@article{440905819770401, title = {Casing Casemethod Methods.}, author = {Arch R. Dooley and Wickham Skinner}, journal = {Academy of Management Review}, number = 2, pages = {p277 - 288}, volume = 2, year = 19770401, url = {http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=4409058&site=ehost-live}, issn = {03637425}, description = { EBSCOhost }, abstract = {In this article the authors acknowledge the wide variety of case method approaches to conducting research as well as the numerous ways the technique is used as a teaching tool. They attempt to open up a dialogue between academics and discuss the various uses of the case method in order to establish a wider variety of educational techniques in management education. They authors relate their experience of sitting in on several classes where the teacher made use of the case method and discuss the differences and similarities they noticed. They discuss several of the different instructor styles they viewed such as the facilitator instructor, the coach instructor, the quarterback instructor and the demonstrator instructor. }, biburl = {http://www.bibsonomy.org/bibtex/29981ce43e792bab13b569809177aa553/callagialla}, keywords = {method, in COLLEGE MANAGEMENT, management, STUDY education research, BUSINESS teaching, studies, RESEARCH, teachers, QUALITATIVE TEACHERS, METHODOLOGY, education, & methods, COMMUNICATION CASE TEACHING INDUSTRIAL} } @article{Utterback.1971, title = {The Process of Technological Innovation Within the Firm}, author = {James M. Utterback}, journal = {Academy of Management Journal}, number = 1, pages = {75-88}, volume = 14, year = 1971, issn = {0001-4273}, abstract = {The effectiveness of firms in originating, developing, and implementing technical innovations is viewed as a function of three sets of factors: (1) characteristics of the firm's environment, (2) internal characteristics of the firm itself, and (3) flows between the firm and its environment. Environmental factors, primarily the definition and communication of needs for innovation and secondarily the existence and communication of technical information, are viewed as both stimulating and limiting the firm's potential for innovation. Internal factors which affect the synthesis of information into ideas and solutions to development problems are viewed as influencing the effectiveness of the firm in response to its environment. These include diversity in task assignments and the organizational relationships between technical and administrative personnel. Similarly, barriers to communication between the firm and its environment, for a given set of internal characteristics, are viewed as limiting the firm's response. Both external and internal consulting relationships are discussed in this respect. Several studies which have taken effectiveness in technical innovation as a dependent variable are discussed with reference to the above framework, and directions for future comparative study are suggested.}, biburl = {http://www.bibsonomy.org/bibtex/28fc807b6a4d30a6cd70016c6e5cb5a03/callagialla}, keywords = {communicationLEADERSHIPMANAGEMENTOrganizational communication behaviorCOMMUNICATION scienceRISK in BUSINESS} } @article{WeerdNederhof.2003, title = {Alignment and Alliances for Research Institutes Engaged in Product Innovation. Two Case Studies}, author = {Petra de Weerd-Nederhof and Olaf Fisscher}, journal = {Creativity & Innovation Management}, number = 2, pages = {65-75}, volume = 12, year = 2003, issn = {0963-1690}, abstract = {Research institutes mainly engage in product innovation for the purpose of applying, testing and usually also transferring knowledge or technology. Managing product innovation processes in this type of environment leads to various problems with the establishment and managent of alliances and alignment. In this paper a systematic analysis of product innovation at two energy research institutes is presented, paying explicit attention to the strategic alliances in terms of alignment mechanisms. The cases illustrate clearly how the research institutes manage their external networks for product innovation, allowing comparison of the strengths and weaknesses of the two research institutes, and an indication of lessons to be learned from each other. The systematic analysis contributes to the identifying of the appropriate product innovaiton objectives to be pursued through strategic alliances, as well as the determination of suitable alignment mechanisms for product innovation. Lessons learned are presented in the area of context and contingency influences, crossing organizational barriers, differences in culture and the balancing of operational effectiveness and strategic flexibility. