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Cited by 1,267

The DOI matches its Crossref record; 6 of the 6 references it cites were found in a registry or an index.

Organizing for Radical Product Innovation: The Overlooked Role of Willingness to Cannibalize

Chandy, Rajesh K., Tellis, Gerard J.·1998·Journal of Marketing Research
DOI 10.1177/002224379803500406
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Abstract

Why are some firms more successful at introducing radical product innovations than others? Following Schumpeter (1942), many researchers have suggested that firm size is the key organizational predictor of radical product innovation. The authors provide an alternate view and argue that one key variable that differentiates firms with strong radical product innovation records from others is the firms’ willingness to cannibalize their own investments. The authors identify three organizational factors that drive a firm's willingness to cannibalize. Results from a survey of three high-tech industries tend to support the alternate view that willingness to cannibalize is a more powerful driver of radical product innovation than firm size is. These results suggest a need to reconsider conventional wisdom on firm size, cannibalization, and organizational synergy.

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Metadata

Authors
Chandy, R. K., & Tellis, G. J.
Venue
Journal of Marketing Research
Publisher
SAGE Publications
Published
1998-11
Volume
35
Issue
4
Pages
474-487
ISSN
  • 0022-2437 (ISSN-L)
  • 1547-7193
DOI
10.1177/002224379803500406
OpenAlex
W2061019209
Cited by
1,267
References
6
FWCI
29.71
Type
journal article
Language
en
Open access
closed

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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).

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