Leveraging resistance to change and the skunk works model of innovation

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Leveraging resistance to change and the skunk works model of innovation

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dc.contributor.author Fosfuri, Andrea en_US
dc.contributor.author Rønde, Thomas en_US
dc.date.accessioned 2009-02-04T10:28:15Z
dc.date.available 2009-02-04T10:28:15Z
dc.date.issued 2007-11-23T00:00:00Z en_US
dc.identifier.uri http://hdl.handle.net/10398/7691
dc.description.abstract We study a situation in which an R&D department promotes the introduction of an innovation, which results in costly re-adjustments for production workers. In response, the production department tries to resist change by improving the existing technology. We show that firms balancing the strengths of the two departments perform better. This principle is employed to derive several implications concerning the hiring of talents, monetary incentives, and technology investment policies. As a negative effect, resistance to change might distort the R&D department’s effort away from radical innovations. The firm can solve this problem by implementing the so-called ”skunk works model” of innovation where the R&D department is isolated from the rest of the organization. Resistance to change, innovation, skunk works model, contest. en_US
dc.format.extent 26 s. en_US
dc.language eng en_US
dc.relation.ispartofseries Discussion Paper;2007-02 en_US
dc.title Leveraging resistance to change and the skunk works model of innovation en_US
dc.type wp en_US
dc.accessionstatus modt07nov23 nijemo en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Centre for Economic and Business Research en_US
dc.contributor.departmentshort CEBR en_US
dc.contributor.departmentuk Centre for Economic and Business Research en_US
dc.contributor.departmentukshort CEBR en_US
dc.idnumber x656555334 en_US
dc.publisher.city København en_US
dc.publisher.year 2006 en_US


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