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Comment innover en combinant des forces opposées ? Le cas des start-up internes au sein d’un grand groupe industriel français

Listed author(s):
  • Sébastien Brion


    (CRET-LOG - Centre de Recherche sur le Transport et la Logistique - AMU - Aix Marseille Université)

  • Gilles Garel

    (CNAM Paris - Conservatoire National des Arts et Métiers - Paris - CNAM - Conservatoire National des Arts et Métiers [CNAM])

Registered author(s):

    Successful large firms tend to favor incremental innovation at the expense of more radical innovations. Organizational ambidexterity offers organizational designs that are compatible with management of these contradictory forces. However, this literature postulates a balance of these forces without specifying their nature, nor the intensity of their influence. The study of four internal start-ups in charge of the development of innovation breakthrough, within a company dominated by incremental innovations, highlights how some forces are more likely than others to support this type of innovation. This research proposes an in-depth analysis of the balancing mechanisms in highly constrained contexts.

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    Paper provided by HAL in its series Post-Print with number halshs-01578790.

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    Date of creation: 01 Jan 2018
    Publication status: Published in Management international, HEC Montréal, 2018, 22 (1), pp. 133-145
    Handle: RePEc:hal:journl:halshs-01578790
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