Creative disruption: the everyday innovation practices of intrapreneurs at a technology company

L. Whitelaw, L. Garcia-Lorenzo
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引用次数: 2

Abstract

This article makes a contribution to disruptive innovation studies by exploring the micro-dynamics of everyday 'creative disruption' – the creative practices intrapreneurs engage in during their daily work to advance innovation projects inside organizations. Drawing on a practice-based approach and a qualitative action research case study at Thales UK, a multinational technology organization, this article asks how intrapreneurs as key innovative agents foster disruptive innovation practices in their day-to-day work. The analysis of 55 interviews, 25 diary accounts, 29 observations of innovation related events plus a number of documents and reflexive notes following the development of 6 innovation projects as they happen, shows intrapreneurs navigating organizational tensions resulting from disruptive innovation efforts by constantly developing creative disruption practices in response to contextual demands to progress their innovation projects. The results help to expand our understanding of the notion of disruptive innovation in organizations, re-framing it as a micro-level generative process. NOTE: We have the explicit permission and consent from the UK division of Thales to use its real name in disseminating our research.
创造性破坏:一家科技公司内部创业者的日常创新实践
本文通过探索日常“创造性破坏”的微观动力学,对破坏性创新研究做出了贡献。“创造性破坏”是指内部企业家在日常工作中从事的创造性实践,以推进组织内部的创新项目。本文借鉴了跨国科技公司泰利斯英国公司(Thales UK)基于实践的方法和定性行动研究案例,探讨了作为关键创新代理人的内部企业家如何在日常工作中促进颠覆性创新实践。对55个访谈、25个日记记录、29个创新相关事件的观察,以及6个创新项目发展过程中的一些文件和反思笔记的分析表明,内部企业家通过不断发展创造性的破坏实践来应对环境要求,以推进他们的创新项目,从而应对由破坏性创新努力造成的组织紧张局势。研究结果有助于扩大我们对组织中破坏性创新概念的理解,将其重新定义为微观层面的生成过程。注:我们已获得泰雷兹英国分公司的明确许可和同意,在传播我们的研究时使用其真实姓名。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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