Building an organizational capability for radical innovation: The direct managerial role |
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Authors: | Donna J. Kelley,Gina Colarelli O&rsquo ConnorHeidi Neck,Lois Peters |
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Affiliation: | a Babson College, United States b Rensselaer Polytechnic Institute, United States |
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Abstract: | Our research examines practices for managing project leaders as a component of an organization's capability for radical innovation. Our qualitative analysis of 246 interviews in twelve industry-leading corporations suggests that managers use performance-based assessment to select project leaders with demonstrated experience and skills for innovation, as well as passion that extends beyond a single project toward an awareness of its broader contribution to the organization's growth objectives. The managerial role includes concurrent hands-off/hands-on involvement, which balances autonomy and accountability with guidance. Additionally, downside/upside management involves removing the negative consequences associated with failure while providing recognition for the project leader's efforts. |
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