Adoption Of Radical Innovations Research Articles

NCAA e-sports 20XX: an analysis of radical innovation adoption through firm collaboration

The National Collegiate Athletic Association (NCAA) is considering the adoption of e-sports (i.e., organised competitive video gaming), which could be considered a radical innovation as it deviates in many areas from traditional sports (e.g., online game play format, lack of high physical exertion, complicated intellectual property rights for each game, etc.). However, collaboration with firms familiar with the innovation (e.g., National Association of Collegiate eSports - NACE) might mitigate risks surrounding the radical innovation. Thus, the purpose of this paper was to investigate whether a potential association between the NCAA and NACE would be advantageous to both organisations. Through a deductive qualitative content analysis underpinned by Rogers's (2003) innovation characteristics (e.g., complexity, compatibility and relative advantage), several themes emerged: physical exertion, e-sports structure, amateurism, eligibility, compensation, profitability, and diversity and gender equity. These themes are discussed while identifying the benefits and issues surrounding a NCAA/NACE collegiate e-sports adoption and collaboration.

Radical innovations: Between established knowledge and future research opportunities

The fast growing body of radical innovation research is fragmented and difficult to overlook. We provide an overview of the most cited journals, authors, and publications and conduct a bibliographic coupling to structure the literature landscape. We identified the following research clusters: management of radical innovations, organizational learning and knowledge, financial aspects of radical innovation, radical innovation adoption and diffusion, radical industry innovations as challenges for incumbents, and radical innovation in specific industries. Based on an in-depth content analysis of these clusters, we identify the following future research opportunities: A systematic compilation of all intra- and extra-organizational management aspects, moderators, and mediators, extending radical innovation research's epistemological basis by adding strategic foresight, further research in individual, group (team), organizational, and inter-organizational capabilities required for radical innovation, a managerial perspective on adoption and diffusion of radical innovations, applying portfolio theory and real options theory to radical innovation research, stronger research efforts on coping strategies for firms faced with competitors' radical innovations, and intensifying both industry-specific and cross-industry research.

Radical or incremental innovation adoption: do demographics and the frequency and form of innovation matter?

This study aims to describe managers’ adoption of radical and incremental innovation based on managers’ and organisations’ demographics, and forms and frequencies of innovation. With this purpose, data collected from 161 managers who work for companies operating in various industries have been analysed. According to our findings, there is a significant difference between men and women with respect to their adoption of incremental or radical innovation. Female managers adopt incremental innovation 71.7%, whereas male counterparts adopt incremental innovation 50%; female managers adopt radical innovation 28.3%, whereas male counterparts adopt radical innovation 50%. Another significant difference is found among the frequencies of applying innovation (apply innovation consistently, apply innovation occasionally and apply innovation rarely). Data indicate that the companies that are applying innovations consistently adopt incremental innovation rather than adopting radical innovation. In the companies applying innovations occasionally, percentages of adoption of incremental and radical innovation are equal to each other. Radical innovation percentage is relatively higher by 69% compared to incremental innovation percentage at the companies that apply innovations rarely. Managerial implications of our findings and directions for future research are discussed. Keywords: Radical innovation adoption, incremental innovation adoption, the frequency of applying innovation, form of innovation, managers’ demographics, organisations’ demographics.

Sadness bright as glass: the acceptance of emotionally sensitive radical innovation

The existing literature acknowledges the importance of emotions in consumer decision-making and the challenges of radical innovation adoption; however, the literature seldom combines these two streams. The purpose of this study was to analyse potential adopters’ considerations concerning an innovation that is targeted at intense negative emotions. Choosing a case-study strategy enabled us to focus on extremely negative emotions (related to death) and the acceptance of a radical innovation (a memorial stone made of glass). In this study, we applied a longitudinal mixed-methods approach. Data were collected via interviews with consumers (357 respondents), the entrepreneur and her employee. Findings show that an emotionally sensitive radical innovation evokes more intense emotions and emotional ambivalence among consumers. Its acceptance also seems to depend on the age and gender of the customers and requires cultural change. A lengthy adoption process seems to be characteristic of emotionally intensive innovation. This study has implications for managers facing the challenge of creating new markets for a radical innovation that involves extreme emotions on the part of consumers. Theoretically, the study contributes to both innovation adoption and consumer decision-making literature.

Systems Approach for Adoption of Innovations in Organizations

A systems approach for adoption of innovations in organizations is presented. The approach is based on the spirit, mind and body framework described in ancient Hindu scriptures for balanced holistic living of a human being for achieving excellence. Since businesses can be considered as living systems with a purpose, the human metaphor is applied to business system. Accordingly systems of spirit, mind and body (SMB) are defined for an organization. The systems of mind are further categorized into deep structures and surface structures. While deep structures are required to support radical innovations, surface structures may be sufficient for incremental innovations. Using this framework, adoption of innovations in organizations is studied taking a specific example of capability maturity (CMM/CMMI) model implementation in an IT services company in India. The importance of systemic approach in the adoption of radical innovations in organizations is highlighted.

Radical Product Innovation in the Dutch Food Industry

This paper examines the adoption of radical food production systems in the Dutch food industry. It is argued that radical innovations are of major importance to contribute to the increase of growth and competitiveness. A model was developed to test which factors influence the adoption of radical product innovations, in particular health enhancing food products. It includes organizational and environmental factors derived from literature that influence the adoption of radical innovations. Results indicate that differences in firms' organizational factors determine the adoption of radical product innovations. Implications, limitations and directions for future research are discussed.

Climate Change Policies in Norway and the Netherlands: Different Instruments, Similar Outcome?

This paper examines the extent to which climate change policies and instruments in Norway and the Netherlands have provided continuous incentives for the development, adoption and diffusion of new abatement technologies. More specifically, the paper examines whether differences between the types of instruments adopted (Dutch voluntary agreements and the Norwegian CO2 tax), problem type and domestic political context have affected technological change in the two countries' petroleum sectors. In brief, empirical evidence suggests that the two cases display quite similar outcomes in terms of technological change. That said, there are also important differences, pertaining most notably to the development and adoption of radical innovations in the Norwegian petroleum sector. The differences are in turn attributed to the interplay between the respective policy instruments adopted and the political contexts in which they are applied. These findings are important not only for policymakers involved in the selection of effective instruments in climate change policy, but also for the development of theories and analytical frameworks to examine and assess dynamic efficiency.