The main object of this study is to increase the understanding of continuous corporate renewal. In this study, renewal refers to the process of companies aiming to reach a competitive edge through innovation. A broad definition of innovation includes product and service innovation as well as business model, management and organisational innovations. The study deals with innovation management, strategic renewal, organisational learning and organisational change and adaptation. It aims to provide an integrated view of these four distinct approaches related to corporate renewal. An ambidextrous corporate renewal model is then built on the basis of a theoretical framework where it is considered both possible and necessary to implement exploitation and exploration simultaneously and in the same organisation. The study was conducted as participatory action research simultaneously with a theoretical conceptual analysis during the research process. The empirical data were collected in the innovation management system and innovation strategy process development projects of the case study company. Furthermore, the innovation management system of the case study company was compared with the systems of four other companies in a multiple case study. Based on the theoretical framework and empirical requirement specifications, a new model of continuous corporate renewal was built. In this model, the exploitation and exploration approaches form the core of the front end of the innovation process. Both approaches share the same implementation stage. The model also features a continuously created shared understanding of vision and leveraging of the knowledge and resources of the organisation and its innovation network.
|Award date||15 Dec 2010|
|Place of Publication||Espoo|
|Publication status||Published - 2010|
|MoE publication type||G5 Doctoral dissertation (article)|
- innovation management
- renewal strategy
- organisational learning