The role teams and organizational factors play in disruptive innovations in ambidextrous organizations

One of the biggest challenges that large companies challenge at commercializing innovations is how to successfully transfer the project to the business unit at the moment of scaling up the innovation. This research has deployed multiple case methodology to study the process of transference of twelve disruptive innovations in ambidextrous organizations to improve the understanding of how corporate ventures face the transition from a disruptive innovation to a receiving business unit. The study identifies different crucial team activities within the process of transferring the projects to the receiving business units as well as key organizational factors between the R&D team, the business unit and the corporation, as it follows: 1) the achievement of first sales and running of pilot projects, 2) early-relations with the potential receiving business unit, 3) misfit between the innovation project and the business unit, 4) transfer of the R & D team to the receiving team, 5) presence of champions and project support network. The research also provides insights about the most appropriate time for the realization of the transfer.

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