http://www.bibsonomy.org/burst/user/callagialla/ManagementTechnologicalBibSonomy BuRST Feed for /user/callagialla/ManagementTechnological2008-07-26T22:56:16+02:00http://www.bibsonomy.org/bibtex/23c60a7ccef2bbd11df78f793eaa64213/callagiallacallagialla2008-03-31T14:38:05+02:00productsPRODUCT enterprisesNEGOTIATION managementTECHNOLOGICAL business innovations businessNEW in -- CORPORATIONS GrowthINTERNATIONAL <span style="color:#555555;">Frank <a href="http://www.bibsonomy.org/author/Wijen">Wijen</a> and Geert <a href="http://www.bibsonomy.org/author/Duysters">Duysters</a> </span><em>R&amp;D Management</em><em>35(1):73-87</em>(<em>2005</em>)Mon Mar 31 14:38:05 CEST 2008R&D Management173-87Negotiating innovation: product renewal as the outcome of a complex bargaining process352005productsPRODUCT enterprisesNEGOTIATION managementTECHNOLOGICAL business innovations businessNEW in -- CORPORATIONS GrowthINTERNATIONAL 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)http://www.bibsonomy.org/bibtex/2975d07db157f94069c3026762c8f2dfe/callagiallacallagialla2008-03-20T21:24:32+01:00und Management Industrial Entwicklung MarketingNew MarketingResearch, products innovations ProduktinnovationInnovationsmanagement Forschung ManagementTechnological <span style="color:#555555;">J&#252;rgen R. <a href="http://www.bibsonomy.org/author/Manns">Manns</a> </span><em>Schriftenreihe Unternehmensf&#252;hrung </em><em>Verlag Wissenschaft &amp; Praxis, </em><em>Ludwigsburg, </em>(<em>1992</em>)Thu Mar 20 21:24:32 CET 2008LudwigsburgSchriftenreihe UnternehmensführungProduktinnovationen als Ergebnis der Koordination von F&E und Marketing: Ursachen, Auswirkungen und Lösungsmöglichkeiten, dargestellt am Beispiel eines Unternehmens der mobilen Kommunikation81992und Management Industrial Entwicklung MarketingNew MarketingResearch, products innovations ProduktinnovationInnovationsmanagement Forschung ManagementTechnological http://www.bibsonomy.org/bibtex/2825ececb612c1a944fe6c0b3057d3564/callagiallacallagialla2008-03-20T21:24:32+01:00BUSINESS enterprisesCOMPETITIONEXECUTIVE abilitySMALL business -- ability innovationsCREATIVE ManagementTECHNOLOGICAL <span style="color:#555555;">Rodney <a href="http://www.bibsonomy.org/author/McAdam">McAdam</a> and William <a href="http://www.bibsonomy.org/author/Keogh">Keogh</a> </span><em>Creativity &amp; Innovation Management</em><em>13(2):126-139</em>(<em>2004</em>)Thu Mar 20 21:24:32 CET 2008Creativity & Innovation Management2126-139Transitioning Towards Creativity and Innovation Measurement in SMEs132004BUSINESS enterprisesCOMPETITIONEXECUTIVE abilitySMALL business -- ability innovationsCREATIVE ManagementTECHNOLOGICAL 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]http://www.bibsonomy.org/bibtex/2018b6cb21860c82ef7872a415b4a92fe/callagiallacallagialla2008-03-20T21:24:32+01:00managementCASE innovationsKNOWLEDGE managementSTRUCTURAL frames managementTECHNOLOGICAL PERSONNEL studiesRESOURCE <span style="color:#555555;">Jan de <a href="http://www.bibsonomy.org/author/Leede">Leede</a> and Jan Kees <a href="http://www.bibsonomy.org/author/Looise">Looise</a> </span><em>Creativity &amp; Innovation Management</em><em>14(2):108-117</em>(<em>2005</em>)Thu Mar 20 21:24:32 CET 2008Creativity & Innovation Management2108-117Innovation and HRM: Towards an Integrated Framework142005managementCASE innovationsKNOWLEDGE managementSTRUCTURAL frames managementTECHNOLOGICAL PERSONNEL studiesRESOURCE This paper explores the connection between innovation (management) and human resource management. Much has been written about the both concepts separately, but there is no integrated conceptual framework available for the combination of the two. Our goal here is to develop such a framework. We do this in a number of steps, starting with a presentation of the existing approaches and models with respect to innovation (management) and HRM. This is followed by a search for the linkage between the two traditions, as a starting point for an integrated model and an in-depth case study regarding the link between innovation and HRM, in order to further develop our model. We conclude with the presentation of our model and with suggestions for further research. