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Innovation

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All notes of the lectures of the course Innovation Block 1 PreMaster Organization Studies

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  • September 7, 2022
  • 86
  • 2022/2023
  • Class notes
  • Leon oerlemans
  • All classes
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Innovation resume papers
Hoorcollege 1:
You should be able to:

• explain the different types of innovations (e.g., product, process, incremental and radical) and the
antecedents and consequence of each type of innovation;

• define the foundational theories used to understand organizational innovation (Evolutionary
Theory, Knowledge Based View);

• explain the dynamics of intra- and inter-organizational knowledge creation through personnel
mobility;

• understand and explain open innovation and specifically the role of inter-organizational and intra-
organizational collaboration on innovation;

• critically understand and analyze scientific papers with a special emphasis on research design and
causal inference.

,Hoorcollege 2: The innovation environment
Readings:

Abernathy,W. and Utterback, J. (1978), Patterns of industrial innovation, Technology Review,
June/July, pp. 41-47.

Tushman, M. and Anderson, Ph. (1986), Technological discontinuities and organizational
environments, Administrative Science Quarterly, Vol. 31-3, pp. 439-465.



Improvement vs renewal
Improvement / Incremental

• evolutionary; incremental

• “leitmotiv”: we can always improve (more of the same; 1e order solutions)

• focus: management of operations (efficiency)

• dominant role of planning & control e.g.: Total Quality Management (TQM), Six Sigma

Renewal / Radical

• revolutionary: “jumps”

• leitmotiv: crisis – we have to change (first change, then improve; 2nd order)

• focus: management of opportunities (resource leverage; NBD/NPD)

• focus on creativity & entrepreneurship

•e.g.: Internet, Cars, Airplane



Consequences of incremental vs. radical innovations
Improvement / Incremental

• Source of short-term financial revenue

• NO guarantee for long-term survival

Renewal / Radical

• Source of long-term financial costs

• Neccesary for long-term survival

,Abernathy and Utterback 1978
Product life cycle / S curve (Slide 13)
➢ The more time spend on engineering effort the higher the product performance. Refine
technology and adding features.
➢ At a certain point the curve flattens, so no new features will result in growth
➢ Technology push
➢ Market pull: input of market demand of consumers




Process innovation: new ways of producing something

➢ It decreases at a certain point. No need to innovate, it only will cost more and won’t yield
that much anymore.

Why can’t we expect product innovations after the dominant design?

➢ Won’t generate revenue to meet the costs
➢ Pr. Innovations are unlikely to outperform the dominant design > it is the optimum design. It
already meets consumers preferences, more innovations will not increase a lot in revenue.

, Fluid phase: competing designs

A lot of changes in functions of the product.

• Innovation emphasis : functional product performance
• Stimulated by : technological possibilities
• Type of innovation : frequent product changes
• Process : general, flexible but inefficient
• Size of organization : smaller organizations, start-ups. No hierarchy, entrepreneurs.
• Organizational control : informal, entrepreneurial performance


Transitional phase: selection dominant design

• Innovation emphasis : product variation & optimization
• Stimulated by : users and technological possibilities
• Type of innovation : large process changes
• Process : more specialized, less flexible but more efficient
• Size of organization : medium-scale
• Organizational control : project teams


Specific phase: exploitation dominant design

• Innovation emphasis : process optimization (cost reduction)
• Stimulated by : cost pressure and improving quality
• Type of innovation : incremental process changes
• Process : highly efficient, but inflexible
• Size of organization : large-scale
• Organizational control : formal, rules, structures



What are the organizational implications?
Fluid phase
Strong emphasis on:
– Frequent redefinition of tasks
– Limited hierarchy
– High lateral communication
Organic structure: Adaptability (high environmental uncertainty)

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