Project radicalness and maturity: a contingency model for the importance of enablers of technological innovation

Dissertation•

Project radicalness and maturity: a contingency model for the importance of enablers of technological innovation

01 Apr 2003-

About: The article was published on 2003-04-01 and is currently open access. It has received 4 citations till now. The article focuses on the topics: Maturity (finance) & Contingency theory.

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Journal Article•DOI•

Thought worlds colliding: the role of contradiction in corporate innovation processes

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C. Marlene Fiol¹•Institutions (1)

University of Colorado Denver¹

22 Mar 1995-Entrepreneurship Theory and Practice

TL;DR: Contradiction is the home of creativity as discussed by the authors and creative breakthroughs most often result from the juxtaposition of widely divergent bodies of knowledge and experience, which is why it is called the "home of creativity".

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Abstract: Contradiction Is the home of creativity. Creative breakthroughs most often result from the juxtaposition of widely divergent bodies of knowledge and experience. This article develops a model of cor...

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83 citations

Book•

Innovation in Big Business

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Lowell W. Steele

01 Jan 1976

80 citations

"Project radicalness and maturity: a..." refers background in this paper

...Based on the contention of Steele (1975) that technology-push innovations (i....
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Journal Article•DOI•

The Knowing Organization as Learning Organization.

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Chun Wei Choo¹•Institutions (1)

University of Toronto¹

01 Jun 2001-Journal of Education and Training

TL;DR: The information processes that support organisational sense‐making, knowledge creation and decision making are examined, in which continuous cycles of interpretation, innovation and adaptive action underpinned the success of the Smallpox Eradication Programme.

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Abstract: Examines the information processes that support organisational sense‐making, knowledge creation and decision making. Sense‐making involves interpreting the raw data of the environment by enactment, selection and retention. New knowledge is created by knowledge conversion, knowledge building, and knowledge linking. Completely rational decision making would involve identifying alternatives, projecting the outcomes of each alternative and evaluating the alternatives and their outcomes according to known preferences and objectives. In the organisational knowing cycle, a continuous flow of information is maintained between sensemaking, knowledge creating, and decision making, and the outcome of information use in one mode provides the elaborated context and the expanded resources for information use in other modes. An illustration is given of a knowledge cycle in the World Health Organisation Smallpox Eradication Programme in which continuous cycles of interpretation, innovation and adaptive action underpinned the success of the project.

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76 citations

"Project radicalness and maturity: a..." refers background or result in this paper

...Choo (1991a) argues that it is the responsibility of leadership to analyse and interpret the environment and to develop goals and strategies for the organisation based on ambiguous inputs. Hence, it is evident that Leadership is an important enabler of equivocality resolution. In fact, Smircich & Morgan (1982) argue that strategic leadership’s effectiveness is judged by the extent to which top management deals with the equivocality that permeates the environment....
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...Choo (2001a) argues that individual intuition and creativity is important in problem framing since it governs the kinds of enactments (strategies) to be pursued, while the interpretation of such enacted information depends on personal insight and instinct. This notion is supported by McGrath’s (1991) equivocality and task circumplex conceptualisation, which highlights the generative power of creativity. Fiol (1995), on the other hand, notes that “contradiction is the home of creativity”: given that equivocality is defined by Daft & Macintosh (1981) as the existence of multiple and conflicting interpretations about a situation, creativity’s importance in resolving equivocality is further underlined....
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...Choo (2001b) argues that, depending on the degree of uncertainty about the goals to be pursued (i....
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...Choo (2001b) suggests that new knowledge is created (or acquired) by (1) knowledge conversion, (2) knowledge building, and (3) knowledge linking....
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...Choo (2001a) argues that individual intuition and creativity is important in problem framing since it governs the kinds of enactments (strategies) to be pursued, while the interpretation of such enacted information depends on personal insight and instinct....
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Critical Success Factors in New Product Development

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Ekrem Cengiz, Hasan Ayyildiz, Fazil Kirkbir

01 Jan 2005

TL;DR: In this article, critical success factors that affect new product performance are presented to prevent unsuccessful resource use that allocate to new product development, to prevent the unsuccessful resource allocation that allocates to newproduct development.

