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Entrepreneurship, Innovation, and Organic Growth            15


              tive” or “radical” innovation (terms popularized by Clayton
              Christensen in The Innovator’s Dilemma, Richard Leifer et al. in
              Radical Innovation, and Constantinos Markides and Paul
              Geroski in Fast Second). Early in the twentieth century, Joseph
              Schumpeter, arguably the intellectual father of the economics
              of innovation and entrepreneurship, in The Theory of Economic
              Development, defined innovation as “new combinations,” or,
              more specifically, new combinations of capabilities and market
              needs. While new technologies or concepts might be exciting,
              they will have limited impact unless they address market
              needs of value; however, doing so doesn’t necessarily require
              radically new technologies or groundbreaking business model
              concepts. Firms such as Wal-Mart and FedEx have been inno-
              vative without actually inventing products, and even Apple’s
              recent successes have been attributable as much to business
              system design as to product design.
                 Even in the traditional domain of technology-based prod-
              uct innovation, Andrew Hargadon of the University of Cali-
              fornia Davis Graduate School of Management instructed in his
              2003 Ivey Business Journal article, “Retooling R&D,” that the
              essence is “bridging the many different industries and mar-
              kets that exist, and building the necessary combinations of
              technologies and people to make potential breakthroughs pos-
              sible.” Ron Adner of INSEAD and David Levinthal of Whar-
              ton pointed out in a 2002 California Management Review article
              that “emerging technologies” are often existing technologies
              that migrate to new application areas, where they evolve in
              new directions that create value more rapidly than in their
              original application. Satellite navigation systems, for instance,
              moved from relatively small markets in military systems to
              surveying to fleet management to hiking and maritime navi-
              gation before creating billions of dollars of revenue in the pri-
              vate automobile market.
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