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/2a6a4265fb6c576557f81dcbb503b5fe7/callagiallacallagialla2008-03-20T21:20:07+01:00designAPPLE Inc.DYSON, computerVACUUM (Computer)APPLE managementTECHNOLOGICAL Computer cleanersIMAC innovationsPRODUCT PRODUCT James <span style="color:#555555;">Michael <a href="http://www.bibsonomy.org/author/Schrage">Schrage</a> </span><em>Technology Review</em><em>107(2):20-20</em>(<em>2004</em>)Thu Mar 20 21:20:07 CET 2008Technology Review220-20Disruptive Incrementalism1072004designAPPLE Inc.DYSON, computerVACUUM (Computer)APPLE managementTECHNOLOGICAL Computer cleanersIMAC innovationsPRODUCT PRODUCT James Explores the concept of disruptive incremental innovation in a business.Effects of incremental innovations on business; Study on disruptive incrementalism in the case of Apple Computer's iMac computers; Effect of the plastic repackaging done by Apple to an existing product on the company's sales and share price; Response of the competitors and customers of Apple to the introduction of the iMAC which came in different colors; Incremental innovation in transparent vacuum cleaners introduced by James Dyson in 1993.http://www.bibsonomy.org/bibtex/22d5fd6d5be42b7ebec28692c23397714/callagiallacallagialla2008-03-20T21:20:07+01:00MANAGEMENTTECHNOLOGICAL innovations <span style="color:#555555;">John <a href="http://www.bibsonomy.org/author/Storey">Storey</a> </span><em>International Journal of Innovation Management</em><em>4(3):347-369</em>(<em>2000</em>)Thu Mar 20 21:20:07 CET 2008International Journal of Innovation Management3347-369The Management of Innovation Problem42000MANAGEMENTTECHNOLOGICAL innovations The vital importance of innovation in today's competitive climate has been widely canvassed. But while the need for more innovation is intensively proclaimed, the response for some time now has been widely regarded as falling well short of what is required. In other words, there is and has long been a perceived "innovation problem" in the UK and of course in many other countries. There is a large literature exploring the barriers to innovation and this has identified a whole array of factors ranging from the macro-level (such as a tendency towards short-termism) to the micro-level (including personality traits and team characteristics). This article reports the results from a new extensive study which addresses the "problem" by attending to the perceptions, assumptions, interpretations and cognitions of managers — i.e. those actors who determine organisational priorities and who make crucial resource allocation decisions. These managerial ways of seeing have vital consequences for organisational innovation. This article reports on the marked variety of managerial interpretations of innovation; it presents new ways of classifying these and it describes the practical implications of these insights. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/2e4b846443b91dc15b001f67b59b483af/callagiallacallagialla2008-03-20T21:20:07+01:00MANAGEMENTTECHNOLOGICAL complexity networks innovationsInnovation learning <span style="color:#555555;">Joseph <a href="http://www.bibsonomy.org/author/Tidd">Tidd</a> </span><em>International Journal of Innovation Management</em><em>1(1):1-21</em>(<em>1997</em>)Thu Mar 20 21:20:07 CET 2008International Journal of Innovation Management11-21Complexity, Networks and Learning: Integrative Themes for Research on Innovation Management11997MANAGEMENTTECHNOLOGICAL complexity networks innovationsInnovation learning The vital importance of innovation in today's competitive climate has been widely canvassed. But while the need for more innovation is intensively proclaimed, the response for some time now has been widely regarded as falling well short of what is required. In other words, there is and has long been a perceived "innovation problem" in the UK and of course in many other countries. There is a large literature exploring the barriers to innovation and this has identified a whole array of factors ranging from the macro-level (such as a tendency towards short-termism) to the micro-level (including personality traits and team characteristics). This article reports the results from a new extensive study which addresses the "problem" by attending to the perceptions, assumptions, interpretations and cognitions of managers — i.e. those actors who determine organisational priorities and who make crucial resource allocation decisions. These managerial ways of seeing have vital consequences for organisational innovation. This article reports on the marked variety of managerial interpretations of innovation; it presents new ways of classifying these and it describes the practical implications of these insights. [ABSTRACT FROM AUTHOR] Research on the management of innovation has been highly fragmented, and to a large extent non-cumulative. Much of the research has been conducted within three separate disciplines, with relatively little overlap or interaction: the management of research