (2019): 4–11. http://dx.doi.org/10.15358/0340-1650-2019-7-8-4.

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Die Theorie der disruptiven Innovation erklärt, wie sich Branchen verändern und ausgerechnet erfolgreiche Unternehmen Gefahr laufen zu scheitern. Paradox ist, dass die Ursachen, warum ein Unternehmen Opfer des Innovator’s Dilemma werden kann, Managementpraktiken sind, die es erst erfolgreich machten. Veränderungen in der Branche bieten Chancen für neue Unternehmen Marktanteile zu gewinnen. Bestehende Unternehmen können sich durch eine offene Innovationskultur vor dem Scheitern wappnen. Wie können sich Unternehmen vor dem Innovator’s Dilemma schützen? Wie schaffen es Startups mit einer disruptiven Innovation erfolgreich zu sein? Die Theorie der disruptiven Innovation wird immer wieder als Erklärungsansatz für das Scheitern von Unternehmen bemüht. Jedoch sind Missverständnisse und Fehlinterpretationen der Theorie weitverbreitet.

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Pedler, Mike, and Cheryl Brook. "The innovation paradox: a selective review of the literature on action learning and innovation." Action Learning: Research and Practice 14, no. 3 (June 5, 2017): 216–29. http://dx.doi.org/10.1080/14767333.2017.1326877.

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Lauritzen, Ghita Dragsdahl. "The Role of Innovation Intermediaries in Firm-Innovation Community Collaboration: Navigating the Membership Paradox." Journal of Product Innovation Management 34, no. 3 (January 11, 2017): 289–314. http://dx.doi.org/10.1111/jpim.12363.

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Calic, Goran, Anton Shevchenko, Maryam Ghasemaghaei, Nick Bontis, and Zeynep Ozmen Tokcan. "From sustainability constraints to innovation." Sustainability Accounting, Management and Policy Journal 11, no. 4 (January 31, 2020): 695–715. http://dx.doi.org/10.1108/sampj-02-2019-0084.

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Purpose The purpose of this paper is to connect the literatures on sustainability, innovation and paradox to suggest that sustainability constraints – simultaneously addressing commercial and sustainability goals – will increase organizational innovation. Design/methodology/approach Drawing from the literatures on paradox, innovation and sustainability, the authors develop theory about how managers can deliberately enhance the generation and implementation of creative ideas within their organizations. Findings The authors build on the existing literature that suggests sustainability considerations should be strategically and deeply integrated elements of business activity by developing arguments about how such integration improves organizational performance. The authors argue sustainability considerations, by creating unique forms of constraints, improve organizational success by enhancing creative idea generation and implementation. Practical implications Even strategic leaders espousing to only maximize economic efficiency face the challenge of effectively managing sustainability constraints. The discrepancy between what they should do and the problems they face means strategic leaders often have fewer tools to manage and reflect on their own decision-making than is available in the management literature. This paper presents arguments from diverse research that describes potential decision processes and their outcomes. Social implications This paper highlights an important shift in how sustainability constraints are fundamental drivers of long-term organizational performance. Originality/value Extant literature treats the simultaneous attention to sustainability concerns and commercial success as difficult accomplishments of clever strategic leaders. Instead, the authors propose that simultaneous attention to sustainability and commercial imperatives is fundamental to long-term organizational success, because it is a powerful determinant of new products, services and business models.

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Ghili, Soheil, Serima Nazarian, Madjid Tavana, Sepehr Keyvanshokouhi, and Mohammad Taghi Isaai. "A Complex Systems Paradox of Organizational Learning and Knowledge Management." International Journal of Knowledge-Based Organizations 3, no. 3 (July 2013): 53–72. http://dx.doi.org/10.4018/ijkbo.2013070104.

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Many organizations are striving to survive and remain competitive in the current uncertain and rapidly changing economic environment. Businesses must innovate to face this volatility and maintain their competitiveness. Organizational learning is a complex process with many interrelated elements linking knowledge management with organizational innovation. In this paper we use several theories (i.e., organizational learning, knowledge management, organizational innovation, complexity theory, and systems theory) to discover and study the interrelationships among the organizational learning elements. The purpose of this paper is threefold: (1) We identify organizational learning as a mediating variable between knowledge management and organizational innovation; (2) We further present a paradox where decisions that are expected to improve organizational learning, surprisingly do not work; and (3) We show this paradox is not the result of overlooking organizational learning elements, but rather, caused by neglecting to consider the complex interrelationships and interdependencies among them.

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Journal articles on the topic 'Innovation paradox'

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