Transformation and change process in innovation models: start-up and mature companies.

Lewrick, Michael and Raeside, Robert (2010) Transformation and change process in innovation models: start-up and mature companies. International Journal of Business Innovation and Research, 4 (6). pp. 515-534. ISSN 1751-0252

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The transformation from a start-up company to a mature company asks often for dramatic change of capabilities to sustain innovations and business success. Increasing maturity results in the need to adjust the innovation style of a company. This paper has the objective to explore the dynamics behind innovations, what capabilities are needed at which stage of companies life cycle, and the challenges to innovate in transformation. Over 200 high-technology companies have been examined to observe the transformation from a start-up phase to a more mature phase of business. Results indicate the importance of market orientation, knowledge, management capabilities, social networks to innovation, success and sustainability. The study reveals that major changes are required in knowledge enhancement and acquisition, the use of formal social networks and the establishment and use of performance networks to allow a successful transition to a sustainable mature company.

Item Type: Article
Print ISSN: 1751-0252
Electronic ISSN: 1751-0260
Uncontrolled Keywords: Management capabilities; entrepreneurship; change management; transformation; company start-ups; mature companies; knowledge enhancement; knowledge acquisition; knowledge management; business innovation; innovation models;
University Divisions/Research Centres: Edinburgh Napier University, Employment Research Institute
Dewey Decimal Subjects: 600 Technology > 650 Management & public relations > 658 General management
Library of Congress Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Item ID: 4372
Depositing User: Mrs Lyn Gibson
Date Deposited: 28 Apr 2011 10:54
Last Modified: 10 Dec 2012 11:24

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