Selecting Innovation Projects: Do Middle and Senior Managers Differ When It Comes to Radical Innovation?

Drawing on the attention-based view, we theorize about differences in middle and senior managers' choices to pursue innovation projects. We test our hypotheses an experimental study examining decision-making processes of 180 managers selecting, or not, 2880 find that differ how they select projects general, this difference becomes even more salient when such selections involve radical innovation. Specifically, considering a project, place value characteristics required complete as social capital internal knowledge resources. In comparison, are concerned only with external resources, which can benefit Our highlights need understand role managers, who frequently lead implementation projects, provides theoretical underpinning for decision-making.