| Summary: | International audience ➢Objectives and theoretical and practical relevance (with Brief literature mapping and key references)Radical innovation (RI) developments suppose a dynamic capability of firm organized within a major innovation system (O’Connor, 08; O’Connor and DeMartino, 2006). Indeed, RI presents the dual challenge for firms to be disruptive from the existent offers on the markets and to require new knowledge to be developed by NPD departments. Researchers and practitioners have proposed numerous methods to support collectives in radical innovation development. Some of them focus on business value creation, — as Business model canvas (Osterwalder and Pigneur, 2010), Blue Ocean Strategy (Kim and Mauborgne, 2005), Design thinking (Brown, 2008), etc. Others deal with the renewal of firms’ skills and associated knowledge management, as TRIZ, ASIT (Horowitz 1999 Reich et al, 2012), or most conceptual guidelines referring to best practices, as Open Innovation (Chesbrough, 2006) or innovation-based corporate entrepreneurship (Kelley et al, 2009). Yet, few of them gather with same attention to both renewal processes: thus, weaknesses appear in the strategy making process either in the robustness of the value creation proposal or in the design feasibility. To overcome this complex issue, design theory researchers assumed that Concept-Knowledge (C-K) theory could be used to support such a dual exploration (Hatchuel et al, 2002). Indeed, in this theoretical conceptualization of RI strategies, the Concept space contains proposals of value creation with various degrees of elaboration (“Desirable unknown” that foreshadows the value proposal), while the Knowledge space contains all types properties that could be validated by a repeatable test, even if they are still lacking at the moment of the exploration (“true or false properties” that gathers design parameters of objects). According to (Hatchuel et al, 2014), C-K diagrams are used in industry for innovative projects evaluation, evaluating a portfolio and its ...
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