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      • April 2022
      • Supplement

      Mastercard Labs (B)

      By: Linda A. Hill, Sunil Gupta, Emily Tedards and Julia Kelley
      When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, digital technologies were on the rise, and innovation needed to become a strategic imperative at the company. Banga tasked Garry Lyons, who had joined Mastercard through the 2009 acquisition of Orbiscom,...  View Details
      Keywords: Organizational Behavior; Culture; Transformation; Organizational Culture; Culture Change; Organizational Adaptation; Organizational Effectiveness; Alignment; Leadership; Leadership Development; Innovation; Innovation Ecosystems; Diversity; Collaboration; Co-creation; Learning Organizations; Empowerment; Ecosystem; Agility; Prototype; Experiment; Partnerships; Operating Model; Risk Management; Digital Transformation; Metrics; Payments; Financial Industry; Financial Inclusion; Ambidexterity; Corporate Innovation; Innovation Lab; Accelerator; Start-up; Fintech
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      Hill, Linda A., Sunil Gupta, Emily Tedards, and Julia Kelley. "Mastercard Labs (B)." Harvard Business School Supplement 422-081, April 2022.
      • April 2022 (Revised May 2022)
      • Case

      Mastercard Labs (A)

      By: Linda A. Hill, Sunil Gupta, Emily Tedards and Julia Kelley
      When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, he shifted the company’s competitive focus from card networks to cash itself. Mastercard’s new vision of a “World Beyond Cash” distilled into a three-pronged framework: Grow the core business, Diversify...  View Details
      Keywords: Organizational Behavior; Culture; Organizational Culture; Culture Change; Organizational Adaptation; Organizational Effectiveness; Alignment; Leadership; Leadership Development; Innovation; Innovation Ecosystems; Ecosystem; Diversity; Collaboration; Co-creation; Learning Organizations; Empowerment; Globalization; Agility; Prototype; Experiment; Partnerships; Operating Model; Risk Management; Digital Transformation; Metrics; Payments; Financial Inclusion; Financial Industry; Ambidexterity; Corporate Innovation; Innovation Lab
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      Hill, Linda A., Sunil Gupta, Emily Tedards, and Julia Kelley. "Mastercard Labs (A)." Harvard Business School Case 422-080, April 2022. (Revised May 2022.)
      • April 2022 (Revised May 2022)
      • Case

      Mastercard Labs (A) (Abridged)

      By: Linda A. Hill, Sunil Gupta, Emily Tedards and Julia Kelley
      When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, he shifted the company’s competitive focus from card networks to cash itself. Mastercard’s new vision of a “World Beyond Cash” distilled into a three-pronged framework: Grow the core business, Diversify...  View Details
      Keywords: Organizational Behavior; Culture; Organizational Culture; Culture Change; Organizational Adaptation; Organizational Effectiveness; Alignment; Leadership; Leadership Development; Innovation; Innovation Ecosystems; Diversity; Collaboration; Co-creation; Learning Organizations; Empowerment; Ecosystem; Agility; Prototype; Experiment; Partnerships; Operating Model; Risk Management; Digital Transformation; Metrics; Payments; Financial Inclusion; Financial Industry; Ambidexterity; Corporate Innovation; Innovation Lab; Accelerator; Start-up; Intrapreneurship; Competitive Strategy; Business Model; Technological Innovation; Growth and Development Strategy
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      Hill, Linda A., Sunil Gupta, Emily Tedards, and Julia Kelley. "Mastercard Labs (A) (Abridged)." Harvard Business School Case 422-082, April 2022. (Revised May 2022.)
      • September 2021
      • Article

      Innovation in the 21st Century: Architectural Change, Purpose, and the Challenges of Our Time

      By: Rebecca Henderson
      Understanding the process of innovation has been a central concern of management researchers, but despite this progress, there remains much that we do not understand. Deepening our knowledge is critically important given the enormous environmental and social challenges...  View Details
      Keywords: Architectural Innovation; Systemic Innovation; Innovation and Invention; Mission and Purpose; Environmental Sustainability
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      Henderson, Rebecca. "Innovation in the 21st Century: Architectural Change, Purpose, and the Challenges of Our Time." Management Science 67, no. 9 (September 2021).
      • 2021
      • Working Paper

