Organizing for Radical Product Innovation: The Overlooked Role of Willingness to Cannibalize
Organizing for Radical Product Innovation: The Overlooked Role of Willingness to Cannibalize
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DOI：
10.1177/002224379803500406
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发表时间：
1998-11
影响因子：
6.1
通讯作者：
Rajesh Chandy;G. Tellis
中科院分区：
文献类型：
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作者：
Rajesh Chandy;G. Tellis
为什么有些公司在引入激进的产品创新方面比其他公司更成功？继熊彼特（Schumpeter，1942）之后，许多研究人员提出，企业规模是激进产品创新的关键组织预测因素。作者提供了另一种观点，并认为将具有强大激进产品创新记录的公司与其他公司区分开来的一个关键变量是这些公司是否愿意蚕食自己的投资。作者确定了驱动公司蚕食意愿的三个组织因素。对三个高科技行业的调查结果往往支持另一种观点，即蚕食意愿是激进产品创新比公司规模更强大的驱动力。这些结果表明，有必要重新考虑关于企业规模、蚕食和组织协同效应的传统观点。
Why are some firms more successful at introducing radical product innovations than others? Following Schumpeter (1942), many researchers have suggested that firm size is the key organizational predictor of radical product innovation. The authors provide an alternate view and argue that one key variable that differentiates firms with strong radical product innovation records from others is the firms’ willingness to cannibalize their own investments. The authors identify three organizational factors that drive a firm's willingness to cannibalize. Results from a survey of three high-tech industries tend to support the alternate view that willingness to cannibalize is a more powerful driver of radical product innovation than firm size is. These results suggest a need to reconsider conventional wisdom on firm size, cannibalization, and organizational synergy.