Enthusiasm in the Development of Radical Innovations Birgitta Sandberg People involved in the development of radical innovations tend to feel a lot of enthusiasm. It has been claimed that, in fact, this enthusiasm fosters the innovativeness. The purpose of this study is to analyse how enthusiasm is created and sustained in this process. The theoretical framework combines the previous literature on champions and enthusiasm-creating systems. The study analyses enthusiasm in five processes of radical innovation. The results indicate that it is not only champions but also innovation-development teams who contribute to spreading enthusiasm throughout organizations. Eventually, the enthusiasm also spreads outside to the customers. Five inhibitors of enthusiasm were identified: commitment, engage- ment, trust, results and help gaps. Introduction R adical innovations are innovations that are new both to the firm and to the market. It has been claimed that their development is critical to the long-term survival of many firms, since they provide the foundation on which future generations of products or ser- vices are created (McDermott & O’Connor, 2002). The newness of these innovations creates various challenges for the firms involved. They have to cope not only with con- siderable technological and commercial uncer- tainties, but they also often face resistance from inside. Individual decision makers may find it very difficult to risk supporting a devel- opment project that might eventually fail because there is no market for the product (Christensen, 1997). Although the development of radical inno- vations is difficult, the individuals who are engaged in the process often feel very enthu- siastic and stimulated. Nayak and Kettering- ham (1986), for instance, argued that spirit and emotion within individuals fuels the creation of radical innovations. Hence, it is surprising how little research attention has been given to the enthusiasm that is prevalent in this process. Enthusiasm is often characterized as a strong feeling about something (see, for example, the definition in the Oxford Advanced Learner’s Dictionary of Current English, 1989). Glassman and McAfee (1990) describe it as ‘being excited or highly aroused’ or having ‘ardent zeal’ towards something. However, Collins Cobuild English Language Dictionary (1987) offers a more detailed definition: ‘great eagerness to be involved in a particular activ- ity, because it is something you like and enjoy or that you think is important’. This definition is used in this study, since it is more extensive in that it encompasses not only feelings but also action, i.e., ‘being involved’. Marcus and Mackuen (1993) also acknowledge the behav- ioural aspect of enthusiasm: according to them, ‘enthusiasts throw themselves into the cause’. Feelings are an inherent component of social behaviour. They are particularly likely to influence judgements when people faced with a complex task are in need of exten- sive and constructive information processing. Their role is further accentuated in situations in which there is ambiguity and uncertainty, when new information needs to be assimi- lated, and when people desire to make accu- rate judgements and good decisions (Forgas & George, 2001). This description seems to fit the context of radical-innovation development. The people involved are often faced with abundant information characterized by uncer- tainty and ambiguity, and out of this informa- tion they have to make decisions that chart the course of their development project. In other words, they are dealing with complex ENTHUSIASM IN THE DEVELOPMENT OF RADICAL INNOVATIONS 265 Volume 16 Number 3 2007 doi:10.1111/j.1467-8691.2007.00440.x © 2007 The Author Journal compilation © 2007 Blackwell Publishing