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Intergenerational hybrid products in periods of discontinuous change

Wilian Gatti Junior (Strategy and Innovation, Rennes School of Business, Rennes, France)
Alceu Salles Camargo Junior (Business Department, School of Economics, Business and Accounting of the University of São Paulo (FEAUSP), São Paulo, Brazil)
Paul Varella (Bissett School of Business, Mount Royal University, Calgary, Canada)

European Journal of Innovation Management

ISSN: 1460-1060

Article publication date: 26 February 2021

Issue publication date: 26 April 2022

386

Abstract

Purpose

This study examines the role of hybrid products employed in companies' innovation strategy within three American industrial sectors: tires, typewriters and photography cameras.

Design/methodology/approach

The authors selected historical cases that enabled us to present the role of hybrid products in periods of discontinuous change. Different sources are employed in this study: papers, books, cases, working papers, videos, manuals and product catalogues, companies' annual reports, company websites, advertising, collectors' websites and museums, in addition to press and other media reports.

Findings

The authors’ historical case analysis points to two forms of hybrid products. (1) Exploitation-hybrid, which incorporates significant elements from the existing dominant design and aims at extending the revenue-generating opportunities of the existing products. (2) Exploration-hybrid, which works as an offensive strategy, as the firm uses the exploration-hybrid to promote a gradual and controlled adoption of new technology by reducing risks and the cost of change for the customer.

Research limitations/implications

The authors’ proposed definitions strengthen the idea that hybrids are not only a reflection of organizational inertia (exploitation-hybrid). Hybrids can also mean a more proactive stance in the strategy of developing and adopting new technology (exploration-hybrid).

Originality/value

This study acknowledged hybrid products as a learning instrument that materialized the organizational ambidexterity, favoring at the same time exploitation, generally attributed to organizational inertia, and the exploration of new segments of customers or the use of new technologies.

Keywords

Citation

Gatti Junior, W., Camargo Junior, A.S. and Varella, P. (2022), "Intergenerational hybrid products in periods of discontinuous change", European Journal of Innovation Management, Vol. 25 No. 3, pp. 860-880. https://doi.org/10.1108/EJIM-10-2020-0438

Publisher

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Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

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