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Title: An empirical investigation of radical innovation growth through a capabilities and dynamic capabilities lens
Author: Bauwen, Guy A.
ISNI:       0000 0004 2740 1197
Awarding Body: University of Strathclyde
Current Institution: University of Strathclyde
Date of Award: 2011
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Radical corporate innovation ventures (RCV) can be engines of renewal and profitable growth. However, their outcome is highly unpredictable. This research explored, how industrial and knowledge intensive RCVs confront reality, deal with uncertainty and how they control their destiny. In essence, this research project has empirically investigated during the early time-into-market, the market and business development (MBD) of RCVs, through a capabilities (CAP) and dynamic capabilities (DCAP) evolutionary lens; a neglected research space. At the end of this report, a glossary and an overview of the abbreviations are included. Due to the multi-disciplinary, multi-dimensionality and complexity of the research scope, this study conducted during 3 years, longitudinal field research, studied in-depth 6 cases, involved through face-to-face interviews and focus group sessions, more than 100 managers, applied the triangulation method and analysed extensively the related literature. This research suggests that MBD or developing a market (MD) and developing a business (BD), can be operationalized, as an entrepreneurial market orientation (EMO) CAP (1). During a prospecting and trial phase, an aligned Schumpeterian and driving EMO combination is the better fit (2). In the next phase, defined as acceleration phase, a Kirznerian and driven EMO combination is the better fit (3). This approach can result in a more effective time-into-market, a better MBD learning curve, generate faster recurring revenues and lead to a first prover advantage (FPA) (4). Concurrently, MBD can also be operationalized as a bridging or DCAP with sensing, scaling, collaborating, capturing and leading as dominant DCAPs (5). Moreover, a MBD lead framework could be identified. Basically, lead organisations orchestrate seven interdependent lead elements: lead offerings, lead users, lead customers, lead partners, lead experts, lead markets and lead champions. An optimal lead mix is dependent on external dynamics, organizational DNA and strategic options (6). This research also suggests that MBD CAPs and DCAPs are hardly on the management agenda, are mostly ignored, and are avoided, because they are invisible and perceived as difficult to implement (7). Furthermore, both need to be de-averaged, integrated and dynamically synchronised (8). Finally, limitations have been discussed and avenues for further research determined (9).
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (D.B.A.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available