Table of Contents

World Encyclopedia of Entrepreneurship

World Encyclopedia of Entrepreneurship

Elgar original reference

Edited by Léo-Paul Dana

This comprehensive reference work, written by some of the most eminent academics in the field, contains entries on numerous aspects of entrepreneurship.

Chapter 29: Interdependent Innovation

Adam M. Kleinbaum

Subjects: business and management, entrepreneurship


Adam M. Kleinbaum Interdependent innovation is the joint development and implementation of a new product or service by two or more product divisions of a multibusiness firm and is a valuable, but under-leveraged, source of corporate entrepreneurship (Kleinbaum and Tushman, 2007). The ability to actively create interdependence across divisional boundaries offers large firms the opportunity to reconfigure their assets, deploying resources into new product markets or combining resources in novel ways (Adner and Helfat, 2003; Burgelman and Doz, 2001; Peteraf, 1993) and, in doing so, allows them to purposefully explore new businesses and develop new strategies, improving their long-term profitability and adaptability. And yet, few organizations seize this opportunity successfully. The reason for the persistent difficulty of interdependent innovation is an artifact of organization design: managers choose organizational structure to minimize the costs of coordinating across interdependent units (Thompson, 1967). As they do so, grouping decisions are based on a logic of maximizing the interdependencies within units and minimizing the interdependence between units, placing the most highly interdependent units, who have the greatest need to coordinate, into common divisions (Nadler and Tushman, 1997). As a consequence, divisions are explicitly designed to minimize interdependence between them, even when interdependent innovation offers substantial potential growth opportunity. Historically, the literature focused almost exclusively on the roles played by formal structure and incentives in managing interdependent innovation. On the formal structure side, scholars have suggested that matrix designs or other formal structural overlays might enable interdependent innovation (for example, Clark and Wheelwright, 1992; Galbraith,...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information