Opportunity Recognition and Breakthrough Innovation in Large Established Firms

Within the context of the large established organization, breakthrough ideas are frequently lost. This article details describes how breakthrough innovations are captured through opportunity recognition. It is based on evidence from a six-year long study of twelve radical innovation projects in ten...

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Bibliographic Details
Published inCalifornia management review Vol. 43; no. 2; pp. 95 - 116
Main Authors O'Connor, Gina Colarelli, Rice, Mark P.
Format Journal Article
LanguageEnglish
Published Los Angeles, CA University of California Walter A. Haas School of Business 2001
SAGE Publications
Subjects
Business innovation
Business management
Business structures
Case studies
Corporate growth
Creativity
Educational innovation
Evaluation
Industrial research
Innovation
Innovation management
Innovations
Large enterprises
Management
Manager behavior
Opportunity
Organizational behavior
Organizational learning
Product development
Product innovation
Project management
Strategic management
Technological change
Technological innovation
Technology
United States > US
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Summary:Within the context of the large established organization, breakthrough ideas are frequently lost. This article details describes how breakthrough innovations are captured through opportunity recognition. It is based on evidence from a six-year long study of twelve radical innovation projects in ten large U.S. firms. The article highlights inefficiencies in current managerial processes and provides examples of organizational structures, mechanisms, and roles directed at reducing these inefficiencies. It presents a set of approaches for improving opportunity recognition capabilities and identifies several mechanisms for senior management to encourage "radical innovation" people and processes.
Bibliography:ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
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ISSN:0008-1256
2162-8564
DOI:10.2307/41166077