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/22154947868f3db38c7c1120b9bf5c3db/callagialla}, keywords = {(Business)TECHNOLOGICAL BUSINESS innovationsTECHNOLOGY institutesSTRATEGIC alliances networkscultureRESEARCH} } @article{Wolff.2006, title = {Global Innovation Models Changing}, author = {Michael F. Wolff}, journal = {Research Technology Management}, number = 4, pages = {5-6}, volume = 49, year = 2006, issn = {0895-6308}, abstract = {Reports that several companies are transforming itself via global innovation networks.Discussion on how companies in India and China are reshaping the global technology world; Information on the strategy used by DuPont in transforming itself; Fundamental transformation in the U.S. research and development and engineering organizations.}, biburl = {http://www.bibsonomy.org/bibtex/2c4422cf64311f51e69e3621ec43b4873/callagialla}, keywords = {enterprisesENGINEERINGTECHNOLOGICAL & innovationsTECHNOLOGYRESEARCH BUSINESS development} } @article{Wijen.2005, title = {Negotiating innovation: product renewal as the outcome of a complex bargaining process}, author = {Frank Wijen and Geert Duysters}, journal = {R&D Management}, number = 1, pages = {73-87}, volume = 35, year = 2005, issn = {0033-6807}, abstract = {In this paper, it is argued that innovation can be the result of a repetitive, multi-actor negotiation process. We present the case of an environment-related product innovation in a large multinational company that emerged as the outcome of a complex interaction process in which numerous external and internal actors negotiated to safeguard their own interests. This negotiation perspective challenges conventional economic views of innovations, in which new products and processes are regarded as exogenous variables, the outcomes of deliberately planned research, or the combination of technology (pushing) and market (pulling) inducements. Instead, innovation may be a non-linear, unpredictable process that involves multiple actors with divergent interests and that leads to outcomes that are collectively acceptable but not necessarily (sub)optimal. ABSTRACT FROM AUTHOR Copyright of R & D Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) In this paper, it is argued that innovation can be the result of a repetitive, multi-actor negotiation process. We present the case of an environment-related product innovation in a large multinational company that emerged as the outcome of a complex interaction process in which numerous external and internal actors negotiated to safeguard their own interests. This negotiation perspective challenges conventional economic views of innovations, in which new products and processes are regarded as exogenous variables, the outcomes of deliberately planned research, or the combination of technology (pushing) and market (pulling) inducements. Instead, innovation may be a non-linear, unpredictable process that involves multiple actors with divergent interests and that leads to outcomes that are collectively acceptable but not necessarily (sub)optimal. ABSTRACT FROM AUTHOR Copyright of R & D Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)}, biburl = {http://www.bibsonomy.org/bibtex/23c60a7ccef2bbd11df78f793eaa64213/callagialla}, keywords = {business GrowthINTERNATIONAL managementTECHNOLOGICAL -- in productsPRODUCT enterprisesNEGOTIATION innovations businessNEW CORPORATIONS} } @book{Zelazny.2001, title = {Say it With Charts: The Executive's Guide to Visual Communication}, address = {New York}, author = {Gene Zelazny}, edition = {4th ed.}, publisher = {McGraw-Hill}, year = 2001, url = {http://www.loc.gov/catdir/bios/mh041/00046464.html}, price = {USD 45.00}, isbn = {007136997}, biburl = {http://www.bibsonomy.org/bibtex/2d993584677c02f0e107c076595dce745/callagialla}, keywords = {presentations KommunikationNichtverbale Kommunikation Business methodsUnternehmenDiagrammVisuelle Graphic} } @article{Markides.2006, title = {Disruptive Innovation: In Need of Better Theory}, author = {Constantinos Markides}, journal = {Journal of Product Innovation Management}, number = 1, pages = {19-25}, volume = 23, year = 2006, issn = {0737-6782}, abstract = {The article summarizes what the academic literature has to say about two specific types of disruptive innovations, business model innovations and radical product innovations. In a recent survey of the literature, researchers examined the theory behind disruptive technological innovation and identified a number of issues that require further and deeper exploration. One type of innovation that tends to be disruptive to established competitors is business-model innovation. Business-model innovation is the discovery of a fundamentally different business model in an existing business. A second type of innovation that tends to be disruptive to the established competitors is radical innovation, which creates new-to-the-world products. Radical innovations are disruptive to consumers because they introduce products and value propositions that disturb prevailing consumer habits and behaviors in a major way. In its original formulation, researcher Christensen, Clayton M. focused primarily on technological innovation and explored how new technologies came to surpass seemingly superior technologies in a market. The article summarizes what the academic literature has to say about two specific types of disruptive innovations, business model innovations and radical product innovations. In