      The Value of Data and Its Impact on Competition

      By: Marco Iansiti
      Common regulatory perspective on the relationship between data, value, and competition in online platforms has increasingly centered on the volume of data accumulated by incumbent firms. This view posits the existence of "data network effects," where more data leads to...  View Details
      Keywords: Online Platforms; Data Network Effects; Data and Data Sets; Value; Competition
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      Iansiti, Marco. "The Value of Data and Its Impact on Competition." Harvard Business School Working Paper, No. 22-002, July 2021.
      • January 2020 (Revised July 2020)
      • Supplement

      MoviePass: The 'Get Big Fast' Strategy

      By: Benjamin C. Esty and Daniel Fisher
      In August 2017, MoviePass dramatically lowered its subscription price from $50 per month to just $10 for up to one movie per day. The idea was to rapidly scale the business to the point where they could generate incremental revenue streams form related businesses...  View Details
      Keywords: Market Entry; Growth Strategy; Profit Vs. Growth; Subscription Business; Cash Burn; Data Analytics; Get-big-fast; Buyer Power; Strategy Implementation; Movie Industry; Racing; Business Strategy; Value Creation; Consolidation; Cash Flow; Growth Management; Business Startups; Entrepreneurship; Disruptive Innovation; Mobile Technology; Motion Pictures and Video Industry; Entertainment and Recreation Industry; Advertising Industry; Information Industry; United States
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      Esty, Benjamin C., and Daniel Fisher. "MoviePass: The 'Get Big Fast' Strategy." Harvard Business School Spreadsheet Supplement 720-854, January 2020. (Revised July 2020.)
      • Article

      The Radical Flank Effect and Cross-occupational Collaboration for Technology Development during a Power Shift

      By: Emily Truelove and Katherine C. Kellogg
      This 12-month ethnographic study of an early entrant into the U.S. car-sharing industry demonstrates that when an organization shifts its focus from developing radical new technology to incrementally improving this technology, the shift may spark an internal power...  View Details
      Keywords: Groups and Teams; Conflict and Resolution; Power and Influence; Perception; Behavior; Collaborative Innovation and Invention
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      Truelove, Emily, and Katherine C. Kellogg. "The Radical Flank Effect and Cross-occupational Collaboration for Technology Development during a Power Shift." Administrative Science Quarterly 61, no. 4 (December 2016): 662–701.
      • 2016
      • Book

      Lead and Disrupt: How to Solve the Innovator's Dilemma

      By: Charles A. O'Reilly and Michael Tushman
      In the past few years, a number of well-known firms have failed—think of Blockbuster, Kodak, and RadioShack. When we read about their demise, it often seems inevitable—a natural part of "creative destruction." But closer examination reveals a disturbing truth:...  View Details
      Keywords: Organizational Change and Adaptation; Disruptive Innovation; Innovation and Management
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      O'Reilly, Charles A., and Michael Tushman. Lead and Disrupt: How to Solve the Innovator's Dilemma. Stanford, CA: Stanford Business Books, 2016.
      • 2015
      • Chapter

      Innovation and Entrepreneurship in Renewable Energy

      By: Ramana Nanda, Ken Younge and Lee Fleming
      We document three facts related to innovation and entrepreneurship in renewable energy. Using data from the U.S. Patent and Trademark Office, we first show that patenting in renewable energy remains highly concentrated in a few large energy firms. In 2009, the top 20...  View Details
      Keywords: Entrepreneurial Finance; Entrepreneurial Management; Energy; Finance; Entrepreneurship; Energy Industry
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      Nanda, Ramana, Ken Younge, and Lee Fleming. "Innovation and Entrepreneurship in Renewable Energy." Chap. 7 in The Changing Frontier: Rethinking Science and Innovation Policy, edited by Adam Jaffe and Benjamin Jones, 199–232. University of Chicago Press, 2015.
      • Article

