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
收藏
页码：249 / 267
页数：19
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