a recent survey of the literature, researchers examined the theory behind disruptive technological innovation and identified a number of issues that require further and deeper exploration. One type of innovation that tends to be disruptive to established competitors is business-model innovation. Business-model innovation is the discovery of a fundamentally different business model in an existing business. A second type of innovation that tends to be disruptive to the established competitors is radical innovation, which creates new-to-the-world products. Radical innovations are disruptive to consumers because they introduce products and value propositions that disturb prevailing consumer habits and behaviors in a major way. In its original formulation, researcher Christensen, Clayton M. focused primarily on technological innovation and explored how new technologies came to surpass seemingly superior technologies in a market.}, biburl = {http://www.bibsonomy.org/bibtex/29af80acaafdcc1828079b110dfbda3dc/callagialla}, keywords = {in behaviorNEW technologies BUSINESS ability technologyDISRUPTIVE enterprisesCONSUMER productsTECHNOLOGICAL innovationsCREATIVE} } @article{Macher.2004, title = {ORGANISATIONAL RESPONSES TO DISCONTINUOUS INNOVATION:: A CASE STUDY APPROACH}, author = {Jeffrey T. Macher}, journal = {International Journal of Innovation Management}, number = 1, pages = {87-114}, volume = 8, year = 2004, issn = {1363-9196}, abstract = {Research that examines entrant-incumbent dynamics often points to the organisational limitations that constrain incumbents from successfully pursuing new technologies or fending off new entrants. Some incumbents are nevertheless able to successfully implement organisational structures and develop routines that overcome these institutional constraints. We provide a case-study analysis of how three firms — Motorola, IBM and Kodak — responded to "discontinuous" innovations and the associated structural and organisational limitations that are typical to incumbent organisations. Each firm was able to capture gains from new technologies and develop profitable products in emerging markets, although their abilities to sustain these gains varied due to subsequent organisational changes. Drawing from these case studies, we synthesise how firms can institute organisational strategies to continue to capture gains from disruptive innovations. A schema suggests that particular organisational strategies are comparatively optimal for corresponding points along an innovation lifecycle. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/27b21e6a6b6abf3e8c97dfea4ad2016c5/callagialla}, keywords = {marketsArchitectural/radical productsMANAGEMENTOrganizational technology of enterprisesCOMMERCIAL competitionmanagement BUSINESS innovationentrant-incumbent innovationsEMERGING behaviorTECHNOLOGICAL} } @article{Macher.2004, title = {Organisational Responses to Discontinous Innovation: A Case Study Approach}, author = {Jeffrey T. Macher}, journal = {International Journal of Innovation Management}, number = 1, pages = {87-114}, volume = 8, year = 2004, issn = {1363-9196}, abstract = {Research that examines entrant-incumbent dynamics often points to the organisational limitations that constrain incumbents from successfully pursuing new technologies or fending off new entrants. Some incumbents are nevertheless able to successfully implement organisational structures and develop routines that overcome these institutional constraints. We provide a case-study analysis of how three firms — Motorola, IBM and Kodak — responded to "discontinuous" innovations and the associated structural and organisational limitations that are typical to incumbent organisations. Each firm was able to capture gains from new technologies and develop profitable products in emerging markets, although their abilities to sustain these gains varied due to subsequent organisational changes. Drawing from these case studies, we synthesise how firms can institute organisational strategies to continue to capture gains from disruptive innovations. A schema suggests that particular organisational strategies are comparatively optimal for corresponding points along an innovation lifecycle. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/2f900c1e915bf6745a1c912f94e9e910a/callagialla}, keywords = {enterprisesCOMMERCIAL marketsArchitectural/radical innovationsEMERGING innovationentrant-incumbent productsMANAGEMENTOrganizational of BUSINESS technology competitionmanagement behaviorTECHNOLOGICAL} } @article{Madanmohan.2000, title = {Failures and Coping Strategies in Indigenous Technology Capability Process}, author = {T.R. Madanmohan}, journal = {Technology Analysis & Strategic Management}, number = 2, pages = {179-192}, volume = 12, year = 2000, issn = {0953-7325}, abstract = {This paper reports on a theory building effort aimed at understanding persistent difficulties with efforts at developing plant-level indigenous technology in a developing country. The firms, having obtained the technology from a donor firm or a laboratory