Finding, Forming, and Performing: Creating Networks for Discontinuous Innovation
Summary. Firms facing rapid technological and market shifts must develop capacity for discontinuous innovation—implementing radically new technologies, products, or business models that depart dramatically from industry norms. This paper examines how companies create new networks with customers, suppliers, and partners to build this capacity, using examples like Lego and GSK adapting to competition from digital and biotechnology firms.
Cite this article
Birkinshaw, J., Bessant, J., & Delbridge, R.. (2007). Finding, Forming, and Performing: Creating Networks for Discontinuous Innovation. California Management Review. https://doi.org/10.2307/41166395
Birkinshaw, Julian, et al. “Finding, Forming, and Performing: Creating Networks for Discontinuous Innovation.” California Management Review, 2007. https://doi.org/10.2307/41166395.
Birkinshaw, Julian, John Bessant, and Rick Delbridge. 2007. “Finding, Forming, and Performing: Creating Networks for Discontinuous Innovation.” California Management Review. https://doi.org/10.2307/41166395.
@article{birkinshaw-2007-finding-forming-performing-creating-networks,
title = {Finding, Forming, and Performing: Creating Networks for Discontinuous Innovation},
author = {Julian Birkinshaw and John Bessant and Rick Delbridge},
journal = {California Management Review},
year = {2007},
doi = {10.2307/41166395},
url = {https://doi.org/10.2307/41166395}
}
TY - JOUR TI - Finding, Forming, and Performing: Creating Networks for Discontinuous Innovation AU - Julian Birkinshaw AU - John Bessant AU - Rick Delbridge JO - California Management Review PY - 2007 DO - 10.2307/41166395 UR - https://doi.org/10.2307/41166395 ER -
Details
- DOI
- 10.2307/41166395
- Categories
- innovation-theory, innovation-networks, general-innovation
- Added
- 2026-04-28