and development or technology; new product development and marketing; and organisational development and change. In this paper, we identify a number of emergent themes which have the potential to integrate these diverse streams of research, and result in a more comprehensive model of the innovation process: complexity, networks and learning. We argue that the innovation process is inherently complex, and therefore we need better characterisations of the technological, market and organisational contingencies which affect the opportunity for innovation. With growing complexity, the focus shifts from competencies based on internal assets such as R&D activities and intellectual property, to the position of a firm within an innovation network and competencies based on its relationships with other organisations. Finally, too much research has been pre-occupied with how firms develop and exploit narrow competencies based on prior experience, rather than how firms acquire new competencies. A focus on organisational learning may provide a richer explanation of the organisational factors which affect the acquisition of new technological and market knowledge.http://www.bibsonomy.org/bibtex/2ad83bfd7b7c4d654805f56d35555dcf0/callagiallacallagialla2008-03-20T21:20:07+01:00resources managementINFORMATION information management technologyMANAGEMENT INFORMATION systemsNEW innovationsKNOWLEDGE managementTECHNOLOGICAL productsPRODUCT <span style="color:#555555;">J. <a href="http://www.bibsonomy.org/author/Daniel Sherman">Daniel Sherman</a> and David <a href="http://www.bibsonomy.org/author/Berkowitz">Berkowitz</a> and William E. <a href="http://www.bibsonomy.org/author/Souder">Souder</a> </span><em>Journal of Product Innovation Management</em><em>22(5):399-411</em>(<em>2005</em>)Thu Mar 20 21:20:07 CET 2008Journal of Product Innovation Management5399-411New Product Development Performance and the Interaction of Cross-Functional Integration and Knowledge Management222005resources managementINFORMATION information management technologyMANAGEMENT INFORMATION systemsNEW innovationsKNOWLEDGE managementTECHNOLOGICAL productsPRODUCT Previous research on cross-functional integration between research and development (R&D) &nd &arketing &as &ocused &n &he &evelopment &f &ppropriate &tructural &odes &nd &evels &f &ntegration &nd &ooperation &cross &he &&D–marketing interface. A gap in the previous research in this area has been the failure to investigate the integration of information from past related product development projects (i.e., knowledge management). In this investigation of R&D–marketing integration, variables from the emerging research literature on organizational learning and knowledge management are examined. By simultaneously investigating the effects of knowledge management variables and R&D–marketing integration, this gap in the literature is addressed. The results demonstrate that the combined effects of R&D–marketing integration and knowledge management in the form of recording, retrieving, and reviewing information from past projects results in interaction effects. In 8 of 18 tests interactions were found. In 6 of 18 tests these resulted in the form of amplification effects with dependent variables such as product prototype development proficiency, product launch proficiency, technological core competency fit, and design change frequency. ABSTRACT FROM AUTHOR Copyright of Journal of Product Innovation 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) Previous research on cross-functional integration between research and development (R&D) &nd &arketing &as &ocused &n &he &evelopment &f &ppropriate &tructural &odes &nd &evels &f &ntegration &nd &ooperation &cross &he &&D–marketing interface. A gap in the previous research in this area has been the failure to investigate the integration of information from past related product development projects (i.e., knowledge management). In this investigation of R&D–marketing integration, variables from the emerging research literature on organizational learning and knowledge management are examined. By simultaneously investigating the effects of knowledge management variables and R&D–marketing integration, this gap in the literature is addressed. The results demonstrate that the combined effects of R&D–marketing integration and knowledge management in the form of recording, retrieving, and reviewing information from past projects results in interaction effects. In 8 of 18 tests interactions were found. In 6 of 18 tests these resulted in the form of amplification effects with dependent variables