Special issue: Strategic issues in managing radical innovation in networks of high-tech strategic partners

International Journal of Technology Management 44(1/2) 2008

• The role of leader personality in new product development success: an examination of teams developing radical and incremental innovations
• Leveraging in-house R&D competencies for a new market: how Corning pioneered fibre optics
• Radical strategic and structural change: occurrence, antecedents and consequences
• The formation of subsequent inter-firm R&D partnerships between large pharmaceutical companies and small, entrepreneurial biotechnology firms – how important is inter-organisational trust?
• Community of self-organisation: supply chain perspective of Finnish electronic music
• Market performance and technological knowledge transfer of foreign subsidiaries' network embeddedness in Taiwan's electrical and electronic industry
• Allocating resources to disruptive innovation projects: challenging mental models and overcoming management resistance
• Failure sources in R&D consortia: the case of mobile service development
• Organisational approaches to building a radical innovation dynamic capability
• The role of techno-countervailing power in inducing the development and dissemination of new functionality – an analysis of Canon printers and Japan's personal computers
• Combining organisational and physical location to manage knowledge dissemination
• An empirical investigation on the appropriateness of flexibility approach to the product portfolio selection
• The role of communication and coordination between 'network lead companies' and their strategic partners in determining NPD project performance