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.
Citations
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Journal Article•
58 citations
Journal Article•
TL;DR: This article showed that certain types of dialogue can spur technical creativity and that coaching dialogues that support a scientist's autonomy while providing guidance can be particularly effective for staving off stammers.
9 citations
Journal Article•
1 citations
References
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Journal Article•
TL;DR: Three critical issues must be addressed before a company can truly become a learning organization, writes HBS Professor David Garvin, who defines learning organizations as skilled at five main activities: systematic problem solving, experimentation with new approaches,learning from past experience, learning from the best practices of others, and transferring knowledge quickly and efficiently throughout the organization.
Abstract: Continuous improvement programs are proliferating as corporations seek to better themselves and gain an edge. Unfortunately, however, failed programs far outnumber successes, and improvement rates remain low. That's because most companies have failed to grasp a basic truth. Before people and companies can improve, they first must learn. And to do this, they need to look beyond rhetoric and high philosophy and focus on the fundamentals. Three critical issues must be addressed before a company can truly become a learning organization, writes HBS Professor David Garvin. First is the question of meaning: a well-grounded, easy-to-apply definition of a learning organization. Second comes management: clearer operational guidelines for practice. Finally, better tools for measurement can assess an organization's rate and level of learning. Using these "three Ms" as a framework, Garvin defines learning organizations as skilled at five main activities: systematic problem solving, experimentation with new approaches, learning from past experience, learning from the best practices of others, and transferring knowledge quickly and efficiently throughout the organization. And since you can't manage something if you can't measure it, a complete learning audit is a must. That includes measuring cognitive and behavioral changes as well as tangible improvements in results. No learning organization is built overnight. Success comes from carefully cultivated attitudes, commitments, and management processes that accrue slowly and steadily. The first step is to foster an environment conducive to learning. Analog Devices, Chaparral Steel, Xerox, GE, and other companies provide enlightened examples.
4,551 citations
"Project radicalness and maturity: a..." refers background in this paper
...1 Internal Learning Garvin (1993) sees one of the biggest sources of knowledge internal to the organisation as its ability to learn from past experience. Companies should review, assess and record the lessons learnt from successful and failed projects in order to avoid the well-known phrase(9): “Those who cannot remember the past are condemned to repeat it.” Indeed, in a study of more than 150 new products, Maidique and Zirger (1985) conclude that the knowledge gained from analysis of failures enables subsequent successes, termed productive failure....
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...” Garvin (1993) lists the inputs that customers may provide as: Up-to-date product requirements(11) Competitive comparisons Insights into changing preferences Feedback regarding service and patterns of use...
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...According to Garvin (1993), a learning organisation can be defined “as an organisation skilled at creating, acquiring and transferring knowledge and modifying its behaviour to reflect new knowledge and insights”....
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...Garvin (1993) relates how companies such as Boeing and Xerox have institutionalised best project management practices to improve their product development programs....
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...Together these processes constitute learning in an organisational context (so-called organisational learning), as defined by Garvin (1993). Shrivastava & Grant (1985) propose an analogous definition of the concept, viz....
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Book•
21 Dec 2020
TL;DR: The purpose of this study is to provide the knowledge to understand and the skills to manage innovation at the operational and strategic levels to improve the competitiveness of firms and effectiveness of other organizations.
Abstract: Now in its seventh edition, Managing Innovation: Integrating Technological, Market and Organizational Change enables graduate and undergraduate students to develop the unique skill set and the foundational knowledge required to successfully manage innovation, technology, and new product development. This bestselling text has been fully updated with new data, new methods, and new concepts while still retaining its holistic approach the subject. The text provides an integrated, evidence-based methodology to innovation management that is supported by the latest academic research and the authors’ extensive experience in real-world management practice.
Students are provided with an impressive range of learning tools—including numerous case studies, illustrative examples, discussions questions, and key information boxes—to help them explore the innovation process and its relation to the markets, technology, and the organization. “Research Notes" examine the latest evidence and topics in the field, while "Views from the Front Line" offer insights from practicing innovation managers and connect the covered material to actual experiences and challenges. Throughout the text, students are encouraged to apply their knowledge and critical thinking skills to business model innovation, creativity, entrepreneurship, service innovation, and many more current and emerging approaches and practices.
4,450 citations
TL;DR: The ambidextrous organization as discussed by the authors is an organization that simultaneously pursues both incremental and discontinuous innovation, and adapts the culture and strategy of an organization to its current environment, but to do so in a way that does not undermine its ability to adjust to radical changes in that environment.
Abstract: Organizations evolve through periods of incremental or evolutionary change punctuated by discontinuous or revolutionary change. The challenge for managers is to adapt the culture and strategy of their organizations to its current environment, but to do so in a way that does not undermine its ability to adjust to radical changes in that environment. They must, in other words, create an ambidextrous organization—one capable of simultaneously pursuing both incremental and discontinuous innovation.
4,234 citations
TL;DR: In this paper, the authors organize the product development literature into three streams of research: product development as rational plan, communication web, and disciplined problem solving, and synthesize research findings into a model of factors affecting the success of product development.
Abstract: The literature on product development continues to grow. This research is varied and vibrant, yet large and fragmented. In this article we first organize the burgeoning product-development literature into three streams of research: product development as rational plan, communication web, and disciplined problem solving. Second, we synthesize research findings into a model of factors affecting the success of product development. This model highlights the distinction between process performance and product effectiveness and the importance of agents, including team members, project leaders, senior management, customers, and suppliers, whose behavior affects these outcomes. Third, we indicate potential paths for future research based on the concepts and links that are missing or not well defined in the model.
3,824 citations
TL;DR: In this article, the authors report results from empirical tests of relationships between the pattern of innovation within a firm and certain of the firm's characteristics: the stage of development of its production process and its chosen basis of competition.
Abstract: This article reports results from empirical tests of relationships between the pattern of innovation within a firm and certain of the firm's characteristics: the stage of development of its production process and its chosen basis of competition. The hypothesized relationships posed for the present investigation are a synthesis of prior research by the present authors on two distinct but complementary conceptual models of innovation, concerning respectively: the relationship between competitive strategy and innovation, and the relationship between production process characteristics and innovation. The empirical investigation is carried out with data available from the Myers and Marquis study of successful technological innovation in five different industry segments. The essential aspects of the hypothesized relationships are that the characteristics of the innovative process will systematically correspond with the stage of development exhibited by the firm's production process technology and with its strategy for competition and growth. As a more specific example these relationships predict that there will be coherent patterns in the stimuli for innovation (market, production or new technology); in the types of innovation (product or process, original or adopted, etc.) and in barriers to innovation. The presently reported statistical evidence is decidedly favorable to the hypothesized relationships, even though the adaptations needed to implement tests with existing data introduce dependencies that limit conclusions which would otherwise be warranted. The broad implication is that strong and important relationships exist among the capability of a firm to innovate, its competitive strategy and the posture of its production resources.
3,323 citations