Version 1.0, October 2026. 98 constructs in 18 families across 7 eras, with 18 imported theories below. Selecting a cell reveals its family, era, block, tier, and anchor works, each anchoring reference linking to the publisher’s page. Explore the 18 Family Deep Dives for granular sub-tables, or visit Resources to use the four interactive analytical tools.
Each cell: number, influence pips, block code, then symbol, construct, and anchor works
open frontier position
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Detached series · Theories imported from adjacent fields, each set near the families it feeds
Series
T
Imported Theories
61FC
Ri
Radical Innovation
Family
6. Innovation and New Products (II · Resources and Orientation)
Era
Period 5: Assets and Accountability, 2000s
Block
FC · Formulation, content
Tier
Landmark
Cell card
Description
Chandy and Tellis tested the incumbent's curse and found that, contrary to received wisdom, large incumbents have introduced most radical product innovations since World War II.
Managerial Implications
Large incumbents can lead radical innovation, contrary to the incumbent's curse, when they are willing to cannibalize their own successful products. The barrier is organizational, not technical. Managers should ask whether the firm has mechanisms that let new products replace old ones before competitors force the issue: separate units, different metrics, and leaders who are rewarded for the total, not for protecting the legacy.
How to read. Down a column follows one research stream through time. Across a row shows what the field studied in an era. Color marks the strategy domain, after Morgan et al. (2019). Pips give an influence tier. Numbers run by era, then family. Placements, anchors, and tiers are editorial judgments, and anchors are entry points rather than a complete record of any stream. Anyone who uses or adapts this table is responsible for verifying its contents against the original works.
