The role of complexity in the Valley of Death and radical innovation performance.

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Date: Jan. 2022
From: Technovation(Vol. 109)
Publisher: Elsevier Science Publishers
Document Type: Report; Brief article
Length: 293 words

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Keywords Valley of Death; Motivation-opportunity-ability framework; Organizational complexity; Product complexity; Radical innovation Highlights * Product complexity is positively related to application ability (overcoming Valley of Death). * Market Turbulence moderates the relationship between organizational complexity and application ability. * Market Turbulence moderates the relationship between product complexity and application ability. * Application ability impacts radical innovation performance in an inverted-U shape. Abstract Firms invest much of their capital into basic research in order to generate new ideas and technologies. However, converting new technology concepts into marketable products is difficult, and firms struggle with transitioning projects from a knowledge discovery to product development, a gap referred to as the Valley of Death (VoD). While the concept of VoD has been well documented, the literature provides little guidance on how this gap can be overcome within firms and what role broader organizational factors play in this process. Building on the motivation-opportunity-ability (MOA) framework, the authors propose and test a series of hypotheses using a survey of 308 managers. The results indicate that while organizational complexity does not directly impact a firm's application ability (the ability to overcome the VoD), product complexity has a positive effect. In addition, both organizational and product complexity interact with market turbulence in influencing a firm's application ability, and there is an inverted-U shape relationship between application ability and radical innovation performance. Author Affiliation: (a) Department of Marketing, Ball State University, Muncie, IN, 47304, USA (b) Martin Tuchman School of Management, New Jersey Institute of Technology, Newark, NJ, 07102, USA (c) Department of Marketing, University of Tennessee, Knoxville, TN, 37996, USA * Corresponding author. Article History: Received 31 August 2018; Revised 30 May 2020; Accepted 24 June 2020 Byline: Tereza Dean [tdean@bsu.edu] (a), Haisu Zhang [hzhang@njit.edu] (b,*), Yazhen Xiao [sxiao@utk.edu] (c)

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Gale Document Number: GALE|A684964842