Edited by Tyrone S. Pitsis, Ace Simpson and Erlend Dehlin
It is a truism to say that innovation matters to organizations – unless they change what they offer the world and the ways in which they create and deliver those offerings they risk being overtaken and may not survive in hostile and turbulent environments. Any organization might get lucky once but configuring ways of making innovation happen on a continuing basis – innovation capability – requires deliberate and systematic action. Learning and embedding such routines forms a key part of the innovation challenge – but a second component is developing the ability to reconfigure these routines. Dynamic capability requires that an organization continuously reviews and adapts its routines – in essence, it innovates its innovation process (Teece and Pisano, 1994). For established players this raises the challenge of constantly reviewing their approaches to organizing and managing innovation – and for entrepreneurs this opens up opportunities for using their different models and approaches to create new innovation space. As Christensen (1997) highlighted, ‘disruptive’ innovation emerges when established incumbents continue to view new developments through an old lens – and these conditions represent a major opportunity for new entrant entrepreneurial players with a fresh perspective.
You are not authenticated to view the full text of this chapter or article.