find that implementation and adaptation issues are difficult due to tacit technology knowledge and lack of technical or managerial or market-related systems and experiences. These lead to technological failures referring to situations where serious deviations from expected opportunities and outcomes occur. The failures include loss of entry opportunities, or rejection of technology by the market, or failure at improving processes. With insights offered from 92 organizations in India we identify the different technological failures that occur and ways used to overcome these problems. Exploratory results suggest four major technological failures. (1) Failure due to inappropriate choice of technology leading to longer-than-expected time for establishing production, or inefficient production process, and/or market losses due to poor image of the poorly calibrated product. (2) Failure due to inadequate planning and support for innovation occurs when firms do not invest sufficiently in plant level data collection and analysis, thus missing important avenues for incremental innovation. (3) Failures due to inappropriate processes reveal how short-term orientation and low integration amongst different functional groups thwart the firm’s adaptive and innovative abilities. (4) Finally, failure due to product–market mismatch and inadequate market survey occurs when market desired features are not maintained, or the incorporated changes are not cost effective. The coping strategies adopted by the firms are also discussed. ABSTRACT FROM AUTHOR Copyright of Technology Analysis & Strategic Management is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) This paper reports on a theory building effort aimed at understanding persistent difficulties with efforts at developing plant-level indigenous technology in a developing country. The firms, having obtained the technology from a donor firm or a laboratory find that implementation and adaptation issues are difficult due to tacit technology knowledge and lack of technical or managerial or market-related systems and experiences. These lead to technological failures referring to situations where serious deviations from expected opportunities and outcomes occur. The failures include loss of entry opportunities, or rejection of technology by the market, or failure at improving processes. With insights offered from 92 organizations in India we identify the different technological failures that occur and ways used to overcome these problems. Exploratory results suggest four major technological failures. (1) Failure due to inappropriate choice of technology leading to longer-than-expected time for establishing production, or inefficient production process, and/or market losses due to poor image of the poorly calibrated product. (2) Failure due to inadequate planning and support for innovation occurs when firms do not invest sufficiently in plant level data collection and analysis, thus missing important avenues for incremental innovation. (3) Failures due to inappropriate processes reveal how short-term orientation and low integration amongst different functional groups thwart the firm’s adaptive and innovative abilities. (4) Finally, failure due to product–market mismatch and inadequate market survey occurs when market desired features are not maintained, or the incorporated changes are not cost effective. The coping strategies adopted by the firms are also discussed. ABSTRACT FROM AUTHOR Copyright of Technology Analysis & Strategic Management is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)}, biburl = {http://www.bibsonomy.org/bibtex/285942bc0bcb3fb1f1d934af7d65ae1c5/callagialla}, keywords = {failuresTECHNOLOGYDEVELOPING BUSINESS countries} } @article{McAdam.2004, title = {Transitioning Towards Creativity and Innovation Measurement in SMEs}, author = {Rodney McAdam and William Keogh}, journal = {Creativity & Innovation Management}, number = 2, pages = {126-139}, volume = 13, year = 2004, issn = {0963-1690}, abstract = {The aim of this paper is to explore the transition from traditional measures to creativity and innovation measures within a number of small to medium-sized enterprises (SMEs) case studies. The need for increased competitiveness has created an impetus for increased creativity and innovation in SMEs. However, the measures associated with the process of creativity and innovation in organisations sometimes do not follow cause-and-effect rationale, reflecting non-linear behaviour. A multiple SME-based case research methodology is used to explore the transitioning effects from traditional to more creativity and innovation based measures. The cases were part of a longitudinal creativity and innovation intervention programme, which combined taught modules and Critical Action Learning networks over a two-year period. These networks involved sub-groups applying critical theory-based study to the learning they had received in the modules. The findings reveal that the transition dynamics include a complex mix of cause and effect rationale, phenomenology, incremental change, radical change, quantitative, qualitative and linear and complex contrasts and comparisons. Thus, managers must facilitate an eclectic approach to creativity and innovation measures. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/2825ececb612c1a944fe6c0b3057d3564/callagialla}, keywords = {BUSINESS innovationsCREATIVE -- ManagementTECHNOLOGICAL enterprisesCOMPETITIONEXECUTIVE ability abilitySMALL business} } @article{McAlister.2006, title = {The Project Management Plan: Improving Team Process and Performance}, author = {Debbie Thorne McAlister}, journal = {Marketing Education Review}, number = 1, pages = {97-103}, volume = 16, year = 2006, abstract = {This teaching and learning innovation introduces an organizing framework, the project management plan (PMP), that provides structure to team processes and guides effective team outcomes in marketing course projects. Using basic principles of project management, the PMP incorporates process issues not commonly discussed in the marketing classroom, demonstrates instructor commitment to student learning, creates excellent project outcomes, and provides a system that can be transferred to other courses and the workplace. While the design of the PMP is straightforward, it also requires the instructor to take a more active and supportive role in team process and performance. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/2aa0c273a7878cdab0c6867712d767fc7/callagialla}, keywords = {teachingTEAM learning innovationsStudy in students BUSINESS educationPROJECT educationBUSINESS managementMARKETINGORGANIZATIONEDUCATIONEDUCATIONAL approach &} } @article{Leifer.2001, title = {Implementing Radical Innovation in Mature Firms: The Role of Hubs}, author = {Richard Leifer and Gina Colarelli O'Connor and Mark Rice}, journal = {Academy of Management Executive}, number = 3, pages = {102-113}, volume = 15, year = 2001, abstract = {There is increasing evidence of the importance of radical or breakthrough innovation to long-term firm success in the competitive marketplace today. Although this recognition has permeated many established companies, there is uncertainty about how to accomplish such innovation. This article is based on a six-year longitudinal study of 12 radical-innovation projects in 10 large, mature companies. The life cycle of radical-innovation projects is unlike those of incremental projects, because of an abundance of uncertainties and discontinuities. These characteristics require that radical-innovation projects be managed quite differently from incremental ones. Seven key strategic imperatives are offered for successfully implementing radical innovation. ABSTRACT FROM AUTHOR Copyright of Academy of Management Executive is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) There is increasing evidence of the importance of radical or breakthrough innovation to long-term firm success in the competitive marketplace today. Although this recognition has permeated many established companies, there is uncertainty about how to accomplish such innovation. This article is based on a six-year longitudinal study of 12 radical-innovation projects in 10 large, mature companies. The life cycle of radical-innovation projects is unlike those of incremental projects, because of an abundance of uncertainties and discontinuities. These characteristics require that radical-innovation projects be managed quite differently from incremental ones. Seven key strategic imperatives are offered for successfully implementing radical innovation. ABSTRACT FROM AUTHOR Copyright of Academy of Management Executive is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)}, biburl = {http://www.bibsonomy.org/bibtex/255ec49a698168e58a400b6224d4cfd18/callagialla}, keywords = {enterpriseschangeTECHNOLOGICAL BUSINESS methodSOCIAL innovationsLONGITUDINAL Research sciences --} } @article{Love.2001, title = {Driving Productivity in Product Innovation}, author = {Patrick Love}, journal = {Management Science}, number = 1, pages = {8-13}, volume = 45, year = 2001, issn = {0025-1909}, abstract = {This article focuses on how to ensure that productivity is maintained throughout the product innovation process. For innovation to be done in a productive way, it is essential that the projects being developed are in line with the strategic direction of the company. Changing consumer lifestyles, emerging new market sectors, changes already being driven by new technologies all need to be monitored and included in the strategic thinking. Ideas can be derived from a number of sources. These are company ideas schemes, internal brainstorms, suppliers and academic research. As with idea generation, there are a number of inputs that are required for the development of robust concepts. These include the selection of the team, with the product or brand manager being a key member to ensure that market/consumer need is focused on from the outset. Technical insights are also essential to ensure that technical feasibility is maintained.