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•

Technology indicators: Conceptual issues and measurement problems

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Alok K. Chakrabarti¹•Institutions (1)

New Jersey Institute of Technology¹

01 Dec 1989-Journal of Engineering and Technology Management

TL;DR: Conceptual issues related to definition and measurement of “technology indicators” are presented here and some of the key findings from these studies in different countries are presented to indicate their policy implications.

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33 citations

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

...Kessler & Chakrabarti (1999), once again, make an oblique reference to this in reporting that incremental projects are developed faster when a reward system geared towards speed was prevalent....
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...Finally, Kessler & Chakrabarti (1998) present empirical evidence indicating that the representativeness of interest groups is negatively related to the Quality of moderate innovations, but positively related to the Quality of radical innovations....
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...Kessler & Chakrabarti (1999), once again, make an oblique reference to this in reporting that incremental projects are developed faster when a reward system geared towards speed was prevalent. On the other hand, Kiella & Golhar (1997) argue that Reward & Recognition of the efforts of R&D researchers in really innovative projects should be emphasised, due to the low odds of success and long time spans associated with such projects(9)....
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...This finding is partially supported by the work of Kessler & Chakrabarti (1998, 1999) who found that the quality and speed of routine new product developments are associated with a leader low in the organisational hierarchy. Conversely, they found that, for radical projects, speed and quality of development is positively related to a leader high in the organisational hierarchy (higher authority), but with less tenure in the organisation. McDonough (1993), however, found no significant association between project leader tenure and speed of development for radical projects....
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...Kessler & Chakrabarti (1999) argues that autonomous teams have the ability to speed up new product development because it increases workers’ involvement, awareness and commitment to a project, provides a buffer against excess outside interference and limits the amount of bureaucratic approvals needed....
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Journal Article•DOI•

Keeping innovation alive

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Geoffrey C. Nicholson

01 May 1998-Research-technology Management

TL;DR: The concept of innovation presents business with a paradox as mentioned in this paper, it can spur growth, but growth cannot be commanded. The best any organization can do is to create a climate that allows innovatio...

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Abstract: The concept of innovation presents business with a paradox. Innovation can spur growth, but growth cannot be commanded. The best any organization can do is to create a climate that allows innovatio...

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32 citations

Journal Article•DOI•

Personal Initiative Sparks Innovation

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Alan L. Frohman

01 May 1999-Research-technology Management

TL;DR: There are four common behaviors associated with successfully taking initiative: Asking questions in order to identify problems and opportunities; teaching oneself new skills; taking action; and aligning strong personal beliefs with the organization's values and goals.

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Abstract: OVERVIEW:Although innovation is often seen as a technological breakthrough and/or a startling new idea, it is also very much the act of an individual who has triumphed over the status quo. This triumph requires personal initiative. There are four common behaviors associated with successfully taking initiative: Asking questions in order to identify problems and opportunities; teaching oneself new skills; taking action; and aligning strong personal beliefs with the organization's values and goals. At the same time, there are actions that leaders can take to encourage such personal initiative, including focusing more on the act of taking initiative than on the possible outcome.

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32 citations

Journal Article•DOI•

Continuous product innovation: A comparison of key elements across different contingency sets

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Ross L Chapman¹, Charles Edward O’Mara, Stefano Ronchi, Mariano Corso•Institutions (1)

University of Western Sydney¹

01 Jan 2001-Measuring Business Excellence

TL;DR: In this paper, the authors discuss results from an international study of continuous improvement in product innovation, based upon a theoretical model of continuous product innovation (CPI) that identifies contingencies, behaviours, levers and performances relevant to improving product innovation processes.

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Abstract: This paper discusses results from an international study of continuous improvement in product innovation. The empirical research is based upon a theoretical model of continuous product innovation (CPI) that identifies contingencies, behaviours, levers and performances relevant to improving product innovation processes. As successful knowledge management is widely recognised as a key capability for firms to successfully develop CPI, companies have been classified according to identified contingencies and the impact of these contingencies on key knowledge management criteria. Comparative analysis of the identified groups of companies has demonstrated important differences between the learning behaviours found present in the two groups thus identified, and in the levers used to develop and support these behaviours. The selection of performance measures by the two groups has highlighted further significant differences in the way the two groups understand and measure their CPI processes. Finally, the paper includes a discussion of appropriate mechanisms for firms with similar contingency sets to improve their approaches to organisational learning and product innovation.

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27 citations

Journal Article•DOI•

Management development in a context of drastic changes

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Daniel Vloeberghs¹•Institutions (1)

University of Antwerp¹

01 Dec 1998-Journal of Management Development

TL;DR: In this article, the authors focus on the specific challenges of organizing management development in a situation of turbulence and drastic change, and stress the importance of fine-tuning the objectives between individual and organisation in a creative and long-term oriented perspective.

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Abstract: Growing competition and globalisation have led to massive changes in the approaches of traditional management systems and techniques. Often this needs a radically different way of organising activities, recruiting and developing people, and measuring performances and results. In this article, the focus is on the specific challenges of organising management development in a situation of turbulence and drastic change. After a short sketch of the historical context, some current trends and challenges are explored; the role of strategic re‐orientations, the emphasis on the individual, the role of competencies and the significance of demographic changes. In order to see how management development is organised in companies that have seen drastic organisational change, we investigated the most recent approaches of management development in two large Belgian companies. In our conclusion, we stress the importance of fine‐tuning the objectives between individual and organisation in a creative and long‐term‐oriented perspective.

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26 citations

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

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