Leveraging Resistance to Change and the Skunk Works Model of Innovation
Research output: Working paper › Research
Documents
- 2007-10
Final published version, 370 KB, PDF document
We study a situation in which an R&D department promotes the introduction of an innovation that results in costly re-adjustments for a production department. 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. 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. Several implications for managing resistance to change and for the optimal design of R&D activities are derived
Original language | English |
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Publisher | Centre for Industial Economics, Department of Economics, University of Copenhagen |
Number of pages | 29 |
Publication status | Published - 2007 |
- Faculty of Social Sciences - resistance to change, innovation, skunk works model, contest
Research areas
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ID: 886041