}, biburl = {http://www.bibsonomy.org/bibtex/295003747adabadb0ff18d9e94dd652b2/callagialla}, keywords = {BUSINESS planning planningMANAGEMENTNEW productsORGANIZATIONPLANNINGSTRATEGIC} } @article{Lovelace.2001, title = {Maximizing Cross-Functional New Product Teams' Innovativeness and Constraint Adherence: A Conflict Communications Perspective}, author = {Kay Lovelace and Debra L. Shapiro and Laurie R. Weingart}, journal = {Academy of Management Journal}, number = 4, pages = {779-793}, volume = 44, year = 2001, issn = {0001-4273}, abstract = {Increasing competition resulting from the global and technological nature of markets has heightened the need for businesses to rely on cross-functional new product teams to produce innovations in a timely manner; yet functionally diverse teams' inevitable disagreements often appear to prevent this. In a study of 43 such teams, the authors found that the effect of task disagreement on team outcomes depended on how free members felt to express task-related doubts and how collaboratively or contentiously these doubts were expressed. Implications for managing the journey from disagreement to agreement in cross-functional new product teams are discussed.}, biburl = {http://www.bibsonomy.org/bibtex/2dafae8d104615e8bc091772fbef50fea/callagialla}, keywords = {productsPRODUCT communicationCOMMERCIAL managementResearch, Industrial BUSINESS productsCOMPETITIONMARKETINGNEW} } @article{Palmer.2002, title = {Incremental Innovation: A Case Study Analysis}, author = {Roger Palmer and Richard Brookes}, journal = {Journal of Database Marketing}, number = 1, pages = {71-83}, volume = 10, year = 2002, abstract = {By its nature innovation suggests that unknown and potentially high risk is incurred. The perils of innovation have been well established, yet the pressures to innovate and seek new solutions to business problems do not diminish. Within the knowledge economy there has been a large amount of conceptual work to develop, for example, sophisticated models of customer relationship management. As with other managerially orientated initiatives such as business process re-engineering and total quality management, however, the process of adoption and subsequent business benefits are not consistently apparent to managers. The application of new management thinking and the adoption of innovative techniques are subject to significant risk of failure, with consequent effects on a business already under pressure to improve performance. This paper considers a traditional, family-orientated firm that has prospered for many years. Business pressures are forcing the company to consider ways in which profitability can be maintained and improved. The actions of the company are considered against two conceptual frameworks. First, the empirically-derived understanding of marketing practice developed by the Contemporary Marketing Practice group, secondly the conceptual approach to the development of database management practice proposed by Shaw and Stone. The innovation involved the introduction of a database marketing activity within the organisation. The case study demonstrates how the company develops incrementally from a traditional transactional approach to marketing, and adopts database marketing as a means to improve performance. This effectively represents a product being developed and internally sold by the marketing department of the organisation to the rest of the company. The success of this process is considered against criteria for product development proposed by Poolton and Barclay. The paper concludes by noting that adopting an incremental approach can reduce the risks as [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/278e9646a3e6bb62976883b48641dff2c/callagialla}, keywords = {BUSINESS innovations enterprisesDATABASE marketingTECHNOLOGICAL} } @article{Nutt.2004, title = {Expanding the search for alternatives during strategic decision-making}, author = {Paul C. Nutt}, journal = {Academy of Management Executive}, number = 4, pages = {13-28}, volume = 18, year = 2004, abstract = {Leaders are surprised to hear that strategic decisions often failed and ask how to improve matters. Improvement calls for insight into what brings about failure and ways to avoid it. The article shows that failed decisions stem from decision-maker actions in which blunders create traps and traps bring about failure. Blunders arise when decision-makers rush to judgment, use failure-prone practices, and allocate time and money unwisely. Here we consider how these blunders set a trap that limits the search for remedies. Three approaches are offered for expanding the search for alternatives and avoiding the limited-search trap. First, decision-makers should expand the arena of action by identifying key stakeholders, their concerns and claims. The second approach is to increase the clarity of objectives and select one that defines an arena of action with the broadest possible scope. The third is to use multiple perspectives to uncover options that would otherwise be undiscovered. Successful decision-makers add innovative options to the mix of remedies to be