Despite differences in definitions, researchers understand that radical innovation within an organization is very different from incremental innovation [13,17,21] and that it is critical to the long‐term success of firms. Unfortunately, research has also shown that it is often difficult to get support for radical projects in large firms [14], where internal cultures and pressures often push efforts toward more low risk, immediate reward, incremental projects. Interestingly, we know considerably less about the effective management of the product development process in the radical than in an incremental context. The purpose of this study is to explore the process of radical new product development from a strategic perspective, and to outline key observations and challenges that managers face as they move these projects to market. The findings presented here represent the results of a longitudinal (since 1995), multidisciplinary study of radical innovation projects. A multiple case study design was used to explore the similarities and differences in management practices applied to twelve radical innovation projects in ten large, established North American firms. The findings are grouped into three high‐level strategic themes. The first theme, market scope, discusses the challenges associated with the pursuit of familiar versus unfamiliar markets for radical innovation. The second theme of competency management identifies and discusses strategic challenges that emerge as firms stretch themselves into new and unfamiliar territory. The final theme relates to the people issues that emerge as both individuals and the project teams themselves try to move radical projects forward in organizations that are not necessarily designed to support such uncertainty. A breadth of subtopics emerge within and across this framework relating to such ideas as risk management, product cannibalization, team composition, and the search for a divisional home. Taken together, our observations reinforce the emerging literature that shows that project teams engaging in radical innovation encounter a much different set of challenges than those typically faced by NPD teams engaged in incremental innovation.

This study examines how leadership characteristics in new product development teams affect the learning, knowledge application, and subsequently the performance of these teams. Using data from a study of 229 members from 52 high-tech new product projects, we empirically demonstrate that team learning has a strong positive effect on the innovativeness and speed to market of the new products. Moreover, a democratic leadership style, initiation of goal structure by the team leader, and his or her position within the organization were positively related to team learning. Managerial implications of these results are discussed.

Purpose -This empirical study explores the relationship between total quality management (TQM) practices and organizational culture with the purpose of identifying the particular cultures that determine the successful implementation of TQM practices. Specifically, it tests two competing views on the relationship; the unitarist and pluralist views. Design/methodology/approach -The empirical data was drawn from 194 organizations in Australia. The research model employs the Malcolm Baldrige National Quality Award criteria as TQM framework and builds on the competing values model to frame organizational culture. The data was analysed using structural equation modelling technique. Findings -The findings support the pluralist view, wherein different subsets of TQM practices are determined by different types of cultures. Interestingly, hierarchical culture was found to have a significant relationship with certain practices of TQM. Additionally, the findings indicate that although the cultural factors underpinning different elements of TQM are dissimilar, even antagonistic, organizations can implement them in harmony. Practical implications -The major implication of this study is that organizations need to accommodate divergent goals by developing a system and/or structure that allows enough flexibility for adapting different (even contrasting) management styles, between control and flexibility and between internal and external orientations, so that they may gain benefits from the multiple dimensions of TQM. Originality/value -This paper provides empirical evidence on the multidimensionality of TQM practices along with their association with different types of culture.

Using data collected from a sample of 97 manufacturing plants, we examine how organizational culture is related to outcomes associated with advanced manufacturing technology (AMT) implementation. Multiple item scales are developed and adapted from a wide range of sources in the literature to measure managers' perceptions of organizational culture, AMT benefits, and implementation outcomes such as operational benefits, organizational benefits, satisfaction, and competitive success. Regression analysis is used to analyze the relationships between these variables. The results suggest that cultural characteristics, as defined by the competing values model, are significantly related to AMT implementation outcomes. We conclude by discussing the managerial implications of these results.

Many companies' operations strategies resemble roadmaps: they are very detailed, yet poorly communicated across the organization and inflexible in reacting to environmental changes. In contrast, an operations strategy which is clearly outlined, widely understood and allows flexibility to adapt to changes in the environment more closely resembles a compass. For a strategy to be effective it must not only be appropriate (i.e., be well‐fitted to its competitive environment) but it also must be communicated and widely understood throughout the organization. This research examines the theoretical arguments regarding why such strategic consensus is important and presents an exploratory analysis of data from seven manufacturing plants. One of the weaknesses of the extant literature on operations strategy is that the majority of studies rely on responses provided by a single informant per company. This study employs a combination of survey and case study methods to gather data from seven manufacturing plants within the metalworking industry. The results of the study suggest that there are strategic areas where there is substantial disagreement between levels of the firm. Across the sample, operators tended to rate investments in technology disproportionately higher than managers. In addition to this systematic variation, individual case studies revealed that operators and managers in some firms exhibited significant inconsistencies in their manufacturing priorities, indicating a lack of strategic consensus. Furthermore, the methodology employed in this study illustrates one approach to obtaining more holistic, multiple respondent research on operations strategy.