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Abstract: New product development (NPD) is essential for outstanding corporate performance, and research about what leads to new product success has been carried out for both goods and services frequently. Despite extensive documentation on how to achieve success, NPD remains a high risk venture. Recent studies showed that the overall rate of success for newly commercialized products has remained stable at less than 60 %, indicating that substantial resources continue to be devoted to new product development efforts that fail in the marketplace. Therefore, In this research, to prevent the unsuccessful resource use that allocate to new product development, critical success factors that affect new product performance are presented. Key Words: New product development (NPD), critical success factors Ozet: Firmalarin performanslarinin artirilmasinda yeni urun gelistirme onemli bir etkiye sahiptir. Bundan dolayi gerek mal gerekse hizmet uretiminde yeni urun gelistirmede etkili olan basari faktorleri siklikla ele alinmaktadir. Bu cabalar sonucu yeni urun gelistirme hakkinda yiginla bilgi bulunmasina ragmen hala yeni urun gelistirme cabalari riskli bir macera olarak gorulmektedir.Yeni ticarilestirilen urunlerin genel basari ortalamasinin % 60’in altinda olmasi, yeni urun gelistirmeye ayrilan kaynaklarin basarisiz kullanildiginin bir gostergesidir. Bundan dolayi bu arastirmada, yeni urun gelistirmeye ayrilan basarisiz kaynak kullanimini engelleyici kritik basari faktorleri ele alinacaktir. Anahtar Kelimeler: Yeni urun gelistirme, kritik basari faktorleri

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76 citations

"Project radicalness and maturity: a..." refers background in this paper

...Establishing corporate venture teams (Lester, 1998) that create and support new businesses by managing them independently from an organisation’s existing businesses, as in the case of Sun Microsystems and Intel (Stringer, 2000)....
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Journal Article•DOI•

The congruence between the importance of job satisfaction and the perceived level of achievement

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Lawson K. Savery¹•Institutions (1)

Curtin University¹

01 Aug 1996-Journal of Management Development

TL;DR: This article measured hospital pharmacists' importance levels for different items influencing their job satisfaction and dissatisfaction and their perceived levels of satisfaction achieved by the organizations and found that intrinsic motivators are the most important items influencing a person's job satisfaction.

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Abstract: Measures hospital pharmacists’ importance levels for different items influencing their job satisfaction and dissatisfaction and their perceived levels of satisfaction achieved by the organizations. Finds that intrinsic motivators are the most important items influencing a person’s job satisfaction and dissatisfaction. When consideration is given to the congruency between importance of job satisfiers and the perceived level to which the job satisfiers are met by the organization, it appears that there are only a few where congruency occurs. In fact, it appears that intrinsic motivators are perceived to be the least satisfied by the organization. Indicates that managers should be aware of those motivators which people rank as important for positively influencing their levels of satisfaction or dissatisfaction with the job. Claims that this knowledge would allow managers to spend their limited resources wisely and achieve the greatest benefit for the organization by having a well‐satisfied workforce.

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70 citations

"Project radicalness and maturity: a..." refers background in this paper

...When people work at what they like doing best, their intrinsic motivation is maximised – they have a passion for their jobs (Wiley, 1997; Savery, 1996). Indeed, Buckler & Zien (1996) note that respondents cited the shear pleasure of achieving creative goals as one of the wellsprings of innovation in the organisation....
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...Savery (1996) provides empirical evidence of this in a recent study on motivation and job satisfaction, stating that “intrinsic motivators are the most important items influencing a person’s job satisfaction”....
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...When people work at what they like doing best, their intrinsic motivation is maximised – they have a passion for their jobs (Wiley, 1997; Savery, 1996)....
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Project radicalness and maturity: a contingency model for the importance of enablers of technological innovation

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