considered. Shell's attempts to dispose of an obsolete oilrig, Quaker's purchase of Snapple, and Columbus, Ohio's seeking of tax support for a sports arena illustrate how the three blunders can limit the alternatives search and discourage innovation. The article recommends search tactics that can help decision-makers be sure that they are exploring a full range of decision options. ABSTRACT FROM AUTHOR Copyright of Academy of Management Executive is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) Leaders are surprised to hear that strategic decisions often failed and ask how to improve matters. Improvement calls for insight into what brings about failure and ways to avoid it. The article shows that failed decisions stem from decision-maker actions in which blunders create traps and traps bring about failure. Blunders arise when decision-makers rush to judgment, use failure-prone practices, and allocate time and money unwisely. Here we consider how these blunders set a trap that limits the search for remedies. Three approaches are offered for expanding the search for alternatives and avoiding the limited-search trap. First, decision-makers should expand the arena of action by identifying key stakeholders, their concerns and claims. The second approach is to increase the clarity of objectives and select one that defines an arena of action with the broadest possible scope. The third is to use multiple perspectives to uncover options that would otherwise be undiscovered. Successful decision-makers add innovative options to the mix of remedies to be considered. Shell's attempts to dispose of an obsolete oilrig, Quaker's purchase of Snapple, and Columbus, Ohio's seeking of tax support for a sports arena illustrate how the three blunders can limit the alternatives search and discourage innovation. The article recommends search tactics that can help decision-makers be sure that they are exploring a full range of decision options. ABSTRACT FROM AUTHOR Copyright of Academy of Management Executive is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)}, biburl = {http://www.bibsonomy.org/bibtex/2eebbe1ab3832345dba3d88939b53298b/callagialla}, keywords = {in DECISION makingEXECUTIVE managementLEADERSHIPSUCCESS business abilityEXECUTIVESINDUSTRIAL} } @article{Nohria.1996, title = {Is slack good or bad for innovation?}, author = {Nitin Nohria and Ranjay Gulati}, journal = {Academy of Management Journal}, number = 5, pages = {1245-1264}, volume = 39, year = 1996, issn = {0001-4273}, abstract = {This article suggests that there is an inverse U-shaped relationship between slack and innovation in organizations: both too much and too little slack may be detrimental to innovation. Two related mechanisms governing this relationship are proposed: Slack fosters greater experimentation but also diminishing discipline over innovative projects, resulting in the hypothesized curvilinear relationship. Comprehensive worldwide data on 264 functional departments of two multinational corporations support the prediction.}, biburl = {http://www.bibsonomy.org/bibtex/2cac104c962571d39ec834a0303acd259/callagialla}, keywords = {structure business reorganizationsCORPORATIONSINDUSTRIAL CORPORATE enterprisesMANAGEMENTORGANIZATIONORGANIZATIONAL organizationINTERNATIONAL} } @article{Norrie.2004, title = {A BALANCED SCORECARD APPROACH TO PROJECT MANAGEMENT LEADERSHIP}, author = {James Norrie and Derek H.T. Walker}, journal = {Project Management Journal}, number = 4, pages = {47-56}, volume = 35, year = 2004, issn = {8756-9728}, abstract = {In this paper, we discuss ways that project managers can use measurement (using a tool such as the balanced scorecard) to improve the operational performance of their project teams. Project managers will see that attaching measures to outcomes clarifies project objectives and supports well-defined and well-communicated links between the project vision and business strategy. These also enable project managers to more effectively monitor and control project activities for the purpose of improving project results. This paper reinforces the importance of strategy as an added dimension to the traditional triple constraint. We present this information through our comparison and survey of two projects undertaken by project teams at a large North American global telecommunications organization. The results of our study provide early evidence of the usefulness of the balanced scorecard (BSC) as a tool for improving project management effectiveness. Our study also shows that balanced performance measurement is an important technique for establishing on-strategy project delivery. We propose using this technique primarily as an extension of current practices by adding a strategic measurement dimension. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/2fe484ddb70f0d6fae8788451b8416f95/callagialla}, keywords = {organizationPROJECT managementLEADERSHIPSTRATEGIC managementINDUSTRIAL practicemeasurement planningINDUSTRIAL performance scorecard BUSINESS management.balanced planningproject theorybusiness management} }