Department of Management

The Catch-22 in Strategizing for Radical Innovation

Research output: Contribution to journal/Conference contribution in journal/Contribution to newspaperJournal articleResearchpeer-review

Standard

The Catch-22 in Strategizing for Radical Innovation. / Søndergaard, Helle Alsted; Knudsen, Mette Præst; Laugesen, Nicolai Søndergaard.

In: Technology Innovation Management Review, Vol. 11, No. 3, 03.2021, p. 4-16.

Research output: Contribution to journal/Conference contribution in journal/Contribution to newspaperJournal articleResearchpeer-review

Harvard

Søndergaard, HA, Knudsen, MP & Laugesen, NS 2021, 'The Catch-22 in Strategizing for Radical Innovation', Technology Innovation Management Review, vol. 11, no. 3, pp. 4-16. https://doi.org/10.22215/timreview/1425

APA

Søndergaard, H. A., Knudsen, M. P., & Laugesen, N. S. (2021). The Catch-22 in Strategizing for Radical Innovation. Technology Innovation Management Review, 11(3), 4-16. https://doi.org/10.22215/timreview/1425

CBE

Søndergaard HA, Knudsen MP, Laugesen NS. 2021. The Catch-22 in Strategizing for Radical Innovation. Technology Innovation Management Review. 11(3):4-16. https://doi.org/10.22215/timreview/1425

MLA

Søndergaard, Helle Alsted, Mette Præst Knudsen and Nicolai Søndergaard Laugesen. "The Catch-22 in Strategizing for Radical Innovation". Technology Innovation Management Review. 2021, 11(3). 4-16. https://doi.org/10.22215/timreview/1425

Vancouver

Søndergaard HA, Knudsen MP, Laugesen NS. The Catch-22 in Strategizing for Radical Innovation. Technology Innovation Management Review. 2021 Mar;11(3):4-16. https://doi.org/10.22215/timreview/1425

Author

Søndergaard, Helle Alsted ; Knudsen, Mette Præst ; Laugesen, Nicolai Søndergaard. / The Catch-22 in Strategizing for Radical Innovation. In: Technology Innovation Management Review. 2021 ; Vol. 11, No. 3. pp. 4-16.

Bibtex

@article{43c3fd28764d48b482091d300232464d,
title = "The Catch-22 in Strategizing for Radical Innovation",
abstract = "Corporate strategy development is a well-oiled and recurring process in most established companies. Innovation strategy, however, especially for radical innovation, is new and unknown territory. This creates challenges for companies with radical innovation ambitions. We followed the innovation strategy work of nine large organisations, finding that they all struggle with the process and how to link innovation with corporate strategy in a meaningful way, while at the same time not hampering the innovative ambitions of the organisation. We identify two main challenges of gravitation and alignment, and develop a framework aimed at asking the questions necessary for increasing awareness about inherent business challenges, and how to overcome them at the intersection between corporate and innovation strategy work.",
author = "S{\o}ndergaard, {Helle Alsted} and Knudsen, {Mette Pr{\ae}st} and Laugesen, {Nicolai S{\o}ndergaard}",
year = "2021",
month = mar,
doi = "10.22215/timreview/1425",
language = "Dansk",
volume = "11",
pages = "4--16",
journal = "Technology Innovation Management Review",
issn = "1927-0321",
publisher = "Carleton University",
number = "3",

}

RIS

TY - JOUR

T1 - The Catch-22 in Strategizing for Radical Innovation

AU - Søndergaard, Helle Alsted

AU - Knudsen, Mette Præst

AU - Laugesen, Nicolai Søndergaard

PY - 2021/3

Y1 - 2021/3

N2 - Corporate strategy development is a well-oiled and recurring process in most established companies. Innovation strategy, however, especially for radical innovation, is new and unknown territory. This creates challenges for companies with radical innovation ambitions. We followed the innovation strategy work of nine large organisations, finding that they all struggle with the process and how to link innovation with corporate strategy in a meaningful way, while at the same time not hampering the innovative ambitions of the organisation. We identify two main challenges of gravitation and alignment, and develop a framework aimed at asking the questions necessary for increasing awareness about inherent business challenges, and how to overcome them at the intersection between corporate and innovation strategy work.

AB - Corporate strategy development is a well-oiled and recurring process in most established companies. Innovation strategy, however, especially for radical innovation, is new and unknown territory. This creates challenges for companies with radical innovation ambitions. We followed the innovation strategy work of nine large organisations, finding that they all struggle with the process and how to link innovation with corporate strategy in a meaningful way, while at the same time not hampering the innovative ambitions of the organisation. We identify two main challenges of gravitation and alignment, and develop a framework aimed at asking the questions necessary for increasing awareness about inherent business challenges, and how to overcome them at the intersection between corporate and innovation strategy work.

U2 - 10.22215/timreview/1425

DO - 10.22215/timreview/1425

M3 - Tidsskriftartikel

VL - 11

SP - 4

EP - 16

JO - Technology Innovation Management Review

JF - Technology Innovation Management Review

SN - 1927-0321

IS - 3

ER -