This dissertation presents the findings of an exploratory collective case-study examiningcorporate innovations arising from voluntary dyadic engagement between UK firms andnonprofit organisations (NPOs) focused on social issues.Whilst the extant literature demonstrates that pro-active engagement...

Much recent discussion has highlighted the challenges posed by what have variouslybeen called “disruptive”, “discontinuous”, “breakthrough” and “radical” innovations.Although the labelling may vary, the underlying themes appear to be consistent. Inparticular it is clear that...

This research, based on four in-depth case studies, probes an overlooked unit of analysis in innovation management literature, namely management action and cognition, and offers a new qualitative contribution into resource allocation approaches that support radical innovation. The interpretivist...

Research has consistently linked organizational inertia to the failure of industry incumbents to prosper or even survive from periods of discontinuous change driven by technological entrepreneurship. Recent work has unbundled the structure of inertia into two key determinants; 'resource...

Given the corporate pursuit of discontinuous and breakthrough change, we work to deconstruct and shed understanding on managers’ failure to formally allocate resources to entrepreneurial activities that seek to deliver disruptive innovations. Using an interpretivist approach with field data...

This paper presents the findings of part of a 30 month investigation, conducted to better understand the persistent failure of management practitioners to fund potentially disruptive innovations. A Mode 2 case study strategy was employed. The iterative transfer of knowledge, between four...

Disruptive Innovation as a theory is often misunderstood and as a term it tacks clear definition.Moreover, there is an absence in existing research of a coherent framework to explain thequalitative factors that management practitioners face when attempting to pursue disruptiveinnovation as part...

It is a management truism that you cannot manage what you cannot measure. Tomanage knowledge effectively organisations need to understand how to measure theirknowledge management performance against organisational goals.The case study organisation has developed a balanced scorecard, which is...

There is a large variety of approaches that describe the pre-project innovation phase as the cradle of successful innovation activities, and thus as an important factor to reach the objective of organisational growth and competitive advantage. However, theoretical contributions to date mainly...

Abstract: Purpose – The purpose of this paper is to present and discuss thefindings of research into the value perception of knowledge management amonglawyers and staff from among the top ten global law firms. Design/methodology/approach – Interviews were conducted with lawyers as well as...