Tearing down the façades of radical innovation

Managers construct organizational facades that mislead external stakeholders, organizational members, auditors, researchers, other managers, and even themselves (Nystrom & Starbuck, 1984). Very little empirical research has been conducted on how managers build these facades since Nystrom & Starbuck's first influential article. This paper reports on the creation of an organization innovation facade from the day of initial crafting to its final collapse. The paper proposes a theoretical model of facade-crafting in large organizations, and its unsuspected role in fostering radical innovation, radical change and transformative action.

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