Large established firms are generally good at managing incremental innovations, yet they often fail when developing and deploying radical innovations (RIs). Senior management at large firms is becoming increasingly aware of the importance of RIs. However, most of the large firms have failed to...

The resource-based view (RBV) of the firm proposes that resources are mobilised by capabilities, and that both arise from ‘dynamic’ capabilities (DC). RBV research suggests that co-specialised DC’s – those which are most valuable together (CDC’s) - are particularly difficult to copy....

This article describes the steps Shell managers took to keep their innovation innovative after the original establishment of the GameChanger system, by setting up its innovation coalition as a network in its own right, and by reorganising its portfolio of 85 projects into a half-dozen domains....