Tearing down the façades of radical innovation

Philippe Baumard (philippe.baumard@lecnam.net)
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Philippe Baumard: CRG I3 - Centre de recherche en gestion i3 - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - Université Paris-Saclay - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique, CNAM - Conservatoire National des Arts et Métiers [CNAM]

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Abstract: Managers construct organizational façades that mislead external stakeholders, organizational members, auditors, researchers, other managers, and even themselves (Nystrom & Starbuck, 1984). Very little empirical research has been conducted on how managers build these façades since Nystrom & Starbuck's first influential article. This paper reports on the creation of an organization innovation façade from the day of initial crafting to its final collapse. The paper proposes a theoretical model of façade-crafting in large organizations, and its unsuspected role in fostering radical innovation, radical change and transformative action.

Keywords: Radical innovation; Organizational theory; Organizational behavior; Managerial cognition; Communicative action; Resource-dependency (search for similar items in EconPapers)
Date: 2014-11
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Published in Industrial Marketing Management, 2014, 43 (8), pp.1324 - 1334. ⟨10.1016/j.indmarman.2014.09.005⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01389795

DOI: 10.1016/j.indmarman.2014.09.005

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