Controlling disruptive and radical innovations in large-scale services firms

How can large-scale services firms, such as banks, best undertake disruptive and radical innovations to enter new areas of growth, without interfering with current operations? This thesis shows that by embedding tailored controls for disruptive and radical innovations firms can explore these types of innovations more effective and overcome innovation barriers. Moreover, exploration cannot happen without controls that drive discipline and creativity. Yet, comparable to a pendulum swing, a firm has to install controls that provide room to spark creativity, but also ensure behaviour of management and employees is steered towards organisational goals.