such as product prototype development proficiency, product launch proficiency, technological core competency fit, and design change frequency. ABSTRACT FROM AUTHOR Copyright of Journal of Product Innovation 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)http://www.bibsonomy.org/bibtex/2b026846afd11609b5276b4f314a37de2/callagiallacallagialla2008-03-20T21:16:13+01:00innovationsMANUFACTURING planningDECISION BUSINESS Hierarchy managementMARKETINGPRODUCTION industriesTECHNOLOGYAnalytical managementTECHNOLOGICAL makingINTERACTIVE ProcessDecision <span style="color:#555555;">Paul R. <a href="http://www.bibsonomy.org/author/Kleindorfer">Kleindorfer</a> and Fariborz Y. <a href="http://www.bibsonomy.org/author/Partovi">Partovi</a> </span><em>European Journal of Operational Research</em><em>47(2):214-224</em>(<em>1990</em>)Thu Mar 20 21:16:13 CET 2008European Journal of Operational Research2214-224Integrating manufacturing strategy and technology choice471990innovationsMANUFACTURING planningDECISION BUSINESS Hierarchy managementMARKETINGPRODUCTION industriesTECHNOLOGYAnalytical managementTECHNOLOGICAL makingINTERACTIVE ProcessDecision This paper presents a prescriptive methodology relating marketing and manufacturing strategy to choice of technology. The methodology developed in this paper is based on Ackoff's interactive planning process. A computer model is developed for evaluating alternative technologies based on Saaty's Analytical Hierarchy Process. This model, unlike most technological selection and justification models which are based on cost alone, provides a general framework for strategic evaluation of competing technologies. ABSTRACT FROM AUTHOR Copyright of European Journal of Operational Research is the property of Elsevier Science Publishers B.V. 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 presents a prescriptive methodology relating marketing and manufacturing strategy to choice of technology. The methodology developed in this paper is based on Ackoff's interactive planning process. A computer model is developed for evaluating alternative technologies based on Saaty's Analytical Hierarchy Process. This model, unlike most technological selection and justification models which are based on cost alone, provides a general framework for strategic evaluation of competing technologies. ABSTRACT FROM AUTHOR Copyright of European Journal of Operational Research is the property of Elsevier Science Publishers B.V. 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)http://www.bibsonomy.org/bibtex/2af68fcbc1d4c0eb4984ecc5417d7e431/callagiallacallagialla2008-03-20T21:16:13+01:00innovationsCREATIVE abilityTEAMS communicationNEW productsPRODUCT managementTECHNOLOGICAL <span style="color:#555555;">Jan <a href="http://www.bibsonomy.org/author/Kratzer">Kratzer</a> and Roger Th. A. J. <a href="http://www.bibsonomy.org/author/Leenders">Leenders</a> and Jo M. L. <a href="http://www.bibsonomy.org/author/Van Engelen">Van Engelen</a> </span><em>Creativity &amp; Innovation Management</em><em>13(1):63-71</em>(<em>2004</em>)Thu Mar 20 21:16:13 CET 2008Creativity & Innovation Management163-71Stimulating the Potential: Creative Performance and Communication in Innovation Teams132004innovationsCREATIVE abilityTEAMS communicationNEW productsPRODUCT managementTECHNOLOGICAL Creativity is essential to successful new product development efforts. Teams constitute the organizing principle in most modern innovation activities. Although creativity research has revealed many factors influencing individual creativity, little is known about how team-level creativity is determined. Since the creative innovation task requires teams to combine and integrate input from multiple team members, the team's communication pattern is an important determinant of team creativity. Based on a sample of 44 NPD teams in eleven companies, this study examines the effects of team-member communication on team creativity. It is found that both interaction frequency and subgroup-formation of communication have a negative relationship to team creativity. Theoretical and practical implications are discussed, and further research is indicated. