Perhaps it depends on the relationships between internal knowledge creation and absorptive capabilities!
A recent research study [Forés, & Camisón, 2016] analyzed the complex effect that organizational size has in the whole innovation process, influencing its antecedents (internal knowledge creation capability and absorptive capability) as well as its outputs (incremental and radical innovation performance), as the literature has produced inconsistent results and the issue is subject to continuing debate.
This study demonstrates that incremental innovation performance is positively affected by both knowledge accumulation capabilities and size. However, results show that only absorptive capability has a positive direct effect on radical innovation performance, whereas size has a negative non-significant effect on it.
Moreover, the effect of size on knowledge accumulation capabilities also turns out to be mixed. It appears to increase internal knowledge creation capability, but it does not affect the absorption of new external knowledge!
Forés, B., & Camisón, C. (2016). Does incremental and radical innovation performance depend on different types of knowledge accumulation capabilities and organizational size?. Journal Of Business Research, 69(2), 831-848.
It is natural for incremental innovation to become a deeply rooted radical innovation, especially if this innovation is part of a program that is sponsored by countries in a given sector and for the agricultural sector in a special case, by drawing up a clear strategy for its plans and benefits.
Hi Cherine, i agree with Salam, an innovation could be born as incremental, but with a different application or depending on its use can become radical. Perhaps the clearest example can be seen in the internet of things applied to different sectors such as agriculture.
if the premise is that the incremental innovation (e.g. a technological function) from one industry is identified to deliver significant performance improvements in another industry, then I would say yes. I have a paper in 'Int. J. of Productivity and Performance Management' (2015) in which I present such example. It is co-authored with Lois Peters from RPI.