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Promoting Innovation in Organizations Unable to Innovate

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  • Thomas Durand

Abstract

This chapter addresses the issue of documenting the ability of an organization to develop new products, paradoxically adopting the perspective of incompetence. The chapter presents the case of a large, highly profitable firm, which over the years lost the ability to innovate, especially when it comes to new products, even though extremely efficient in its operations. The concept of organizational competence is discussed in the context of the competence-based management literature and a model is presented. On that basis, the case study is revisited and some theoretical as well as practical implications are identified.

Suggested Citation

  • Thomas Durand, 2004. "Promoting Innovation in Organizations Unable to Innovate," Palgrave Macmillan Books,, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-51277-1_14
    DOI: 10.1057/9780230512771_14
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