Leveraging Resistance to Change and the Skunk Works Model of Innovation

Publikation: Working paperForskning

Dokumenter

  • 2007-10

    Forlagets udgivne version, 370 KB, PDF-dokument

  • Andrea Fosfuri
  • Thomas Rønde
We study a situation in which an R&D department promotes the introduction of an innovation that results in costly re-adjustments for a production department. In response, the production department tries to resist change by improving the existing technology. We show that firms balancing the strengths of the two departments perform better. As a negative effect, resistance to change might distort the R&D department's effort away from radical innovations. The firm can solve this problem by implementing the so-called skunk works model of innovation where the R&D department is isolated from the rest of the organization. Several implications for managing resistance to change and for the optimal design of R&D activities are derived
OriginalsprogEngelsk
UdgiverCentre for Industial Economics, Department of Economics, University of Copenhagen
Antal sider29
StatusUdgivet - 2007

Bibliografisk note

JEL Classification: L2, M12, M54, O31, O32

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