@article {1425,
	title = {The Catch-22 in Strategizing for Radical Innovation},
	journal = {Technology Innovation Management Review},
	volume = {11},
	year = {2021},
	month = {03/2021},
	pages = {4-16},
	publisher = {Talent First Network},
	chapter = {4},
	address = {Ottawa},
	abstract = {Corporate strategy development is a well-oiled and recurring process in most established companies. Innovation strategy, however, especially for radical innovation, is new and unknown territory. This creates challenges for companies with radical innovation ambitions. We followed the innovation strategy work of nine large organisations, finding that they all struggle with the process and how to link innovation with corporate strategy in a meaningful way, while at the same time not hampering the innovative ambitions of the organisation. We identify two main challenges of gravitation and alignment, and develop a framework aimed at asking the questions necessary for increasing awareness about inherent business challenges, and how to overcome them at the intersection between corporate and innovation strategy work.},
	keywords = {corporate strategy, innovation strategy, radical innovation, strategy challenges},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1425},
	url = {timreview.ca/article/1425},
	author = {Helle Alsted S{\o}ndergaard and Mette Pr{\ae}st Knudsen and Nicolai S{\o}ndergaard Laugesen}
}
@article {624,
	title = {Green, Innovative, and Profitable: A Case Study of Managerial Capabilities at Interface Inc.},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {11/2012},
	pages = {4-12},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article describes the pioneering green-innovation management practices of a resource-intensive corporation, Interface Inc., which is a globally operating carpet manufacturer. Even during the current economic downturn, many companies remain committed to advancing their green business agendas. However, recent research suggests that most of these companies are far from reaching substantial competitive advantage from this commitment because they lack the connection between their green agendas and core innovation-management activities. This study illustrates how Interface succeeded with radical green innovations by investing in managerial capabilities that allowed it to conduct research, recognize opportunities, and revolutionize the carpeting industry. These capabilities enabled Interface to continuously challenge and disrupt well-established management recipes, existing knowledge, and proven industrial practices, and they enabled it to create a sustainable competitive advantage through a winning portfolio of radical green innovations.},
	keywords = {carpet industry, corporate sustainability, green innovation, interface, radical innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/624},
	url = {http://timreview.ca/article/624},
	author = {Tommi Lampikoski}
}
