Not being radical : a case exploring the low-tech, incremental innovation and commercialisation process

The path to commercialisation is fraught for all innovating businesses. This is as true for businesses developing the much research high-tech innovation as it is the less frequently studied low-technology innovation. In this case study we explore the pathway to commercialisation of a low-tech, incremental innovation, comparing it to the extant empirical evidence regarding innovation and commercialisation of high-tech radical innovations. This case shows that like the high-tech innovating business, the firm developing and commercialising a low-technology product relies heavily on the network in which it is embedded and the social capital it is able to accrue. This case suggests that recent work on the ?network competencies? of managers (in high-tech innovating businesses) will be applicable to all businesses seeking to develop and commercialise their products.