The technology-mindset interactions: Leading to incremental, radical or revolutionary innovations

Torsten Ringberg*, Markus Reihlen, Pernille Rydén

*Corresponding author for this work

Research output: Contribution to journalJournal articleResearchpeer-review

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Abstract

Innovation is an integral part of the major transformation in modern business. Modern managers are increasingly pushed from both in- and outside the organization to innovate their processes including products and services. Research typically investigates innovative processes from either a technology perspective or managerial mindset perspective, but rarely both. We argue that technology and mindset should be analyzed in combination, as they are fundamentally co-constitutive albeit with different levels of interaction. We categorize the levels of interaction in a two-by-two model, with the Y-axis representing levels of innovative technology and the X-axis representing levels of innovative mindset. This categorization leads to a theoretical framework, a Technology-Mindset Matrix that consists of four typical technology-mindset interactions. We show how each type leads to unique innovative outcomes, and label the four types; incremental innovation, radical technological innovation, radical mindset innovation, and revolutionary innovation. We illustrate each square with case examples. Furthermore, we discuss core B2B issues managers face when transforming their organizations by moving up from incremental to higher ranked modes of innovation.
Original languageEnglish
JournalIndustrial Marketing Management
Volume79
Pages (from-to)102-113
Number of pages12
ISSN0019-8501
DOIs
Publication statusPublished - 2019

Keywords

  • Innovation
  • Technological determinism
  • Managerial mindset determinism
  • Technology-mindset matrix
  • B2B marketing

Cite this

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title = "The technology-mindset interactions: Leading to incremental, radical or revolutionary innovations",
abstract = "Innovation is an integral part of the major transformation in modern business. Modern managers are increasingly pushed from both in- and outside the organization to innovate their processes including products and services. Research typically investigates innovative processes from either a technology perspective or managerial mindset perspective, but rarely both. We argue that technology and mindset should be analyzed in combination, as they are fundamentally co-constitutive albeit with different levels of interaction. We categorize the levels of interaction in a two-by-two model, with the Y-axis representing levels of innovative technology and the X-axis representing levels of innovative mindset. This categorization leads to a theoretical framework, a Technology-Mindset Matrix that consists of four typical technology-mindset interactions. We show how each type leads to unique innovative outcomes, and label the four types; incremental innovation, radical technological innovation, radical mindset innovation, and revolutionary innovation. We illustrate each square with case examples. Furthermore, we discuss core B2B issues managers face when transforming their organizations by moving up from incremental to higher ranked modes of innovation.",
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The technology-mindset interactions: Leading to incremental, radical or revolutionary innovations. / Ringberg, Torsten; Reihlen, Markus; Rydén, Pernille.

In: Industrial Marketing Management, Vol. 79, 2019, p. 102-113.

Research output: Contribution to journalJournal articleResearchpeer-review

TY - JOUR

T1 - The technology-mindset interactions: Leading to incremental, radical or revolutionary innovations

AU - Ringberg, Torsten

AU - Reihlen, Markus

AU - Rydén, Pernille

PY - 2019

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N2 - Innovation is an integral part of the major transformation in modern business. Modern managers are increasingly pushed from both in- and outside the organization to innovate their processes including products and services. Research typically investigates innovative processes from either a technology perspective or managerial mindset perspective, but rarely both. We argue that technology and mindset should be analyzed in combination, as they are fundamentally co-constitutive albeit with different levels of interaction. We categorize the levels of interaction in a two-by-two model, with the Y-axis representing levels of innovative technology and the X-axis representing levels of innovative mindset. This categorization leads to a theoretical framework, a Technology-Mindset Matrix that consists of four typical technology-mindset interactions. We show how each type leads to unique innovative outcomes, and label the four types; incremental innovation, radical technological innovation, radical mindset innovation, and revolutionary innovation. We illustrate each square with case examples. Furthermore, we discuss core B2B issues managers face when transforming their organizations by moving up from incremental to higher ranked modes of innovation.

AB - Innovation is an integral part of the major transformation in modern business. Modern managers are increasingly pushed from both in- and outside the organization to innovate their processes including products and services. Research typically investigates innovative processes from either a technology perspective or managerial mindset perspective, but rarely both. We argue that technology and mindset should be analyzed in combination, as they are fundamentally co-constitutive albeit with different levels of interaction. We categorize the levels of interaction in a two-by-two model, with the Y-axis representing levels of innovative technology and the X-axis representing levels of innovative mindset. This categorization leads to a theoretical framework, a Technology-Mindset Matrix that consists of four typical technology-mindset interactions. We show how each type leads to unique innovative outcomes, and label the four types; incremental innovation, radical technological innovation, radical mindset innovation, and revolutionary innovation. We illustrate each square with case examples. Furthermore, we discuss core B2B issues managers face when transforming their organizations by moving up from incremental to higher ranked modes of innovation.

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KW - Managerial mindset determinism

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