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Collaborative disruptive innovation success : The critical role of domain-challenging common meaning

Author

Listed:
  • Ingi Brown

    (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

  • Pascal Le Masson

    (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

  • Benoit Weil

    (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

Abstract

The innovation literature has discussed the construction of a common meaning in workgroups, with the influence of established shared understanding through feedback process that shape the construction of a new common meaning. On the other side, success of disruptive innovations have been linked to the capacity of individuals and organizations to radically shift the attributes of their established businesses. However there has been no study on the process of common meaning construction in the case of disruptive innovation. This paper investigates the role of common meaning on the success of disruptive innovations, in the case of an inter-organizational collaboration. Based on a case study with a consortium of 4 collaborating companies and using the theoretical framework of organizational learning, we distinguish two very different models: a domain-based common meaning and a domain- challenging common meaning. We discuss the managerial effects and conditions of each model, and show how the careful construction of a domain-challenging common meaning can enable a workgroup to produce disruptive outcomes.

Suggested Citation

  • Ingi Brown & Pascal Le Masson & Benoit Weil, 2010. "Collaborative disruptive innovation success : The critical role of domain-challenging common meaning," Post-Print hal-00690226, HAL.
    • Handle: RePEc:hal:journl:hal-00690226
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    Cited by:

    1. Laura Le Du & Sophie Hooge & Pascal Le Masson, 2015. "The Technical Object As A Resource For Imaginaries Stimulation: The Case Of Twizy In The Automotive Industry," Post-Print hal-01503176, HAL.

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