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/20af2041b04b64a3eafd5925cb5e1431f/callagiallacallagialla2008-03-20T21:14:41+01:00strategyINTEGRATED productsPRODUCT innovationsMARKETING INDUSTRIAL marketing managementResearch, managementTECHNOLOGICAL IndustrialRISK managementMARKETINGNEW <span style="color:#555555;">Ellen <a href="http://www.bibsonomy.org/author/Enkel">Enkel</a> and Javier <a href="http://www.bibsonomy.org/author/Perez-Freije">Perez-Freije</a> and Oliver <a href="http://www.bibsonomy.org/author/Gassmann">Gassmann</a> </span><em>Creativity &amp; Innovation Management</em><em>14(4):425-437</em>(<em>2005</em>)Thu Mar 20 21:14:41 CET 2008Creativity & Innovation Management4425-437Minimizing Market Risks Through Customer Integration in New Product Development: Learning from Bad Practice142005strategyINTEGRATED productsPRODUCT innovationsMARKETING INDUSTRIAL marketing managementResearch, managementTECHNOLOGICAL IndustrialRISK managementMARKETINGNEW Customer integration into the innovation process is about to become a best practice. The lead-user approach has proven to be especially valuable when reducing discontinuous innovation's market risk. Since the theory of customer integration still lacks a concept and processes, this article illustrates how companies can be helped from a practice perspective to implement customer integration and maximize market safety. Triggered by the results of an in-depth case study, we adapted Lettl's explorative model of customers’ contribution to the new product development (NPD) process, which was originally developed for the medical technology industry, to engineering companies. ABSTRACT FROM AUTHOR Copyright of Creativity & Innovation 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) Customer integration into the innovation process is about to become a best practice. The lead-user approach has proven to be especially valuable when reducing discontinuous innovation's market risk. Since the theory of customer integration still lacks a concept and processes, this article illustrates how companies can be helped from a practice perspective to implement customer integration and maximize market safety. Triggered by the results of an in-depth case study, we adapted Lettl's explorative model of customers’ contribution to the new product development (NPD) process, which was originally developed for the medical technology industry, to engineering companies. ABSTRACT FROM AUTHOR Copyright of Creativity & Innovation 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)http://www.bibsonomy.org/bibtex/2d97288044ad4fe4a51d183f191336db4/callagiallacallagialla2008-03-20T21:01:58+01:00developmentPOLITICAL development innovationsORGANIZATIONAL structureRESEARCH enterprisesBUSINESS forecastingTECHNOLOGICAL planningECONOMIC & developmentINDUSTRIAL managementTECHNOLOGICAL BUSINESS <span style="color:#555555;">James R. <a href="http://www.bibsonomy.org/author/Bright">Bright</a> </span><em>Harvard Business Review</em><em>48(1):62-70</em>(<em>1970</em>)Thu Mar 20 21:01:58 CET 2008Harvard Business Review162-70Evaluating Signals of Technological Change481970developmentPOLITICAL development innovationsORGANIZATIONAL structureRESEARCH enterprisesBUSINESS forecastingTECHNOLOGICAL planningECONOMIC & developmentINDUSTRIAL managementTECHNOLOGICAL BUSINESS This article explains how the process of evolution from a scientific concept to a marketable product or technique is affected not only by technological advances, but also by developments in the political, economic, and social environments. The author describes a methodology for monitoring these environments for signs of change and he suggests that a monitoring assignment be established in the corporate planning office and manned by those in marketing, production, finance, research and development, and corporate planners. It is suggested that the monitoring manager train each of his specialists to take into account the political influences that might affect their respective areas. This article explains how the process of evolution from a scientific concept to a marketable product or technique is affected not only by technological advances, but also by developments in the political, economic, and social environments. The author describes a methodology for monitoring these environments for signs of change and he suggests that a monitoring assignment be established in the corporate planning office and manned by those in marketing, production, finance, research and development, and corporate planners. It is suggested that the monitoring manager train each of his specialists to take into account the political influences that might affect their respective areas.http://www.bibsonomy.org/bibtex/2a756328fb8ac5e6efb4dfe9c33767200/callagiallacallagialla2008-03-20T21:01:58+01:00managementTECHNOLOGICAL productsPRODUCT INDUSTRIAL entry managementNEW innovationsMARKET <span style="color:#555555;">Edward U. <a href="http://www.bibsonomy.org/author/Bond">Bond</a> and Mark B. <a