This research, based on four in-depth case studies, probes an overlooked unit of analysis in innovation management literature, namely management action and cognition, and offers a new qualitative contribution into resource allocation approaches that support radical innovation. The interpretivist...

Research has consistently linked organizational inertia to the failure of industry incumbents to prosper or even survive from periods of discontinuous change driven by technological entrepreneurship. Recent work has unbundled the structure of inertia into two key determinants; 'resource...

Given the corporate pursuit of discontinuous and breakthrough change, we work to deconstruct and shed understanding on managers’ failure to formally allocate resources to entrepreneurial activities that seek to deliver disruptive innovations. Using an interpretivist approach with field data...

This paper presents the findings of part of a 30 month investigation, conducted to better understand the persistent failure of management practitioners to fund potentially disruptive innovations. A Mode 2 case study strategy was employed. The iterative transfer of knowledge, between four...

This paper examines the linkages between diversity management (DM), innovation and high performance in social enterprises. These linkages are explicated beyond traditional framing of DM limited to workforce composition, to include discussions of innovation through networked diversity practices;...