Parts of this page were generated by AI.
Resources
Innovation depends on human actors. Understanding resistance to innovation at the individual and organizational levels—and leveraging specific key roles like promotors and technological gatekeepers—is vital for successful innovation management.
Resistance to Innovation
Creative Destruction and Losers of Innovation
Joseph Schumpeter (1931) conceptualized innovation as creative destruction: radical innovations create economic growth and monopoly rents for entrepreneurs, but simultaneously destroy existing market structures, competencies, and business models. Consequently, innovation inherently creates “losers” who actively or passively resist change.
Forms & Arguments of Resistance
Resistance manifests across different dimensions:
- Rational-Technological: Doubts about technical operability (“Will it work?”), timing (“Now is not the right time”), or process fit.
- Rational-Economic: Concerns over asset obsolescence (destroying existing capital goods/skills), high risk, or skepticism about necessity.
- Administrative & Accounting Resistance:
- Organizational routines filter out innovations by shifting responsibilities up the hierarchy or deflecting criticism.
- Accounting standards (e.g., IAS) treat research (“R”) as immediate expenses rather than capitalizable assets (“D”), creating short-term profit-and-loss pressures that disincentivize long-term innovation.
Root Causes: Not-Knowing vs. Not-Wanting
- Barriers of “Not-Knowing”: Lack of knowledge, technical skills, or capability to adapt to new methods, causing anxiety and self-efficacy loss.
- Barriers of “Not-Wanting”: Lack of willingness due to political power shifts, risk aversion, conservative mindsets, or Group Think.
Resistance ranges in intensity from mild distrust and non-participation to overt hostility and sabotage.
The Promotor Model
Originally developed by Eberhard Witte (1973) in the Columbus project and expanded by Hauschildt, Gemünden, and Walter, the Promotor Model explains how key individuals overcome organizational barriers.
Central Theorems
- Correspondence Theorem: Specific barriers require specific sources of power:
- Barriers of Not-Knowing are overcome by technical expertise.
- Barriers of Not-Wanting are overcome by hierarchical power.
- Division of Labor Theorem: Specialization into distinct promotor roles is more effective than relying on a single individual.
- Interaction Theorem: Promotors must collaborate closely to drive projects forward.
Promotor Roles
- Technical Promotor: Possesses specialized technical knowledge and credibility. Generates and evaluates novel concepts, overcoming not-knowing barriers.
- Power Promotor: Controls hierarchical power and resource allocation. Overcomes organizational inertia and not-willingness barriers.
- Process Promotor: Possesses deep organizational knowledge and diplomatic negotiation skills. Connects technical and power promotors, navigating corporate bureaucracy.
- Relationship Promotor: Builds and maintains external networks, partnerships, and inter-organizational ties.
Networks and Technological Gatekeepers
Network Perspective on Innovation
Innovation occurs within networks of relationships (individuals, project teams, business units, and external partners). Network analysis evaluates information flows, trust ties, and structural positions.
Key Network Positions
- Brokers: Individuals who bridge disconnected clusters (structural holes), gaining control and information advantages.
- Technological Gatekeeper (Allen, 1970): Key individuals who connect internal R&D teams to external technological environments.
Characteristics & Role of the Gatekeeper
- Two-Step Information Flow:
- Step 1: Read external literature, attend conferences, and gather external knowledge.
- Step 2: Translate and disseminate complex external technical information into actionable insights for internal colleagues.
- Key Attributes: High technical competence, extensive formal education, long company tenure, lower-to-middle hierarchical level, and an active informal communication network.
Natural Emergence vs. Organizational Assignment
Empirical research (Allen & Nochur; Hauschildt) shows that effective champions and gatekeepers emerge naturally through self-selection. Organizations cannot simply assign someone to be a gatekeeper or champion; management must identify natural candidates and support them with resources and autonomy.