      Digital Ubiquity: How Connections, Sensors, and Data Are Revolutionizing Business

      By: Marco Iansiti and Karim R. Lakhani
      When Google bought Nest, a maker of digital thermostats, for $3.2 billion just a few months ago, it was a clear indication that digital transformation and connection are spreading across even the most traditional industrial segments and creating a staggering array of...  View Details
      Keywords: Digital Innovation; Digitization; Industrial Internet; Technological Innovation; Production; Competitive Strategy; Engineering; Aerospace Industry
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      Iansiti, Marco, and Karim R. Lakhani. "Digital Ubiquity: How Connections, Sensors, and Data Are Revolutionizing Business." Harvard Business Review 92, no. 11 (November 2014): 90–99.
      • March 2014
      • Technical Note

      Venture Capital Investment in the Clean Energy Sector

      By: Ramana Nanda and Shikhar Ghosh
      In this note, we examine the extent to which venture capital is adequately positioned for the rapid commercialization of clean energy technologies in the United States. The need for a revolution in clean energy is driven not just by environmental consequences of energy...  View Details
      Keywords: Entrepreneurial Finance; Entrepreneurship; Finance; Financial Services Industry
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      Nanda, Ramana, and Shikhar Ghosh. "Venture Capital Investment in the Clean Energy Sector." Harvard Business School Technical Note 814-052, March 2014.
      • November 2013
      • Article

      Organizational Ambidexterity: Past, Present and Future

      By: Charles A. O'Reilly III and Michael Tushman
      Organizational ambidexterity refers to the ability of an organization to both explore and exploit—to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where...  View Details
      Keywords: Organizational Ambidexterity; Organization Design; Innovation; Leadership; Organizational Design; Innovation and Invention
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      O'Reilly, Charles A., III, and Michael Tushman. "Organizational Ambidexterity: Past, Present and Future." Academy of Management Perspectives 27, no. 4 (November 2013): 324–338.
      • August 2012 (Revised August 2013)
      • Background Note

      Competency-Destroying Technology Transitions: Why the Transition to Digital Is Particularly Challenging

      By: Willy Shih
      Some technology transitions are exceedingly difficult for incumbent firms to execute. The bankruptcy filing by the Eastman Kodak Company highlighted the difficulty companies faced when their core business transitioned from an analog to a digital world. Kodak's business...  View Details
      Keywords: Technology Transitions; Competency-destroying; Digital; Analog; Digital Transition; Modular; Modularity; Technological Change; Radical Innovation; Incremental Innovation; Architectural Innovation; Modular Innovation; Sustaining Innovation; Competency-enhancing; Noise Propagation; Perfect Copying; Digital Music; Digital Media; Consumer Electronics; Kodak; Sony; Panasonic; Disruptive Innovation; Technology Adoption; Transition; Change Management; Consumer Products Industry; United States
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      Shih, Willy. "Competency-Destroying Technology Transitions: Why the Transition to Digital Is Particularly Challenging." Harvard Business School Background Note 613-024, August 2012. (Revised August 2013.)
      • Fall 2012
      • Article

      Innovation Strategy and Entry Deterrence

      By: Ozge Turut and Elie Ofek
      We model an incumbent's decision to pursue radical or incremental innovation when facing a rival entrant. The radical innovation may yield lucrative financial returns but entails significant technological and market-related uncertainties. It is also particularly...  View Details
      Keywords: Competition; Innovation Strategy; Risk and Uncertainty; Markets; Mathematical Methods
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      Turut, Ozge, and Elie Ofek. "Innovation Strategy and Entry Deterrence." Journal of Economics & Management Strategy 12, no. 3 (Fall 2012).
      • May 2010
      • Column

