Home > Research > Publications & Outputs > Radical innovation for sustainability

Electronic data

  • 160523 14LRP1225 R1

    Rights statement: This is the author’s version of a work that was accepted for publication in Long Range Planning. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Long Range Planning, 50, 6, 2017 DOI: 10.1016/j.lrp.2016.05.004

    Accepted author manuscript, 844 KB, PDF document

    Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

Links

Text available via DOI:

View graph of relations

Radical innovation for sustainability: the power of strategy and open innovation

Research output: Contribution to journalJournal article

Published
Close
<mark>Journal publication date</mark>12/2017
<mark>Journal</mark>Long Range Planning
Issue number6
Volume50
Number of pages14
Pages (from-to)712-725
Publication statusPublished
Early online date22/06/16
Original languageEnglish

Abstract

Sustainability oriented innovation continues to garner increasing attention as the answer to how firms may improve environmental and/or social performance while simultaneously finding competitive advantage. Radically innovating new products and services to replace harmful market incumbents is central to this thesis, yet studies to date have found it to be a highly expensive process with high degrees of uncertainty and risk. Extant research however has largely neglected to examine the details of the actual product innovation process itself and has under appreciated the influence of corporate strategic context. Our paper addresses this gap in the literature through an in-depth case study of a sustainability oriented innovation process for a radical new product within a multinational life sciences company, DSM. Our findings identify five critical organizational practices through which strategic direction has enabled the innovation process: technology super-scouting throughout the value chain, search heuristics that favor radical sustainability solutions, integration of sustainability performance metrics in product development, championing the value chain to build demand for radical sustainability oriented product innovation, and harnessing the benefits of open innovation.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Long Range Planning. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Long Range Planning, 50, 6, 2017 DOI: 10.1016/j.lrp.2016.05.004