href="http://www.bibsonomy.org/author/Houston">Houston</a> </span><em>Journal of Product Innovation Management</em><em>20(2):120-135</em>(<em>2003</em>)Thu Mar 20 21:01:58 CET 2008Journal of Product Innovation Management2120-135Barriers to Matching New Technologies and Market Opportunities in Established Firms202003managementTECHNOLOGICAL productsPRODUCT INDUSTRIAL entry managementNEW innovationsMARKET In industries that produce high-technology products or are reliant on technology for administrative or manufacturing processes, it is essential appropriately to link technologies to markets in order to increase shareholder value and to build future cash flows. Research and development (R&D) allocations in such industries are greatly dependent on forecasts of the R&D project's estimated potential contribution to future cash flows, which is related to the project's ability to satisfy current or future customer needs. The resource allocation decisions are difficult, however, since both markets and technology are likely to be highly uncertain. Although the innovation literature ably has addressed specific relationships between certain factors and new product development outcomes, less attention has been given to obstacles faced in linking technology to markets. Grounded in a literature-based discussion of technology and market opportunity, the authors develop a conceptual framework for identifying and understanding the barriers facing managers in the process of matching technologies to market opportunities. Technology and market barriers include technology-market linkage, technology availability, technology and market capabilities of competitors, and business model feasibility. Strategy and structure barriers include competition for limited resources, technology capabilities, technology portfolio goals, current market strategies, and competition for control of market charters. Social and cultural barriers include interpretive and communication barriers between functional units and language and cultural barriers within the technology workforce. The article concludes with implications for researchers and managers. The conceptual framework presented here can encourage the development of a stream of research in the area of technology strategy and planning processes, allowing researchers to improve our understanding of the process of technology innovation. Managers can... [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/2db40b1415c8e55cbd40cee1f6ed091fc/callagiallacallagialla2008-03-20T21:01:58+01:00enterprisesBUSINESS structureRESEARCH planningECONOMIC developmentPOLITICAL BUSINESS & forecastingTECHNOLOGICAL innovationsORGANIZATIONAL managementTECHNOLOGICAL developmentINDUSTRIAL development <span style="color:#555555;">James R. <a href="http://www.bibsonomy.org/author/Bright">Bright</a> </span><em>A Guide to Practical Technological Forecasting, </em><em>Prentice Hall, </em>(<em>1973</em>)Thu Mar 20 21:01:58 CET 2008A Guide to Practical Technological Forecasting238-256Forecasting by Monitoring Signals of Technological Change1973enterprisesBUSINESS structureRESEARCH planningECONOMIC developmentPOLITICAL BUSINESS & forecastingTECHNOLOGICAL innovationsORGANIZATIONAL managementTECHNOLOGICAL developmentINDUSTRIAL development This article explains how the process of evolution from a scientific concept to a marketable product or technique is affected not only by technological advances, but also by developments in the political, economic, and social environments. The author describes a methodology for monitoring these environments for signs of change and he suggests that a monitoring assignment be established in the corporate planning office and manned by those in marketing, production, finance, research and development, and corporate planners. It is suggested that the monitoring manager train each of his specialists to take into account the political influences that might affect their respective areas. This article explains how the process of evolution from a scientific concept to a marketable product or technique is affected not only by technological advances, but also by developments in the political, economic, and social environments. The author describes a methodology for monitoring these environments for signs of change and he suggests that a monitoring assignment be established in the corporate planning office and manned by those in marketing, production, finance, research and development, and corporate planners. It is suggested that the monitoring manager train each of his specialists to take into account the political influences that might affect their respective areas.