      Block-by-Blockbuster Innovation

      By: Rosabeth Moss Kanter
      Executives often find themselves debating the merits of incremental innovations versus game-changers, but that's a false dichotomy, says HBR columnist Rosabeth Moss Kanter. Even if a company is lucky enough to come up with the next Kindle, Swiffer, or smartphone,...  View Details
      Keywords: Innovation and Management; Resource Allocation; Product; Business Processes; Risk and Uncertainty
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      Kanter, Rosabeth Moss. "Block-by-Blockbuster Innovation." Harvard Business Review 88, no. 5 (May 2010): 38.
      • Article

      What Really Motivates Workers

      By: Teresa M. Amabile and Steve J. Kramer
      This essay appears in "The HBR List: Breakthrough Ideas for 2010," which is compiled by this journal in collaboration with the World Economic Forum. The ten problems and the innovative solutions are discussed in each essay. This particular essay describes research...  View Details
      Keywords: Problems and Challenges; Innovation and Invention; Research; Performance Improvement; Managerial Roles; Motivation and Incentives; Creativity
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      Amabile, Teresa M., and Steve J. Kramer. "What Really Motivates Workers." Harvard Business Review 88, nos. 1/2 (January–February 2010): 44–45. (#1 in Breakthrough Ideas for 2010.)
      • 2009
      • Working Paper

      Don't Just Survive - Thrive: Leading Innovation in Good Times and Bad

      By: Lynda M. Applegate and J. Bruce Harreld
      Battered by contracting markets and frozen credit, many businesses today are fighting for survival. Indeed, the current global financial crisis provides a mandate for restructuring. But survival is not the end goal. In fact, cost cutting and restructuring are simply...  View Details
      Keywords: Organizational Change and Adaptation; Risk Management; Leading Change; Innovation and Management; Crisis Management; Growth and Development Strategy
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      Applegate, Lynda M., and J. Bruce Harreld. "Don't Just Survive - Thrive: Leading Innovation in Good Times and Bad." Harvard Business School Working Paper, No. 09-127, April 2009. (Revised May 2009.)
      • May 2005 (Revised April 2011)
      • Case

      Arctic Timber AB: Engineered Woods Division (A)

      By: Michael L. Tushman, David Kiron and Wendy Smith
      Describes the leadership challenges involved in managing strategic innovation and change in a highly mature business unit. Allows systematic exploration of organizational structures, incentives, competencies, and culture that impede innovation. Pivots on a new leader's...  View Details
      Keywords: Change Management; Innovation and Management; Innovation Strategy; Leadership; Management Teams; Organizational Change and Adaptation; Organizational Culture; Organizational Structure
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      Tushman, Michael L., David Kiron, and Wendy Smith. "Arctic Timber AB: Engineered Woods Division (A)." Harvard Business School Case 405-067, May 2005. (Revised April 2011.)
      • April 2003
      • Article

      Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited

      By: Mary J. Benner and Michael L. Tushman
      We develop a contingency view of process management's influence on both technological innovation and organizational adaptation. We argue that while process management activities are beneficial for organizations in stable contexts, they are fundamentally inconsistent...  View Details
      Keywords: Management; Problems and Challenges
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      Benner, Mary J., and Michael L. Tushman. "Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited." Academy of Management Review 28, no. 2 (April 2003): 238–256. (Winner of Academy of Management Review. Best Paper Award​. Also the 2013 AMR Decade Award winner.)
      • September 2002
      • Case

      Align Technology, Inc.: Matching Manufacturing Capacity to Sales Demand

      By: H. Kent Bowen and Jonathan P Groberg
      Align Technology is a four-year-old medical products company that has invented a new product requiring new manufacturing processes. Demand for the new product has grown more slowly than initial forecasts predicted, and the cost structure is preventing the company from...  View Details
      Keywords: Health Care and Treatment; Collaborative Innovation and Invention; Problems and Challenges; Product; Forecasting and Prediction; Marketing Strategy; Sales; Demand and Consumers; Production; Health Industry
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      Bowen, H. Kent, and Jonathan P Groberg. "Align Technology, Inc.: Matching Manufacturing Capacity to Sales Demand." Harvard Business School Case 603-058, September 2002.
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