<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Helle Alsted Søndergaard</style></author><author><style face="normal" font="default" size="100%">Mette Præst Knudsen</style></author><author><style face="normal" font="default" size="100%">Nicolai Søndergaard Laugesen</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Catch-22 in Strategizing for Radical Innovation</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">corporate strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">radical innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy challenges</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">03/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1425</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">11</style></volume><pages><style face="normal" font="default" size="100%">4-16</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">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.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">Aarhus University 
Helle Alsted Søndergaard is Associate professor in Innovation management at the Department of Management, Aarhus University. Her research is focused on aspects of open innovation including employee attitude to external knowledge, employee and user innovation as well as innovation strategy. She has published her work in journals such as &lt;em&gt;Technovation, International Journal of Technology Management, &lt;/em&gt;and &lt;em&gt;European Journal of Innovation Management&lt;/em&gt;.</style></custom1><custom2><style face="normal" font="default" size="100%">University of Southern Denmark 
Mette Præst Knudsen is Professor of Innovation Management and Director of the Centre for Integrative Innovation Management, Department of Marketing &amp; Management at the University of Southern Denmark. Her research focuses on innovation management including topics like open innovation and innovation strategy. Further she is concerned with barriers to commercialization of emerging technologies, and how emerging technologies are embedded and grow within innovation eco-systems. Her research has been published in journals such as &lt;em&gt;Journal of Product Innovation Management, Research Policy, Technovation, &lt;/em&gt;and &lt;em&gt;Industrial and Corporate Change&lt;/em&gt;. She currently serves as Associate Editor for &lt;em&gt;Technology Innovation Management Review&lt;/em&gt;, Area Editor for &lt;em&gt;Technovation&lt;/em&gt;, and as Senior Advisor for &lt;em&gt;Creativity and Innovation Management Journal&lt;/em&gt;.</style></custom2><custom3><style face="normal" font="default" size="100%">Falck A/S
Nicolai Søndergaard Laugesen is Global Head of Development &amp; Commercial Excellence at Falck A/S, a global healthcare and ambulance service company. His responsibilities cover both strategies and development of new healthcare solutions.</style></custom3><section><style face="normal" font="default" size="100%">4</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Tommi Lampikoski</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Green, Innovative, and Profitable: A Case Study of Managerial Capabilities at Interface Inc.</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">carpet industry</style></keyword><keyword><style  face="normal" font="default" size="100%">corporate sustainability</style></keyword><keyword><style  face="normal" font="default" size="100%">green innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">interface</style></keyword><keyword><style  face="normal" font="default" size="100%">radical innovation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">11/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/624</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">4-12</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">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.</style></abstract><issue><style face="normal" font="default" size="100%">11</style></issue><custom1><style face="normal" font="default" size="100%">University of California Berkeley
Tommi Lampikoski, MSc (Econ), is a visiting scholar at the Haas School of Business, University of California Berkeley, USA, and a project researcher at the School of Business, Aalto University, Finland. He acts as a project manager in a joint research project with the Finnish Funding Agency for Technology and Innovation and FIMECC’s Innovation &amp; Network consortium.  His ongoing doctoral research focuses on the management of radical green innovation and his current research interests include open innovation, corporate sustainability, and green business strategies in resource-intensive businesses. He is an author of three business books in the fields of creativity, green business, and innovation management. He previously held various managerial positions in the ICT industry in Finland.</style></custom1></record></records></xml>