Coming in from the cold: The psychological foundations of radical innovation revisited

Radical innovation poses a series of well-documented adaptive behavioral challenges for individuals, organizations and organizational collectives. Drawing on the insights of recent advances in the social neurosciences, the authors demonstrate how theory and research rooted in the cold cognition era...

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Veröffentlicht in:Industrial marketing management Jg. 43; H. 8; S. 1306 - 1313
Hauptverfasser: Hodgkinson, Gerard P., Healey, Mark P.
Format: Journal Article
Sprache:Englisch
Veröffentlicht: New York Elsevier Inc 01.11.2014
Elsevier Sequoia S.A
Schlagworte:
Adoption of innovations
Behavioral strategy
Cognition
Cognition & reasoning
Collectives
Diffusion
Dynamic capabilities
Emotion
Emotions
Individual collective relationship
Information dissemination
Innovation
Innovations
Management theory
Microfoundations
Neurosciences
Organization development
Organizational behavior
Organizational behaviour
Organizations
Psychology
Radicals
Rationality
Self control
Self regulation
Studies
Transformation
Dynamic capabilities
Innovation
Cognition
Emotion
Microfoundations
Behavioral strategy
ISSN:0019-8501, 1873-2062
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Abstract Radical innovation poses a series of well-documented adaptive behavioral challenges for individuals, organizations and organizational collectives. Drawing on the insights of recent advances in the social neurosciences, the authors demonstrate how theory and research rooted in the cold cognition era of human psychology has laid microfoundations for practices purporting to help address these challenges that are fundamentally unfit for purpose. Predicated on an outmoded conception of economic actors as affect-free information processors, devoid of emotion, scholars and practitioners alike are unwittingly perpetuating a (bounded) rationality façade. In so doing, they are undermining attempts to foster the requisite transformation of mindsets and behavior. To address these unintended consequences, new theory and research is required to shed light on the generative mechanisms through which firms might create the conditions to enable them to harness the cognitive and emotional capacities of individuals and groups, an essential step for overcoming the pitfalls of bias and inertia that so often inhibit adaptation to changing environments, thus slowing progress in the development and diffusion of innovations. To further this end, the present article advances a research agenda that places emotion management center stage, arguing that, to be truly dynamically capable, firms must learn to nurture self-regulation capabilities at all levels of the enterprise. •Drawing on the insights of social neuroscience, we examine the adaptive behavioral challenges posed by radical innovation.•Radical innovation poses adaptive challenges for individuals, groups, organizations and organizational collectives.•Addressing the adaptive challenges of radical innovation demands the harnessing of cognitive and emotional capacities.•To adapt, firms must nurture self-regulation capabilities at all levels of the enterprise.
AbstractList Radical innovation poses a series of well-documented adaptive behavioral challenges for individuals, organizations and organizational collectives. Drawing on the insights of recent advances in the social neurosciences, the authors demonstrate how theory and research rooted in the cold cognition era of human psychology has laid microfoundations for practices purporting to help address these challenges that are fundamentally unfit for purpose. Predicated on an outmoded conception of economic actors as affect-free information processors, devoid of emotion, scholars and practitioners alike are unwittingly perpetuating a (bounded) rationality facade. In so doing, they are undermining attempts to foster the requisite transformation of mindsets and behavior. To address these unintended consequences, new theory and research is required to shed light on the generative mechanisms through which firms might create the conditions to enable them to harness the cognitive and emotional capacities of individuals and groups, an essential step for overcoming the pitfalls of bias and inertia that so often inhibit adaptation to changing environments, thus slowing progress in the development and diffusion of innovations. To further this end, the present article advances a research agenda that places emotion management center stage, arguing that, to be truly dynamically capable, firms must learn to nurture self-regulation capabilities at all levels of the enterprise. All rights reserved, Elsevier
Radical innovation poses a series of well-documented adaptive behavioral challenges for individuals, organizations and organizational collectives. Drawing on the insights of recent advances in the social neurosciences, the authors demonstrate how theory and research rooted in the cold cognition era of human psychology has laid microfoundations for practices purporting to help address these challenges that are fundamentally unfit for purpose. Predicated on an outmoded conception of economic actors as affect-free information processors, devoid of emotion, scholars and practitioners alike are unwittingly perpetuating a (bounded) rationality façade. In so doing, they are undermining attempts to foster the requisite transformation of mindsets and behavior. To address these unintended consequences, new theory and research is required to shed light on the generative mechanisms through which firms might create the conditions to enable them to harness the cognitive and emotional capacities of individuals and groups, an essential step for overcoming the pitfalls of bias and inertia that so often inhibit adaptation to changing environments, thus slowing progress in the development and diffusion of innovations. To further this end, the present article advances a research agenda that places emotion management center stage, arguing that, to be truly dynamically capable, firms must learn to nurture self-regulation capabilities at all levels of the enterprise. •Drawing on the insights of social neuroscience, we examine the adaptive behavioral challenges posed by radical innovation.•Radical innovation poses adaptive challenges for individuals, groups, organizations and organizational collectives.•Addressing the adaptive challenges of radical innovation demands the harnessing of cognitive and emotional capacities.•To adapt, firms must nurture self-regulation capabilities at all levels of the enterprise.
Radical innovation poses a series of well-documented adaptive behavioral challenges for individuals, organizations and organizational collectives. Drawing on the insights of recent advances in the social neurosciences, the authors demonstrate how theory and research rooted in the cold cognition era of human psychology has laid microfoundations for practices purporting to help address these challenges that are fundamentally unfit for purpose. Predicated on an outmoded conception of economic actors as affect-free information processors, devoid of emotion, scholars and practitioners alike are unwittingly perpetuating a (bounded) rationality facade. In so doing, they are undermining attempts to foster the requisite transformation of mindsets and behavior. To address these unintended consequences, new theory and research is required to shed light on the generative mechanisms through which firms might create the conditions to enable them to harness the cognitive and emotional capacities of individuals and groups, an essential step for overcoming the pitfalls of bias and inertia that so often inhibit adaptation to changing environments, thus slowing progress in the development and diffusion of innovations. To further this end, the present article advances a research agenda that places emotion management center stage, arguing that, to be truly dynamically capable, firms must learn to nurture self-regulation capabilities at all levels of the enterprise.
Author Healey, Mark P.
Hodgkinson, Gerard P.
Author_xml – sequence: 1
  givenname: Gerard P.
  surname: Hodgkinson
  fullname: Hodgkinson, Gerard P.
  email: Gerard.Hodgkinson@wbs.ac.uk
  organization: Warwick Business School, University of Warwick, Coventry CV4 7AL, UK
– sequence: 2
  givenname: Mark P.
  surname: Healey
  fullname: Healey, Mark P.
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Snippet Radical innovation poses a series of well-documented adaptive behavioral challenges for individuals, organizations and organizational collectives. Drawing on...
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elsevier
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StartPage 1306
SubjectTerms Adoption of innovations
Behavioral strategy
Cognition
Cognition & reasoning
Collectives
Diffusion
Dynamic capabilities
Emotion
Emotions
Individual collective relationship
Information dissemination
Innovation
Innovations
Management theory
Microfoundations
Neurosciences
Organization development
Organizational behavior
Organizational behaviour
Organizations
Psychology
Radicals
Rationality
Self control
Self regulation
Studies
Transformation
Title Coming in from the cold: The psychological foundations of radical innovation revisited
URI https://dx.doi.org/10.1016/j.indmarman.2014.08.012
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https://www.proquest.com/docview/1645207097
Volume 43
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