Since its inception, CRG is committed to understanding and formalizing the innovation strategies of firms and the dynamics induced on processes and organizational design. After studies focused on product development projects, current research focuses on (i) the upstream processes (strategy formulation, exploring organization innovation domains, dynamic research units, inter-firm cooperation exploratory phase, international deployment of innovation strategies) and (ii) the downstream deployment process of introducing breakthrough innovations, the implications on the uses and its unfolding in the markets in internationalization settings.
In terms of methodology, the approach has been primarily that of intervention research in emblematic breakthrough innovation situations, such as that of the electric vehicle space missions or the development of a start-up in telecoms. This method allows analysis of innovation "in the making", and thus avoids bias of post-hoc rationalization. Comparative studies conducted in parallel enables to test the generality of the results.
The teachings of the research focuses on four areas:
- The development of analytical frameworks to characterize the nature and challenges of innovative breakthroughs. These concepts are the basis of new methodologies to evaluate and control the creative upstream phases ("fuzzy front end") as deployment phases downstream innovations with breaks of high use (the role of experiments, prescribers and value markets).
- The characteristics of organizational forms capable of developing creative abilities of enterprises ("organizational ambidexterity"), and induced impact on the dynamic forms of professionals engaged in the innovation process (particularly industrial research).
- The analysis and evaluation of the cooperative process between the creative ecosystem and it’s players: co-innovation within the same value chain, cooperation and coordination of complementors in the same platform, openness to innovation and relationships in corporate venturing between large groups and start-ups.
- The identification of new paths in the international deployment of innovations. Including analysis of the global reorganization of design processes especially in growing markets like China.
Chair Management Innovation
Ecole de Paris du Management
Ben Mahmoud-Jouini, F. Charue-Duboc et C. Midler Management de l’innovation et globalisation, enjeux et pratiques contemporains Dunod, Mars 2015.
Lundin, R.A., Niklas Arvidsson Tim Brady Eskil Ekstedt Christophe Midler Jörg Sydow, Managing and Working in Project Society – Institutional Challenges of Temporary Organizations Cambridge University Press, 2015
von Pechmann, F., Midler, C., Maniak, R. Charue-Duboc, F. (2015). Managing Systemic and Disruptive Innovation: Lessons from the Renault Zero Emission Initiative Industrial Corporate Change, 2015
Maniak, R., Midler C. et R. Beaume (2014) “Featuring capability: How carmakers organize to deploy innovative features across products” Journal of Product Innovation Management, janvier.
Maniak, R., Midler, C., S. Lenfle et M. Le Pellec (2014) : « Value management for exploration projects » Project Management Journal, Vol 45 n°4 pp55-66.