Abstract
Most industries today are dynamic and highly competitive. These industries are vulnerable for disruption, making solely focusing on incremental innovations a risky option. This calls for organizational ambidexterity, by simultaneously pursuing both incremental and radical innovations. A big challenge when trying to be ambidextrous is that the evolution of organizations from new to mature favors incremental innovations. It is therefor important for mature organization to also promote radical innovations. This can be done through a culture of curiosity, where the individuals in the organizations wish and are allowed to take risks.
Another consequence of the dynamics and competitiveness of industries is the need for frequent innovations with better quality and lower prices. Research has documented that one way of achieving this is by the involvement of suppliers in NPD. There is a consensus among researchers that this is the case for incremental innovation, while there are opposing views related to the involvement of suppliers in radical innovations. The findings of this study supports the proponents of supplier involvement in radical innovations. Suppliers were found to have a positive impact on the performance radical innovations, by adding new competences, new ideas and flexibility to the projects.
