The introduction of a radical innovation is characterized with new skills and competencies, the setting up of new market linkages and overcoming barriers to enter the specific market. Therefore, new paths have to be created which fit the emerging new technology. This research report is based on a comparative case study between two industry players in nuclear technology: PBMR (PTY) Ltd. (South African based) and KEPCO (South Korean based). The study focuses on the failure of PBMR (PTY) Ltd. to attract sustained long-term investment which has led to downsizing and possible closure. At its inception, the goal of PBMR was to commercialize a Pebble Bed Nuclear Reactor utilizing High Temperature Reactor technology. The purpose of this research study was to identify the attributes and conditions which are important for nuclear innovation breakthroughs to make the new technology a success. The theoretical framework was based on organizational culture, infrastructural linkages and the client's role in the development process, and tested against data gathered from interview questionnaires sent to employees of the respective companies. The findings revealed that the organizational culture existing within PBMR and the infrastructural linkages in place did not support the new product development, and the client's role in the development process was counterproductive.