This article describes the steps Shell managers took to keep their innovation innovative after the original establishment of the GameChanger system, by setting up its innovation coalition as a network in its own right, and by reorganising its portfolio of 85 projects into a half-dozen domains....

The resource-based view (RBV) of the firm proposes that resources are mobilised by capabilities, and that both arise from ‘dynamic’ capabilities (DC). RBV research suggests that co-specialised DC’s – those which are most valuable together (CDC’s) - are particularly difficult to copy....