Leveraging Resistance to Change and the Skunk Works Model of Innovation
Andrea Fosfuri and
Thomas Rønde
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Andrea Fosfuri: Universidad Carlos III de Madrid
Thomas Rønde: Department of Economics, University of Copenhagen
No 2007-10, CIE Discussion Papers from University of Copenhagen. Department of Economics. Centre for Industrial Economics
Abstract:
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.
Keywords: resistance to change; innovation; skunk works model; contest (search for similar items in EconPapers)
JEL-codes: L2 M12 M54 O31 O32 (search for similar items in EconPapers)
Pages: 22 pages
Date: 2005-04, Revised 2007-06
New Economics Papers: this item is included in nep-com, nep-ino, nep-ipr, nep-pr~ and nep-mic
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