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Recovering from SuccessInnovation and Technology Management in Japan$
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D. Hugh Whittaker and Robert E. Cole

Print publication date: 2006

Print ISBN-13: 9780199297320

Published to Oxford Scholarship Online: September 2007

DOI: 10.1093/acprof:oso/9780199297320.001.0001

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Rethinking innovation 1

Rethinking innovation 1

Chapter:
(p.166) 9 Rethinking innovation1
Source:
Recovering from Success
Author(s):

Eiichi Yamaguchi

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199297320.003.0009

This chapter amplifies a number of the preceding themes and provides new insights in his case study of the blue LED invention. Distinguishing between ‘paradigm-disruptive’ innovation and ‘performance-disruptive’ innovation, it is argued that large firms face difficult problems with both, but especially the former (because of their ‘competency-enhancing’ innovation bias as well as growing bureaucracy, and more recently, restructuring). Using the blue LED case, it is argued that there is a greater chance of top managers following a hunch or creating a ‘field of resonance’ with their scientists in smaller companies. The implication of this study is a call for hastening the shift to a more open innovation system in Japan, with a greater role for startups and networks of innovative small firms.

Keywords:   paradigm-disruptive innovation, performance-disruptive innovation, blue LED, fields of resonance

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