Powering product innovation
The ability to generate successful new products is vital for organizations to adapt to changing markets, technologies and competition. But many large, established organizations find, sustained innovation difficult. This study explores the role of power to show how it can both inhibit and facilitate innovation. Analysis by Cynthia Hardy and Deborah Dougherty shows that when organizational power is aligned with innovation, innovators can draw on the organization's competencies to develop viable new products. However, when organizational power is aligned against innovation, innovators cannot access these competencies, and must, instead, focus on protecting their new ideas from the anti-innovative context. They explore these implications by drawing on a study of 40 new products in fifteen firms. They then contrast two case studies of product innovation to explore the pro- and anti-innovation configurations of power, and to consider how the latter can be changed.
Year of publication: |
1997
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Authors: | Hardy, Cynthia ; Dougherty, Deborah |
Published in: |
European Management Journal. - Elsevier, ISSN 0263-2373. - Vol. 15.1997, 1, p. 16-27
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Publisher: |
Elsevier |
Saved in:
Online Resource
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