Building an organizational capability for radical innovation: The direct managerial role

被引：49

作者：

Kelley, Donna J. ^{[1
]}

O'Connor, Gina Colarelli ^{[2
]}

Neck, Heidi ^{[1
]}

Peters, Lois ^{[2
]}

机构：

[1] Babson Coll, Babson Pk, MA 02157 USA

[2] Rensselaer Polytech Inst, Troy, NY 12181 USA

来源：

JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT | 2011年 / 28卷 / 04期

关键词：

CORPORATE ENTREPRENEURSHIP; DYNAMIC CAPABILITIES; PRODUCT INNOVATION; CHAMPIONS; MODEL; PERFORMANCE;

D O I：

10.1016/j.jengtecman.2011.06.003

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Our research examines practices for managing project leaders as a component of an organization's capability for radical innovation. Our qualitative analysis of 246 interviews in twelve industry-leading corporations suggests that managers use performance-based assessment to select project leaders with demonstrated experience and skills for innovation, as well as passion that extends beyond a single project toward an awareness of its broader contribution to the organization's growth objectives. The managerial role includes concurrent hands-off/hands-on involvement, which balances autonomy and accountability with guidance. Additionally, downside/upside management involves removing the negative consequences associated with failure while providing recognition for the project leader's efforts. (C) 2011 Elsevier B.V. All rights reserved.

引用

页码：249 / 267

页数：19

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