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Radical product innovation is possible when two conditions exist:(1) an" open" product design is maintained; and,(2) organizational members who possess" academic" values are attracted to and retained by the organization. Moreover, there must be an organizational form supportive of the conditions that foster radical innovation. This is a" liberating form." This view of organizations as potentially" liberating" settings for radical product innovation suggests a number of interesting theoretical and practical implications that challenge traditional assumptions about organizing and managing human resources. Moreover, several important policy implications arise from the disparity between conditions that exist in most large organizations, and conditions that foster radical product innovation.