Designing and facilitating collaboration in R&amp;D: A case study

Hage, Jerald; Jordan, Gretchen B.; Mote, Jonathon; Whitestone, Yuko

doi:10.1016/j.jengtecman.2008.10.005

Cited by 22 publications

(12 citation statements)

References 35 publications

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“…These are generally taken to constitute a specific organizational context (Elkins & Keller, 2003;Mumford et al, 2002;Trevelyan, 2001), characterized by significant exposure to changing and turbulent environments (Akgün, Byrne, Lynn, & Keskin, 2007), giving rise to high levels of uncertainty (Anderson, Glassman, McAfee, & Pinelli, 2001;Song, Lee, Lee, & Chung, 2007) and pressures for expertise and innovation. Consequently, leadership in this context is often associated with issues relating to creativity (Reiter-Palmon & Illies, 2004;Zhang & Bartol, 2010) and knowledge (Alvesson, 1993;Hage et al, 2008;Kratzer et al, 2008;Mintzberg, 1998). Strohmeier (1998) instead focused on the need for technical leaders to master more complex organizational processes in contemporary research and development organizations.…”

Section: Theorymentioning

confidence: 99%

“…Such organizations are not only important in their own right but may also present specific challenges for leadership theory (Elkins & Keller, 2003;Mumford, Scott, Gaddis, & Strange, 2002). Hage, Jordan, Mote, and Whitestone (2008), Kratzer, Leenders, and Van Engelen (2008), as well as Murphy and Ensher (2008) have all identified leadership opportunities in this context, whereas Alvesson and Sveningsson (2003) instead emphasize the challenges and problems that managers encounter here in attempting to exercise leadership. Mumford et al (2002) provide a theoretical model for leadership in a creative and professional context, comprising the three aspects of idea generation, idea structuring, and idea promotion, focusing on how to both develop and use knowledge.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Information and Informality: Leaders as Knowledge Brokers in a High-Tech Firm

Larsson

Segerstéen²,

Svensson³

2010

Journal of Leadership & Organizational Studies

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The article presents an empirical study of informal leadership in an international high-tech company. The empirical work consisted of qualitative observation and shadowing of managers in the company, and a total of 14 interviews. The transcribed fieldnotes and audio recordings of observations and interviews were analyzed thematically, resulting in three central themes: informality, information based authority, and information brokering. The general informal character of interactions at work included a network based information dissemination. In these networks, persons were percieved as informal leaders on the basis of their possession of reliable knowledge in technical as well as organizational domains. The informal leaders engaged in interpretation and brokering of information and knowledge, as well as in mediating strategic values and priorities on both formal and informal arenas. Informal leaders were thus seen to function on the level of the organization as a whole, and in cooperation with formal leaders. Drawing on existing theory of leadership in creative and professional contexts, this cooperation can be specified to concern task structuring. The informal leaders in our study contributed to task structuring through sensemaking activities, while formal leaders focused on aspects such as clarifying output expectations, providing feedback, project structure, and diversity.

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Section: Theorymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Information and Informality: Leaders as Knowledge Brokers in a High-Tech Firm

Larsson

Segerstéen²,

Svensson³

2010

Journal of Leadership & Organizational Studies

View full text Add to dashboard Cite

show abstract

“…Además, las grandes empresas pueden beneficiarse de economías de escala en sus procesos de innovación, lo que influye positivamente en el desarrollo de nuevas tecnologías (Cohen, 1995). Finalmente, debido a que las grandes empresas cuentan con estructuras organizacionales que permiten una mayor división del trabajo, éstas pueden generar sinergias entre los distintos departamentos; contribuyendo así al éxito innovador (Song et al, 1997;Hage et al, 2008). No obstante, también se ha argumentado que factores como la excesiva carga burocrática de las grandes empresas y sus estructuras organizacionales para la toma de decisiones de mayor complejidad podrían propiciar el abandono de proyectos de innovación (Cohen, 1995;Cuijpers et al, 2011).…”

Section: Factores Asociados Con El Abandono De Actividades De Innovaciónunclassified

Factores Asociados con el Abandono de Actividades de Innovación en un País en Desarrollo: La Influencia del nivel de Cooperación Tecnológica Regional

Fernández-Sastre

Santamaría

2020

Journal of Technology Management & Innovation

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Using data from the Ecuadorean Innovation Survey of 2015, this paper examines the factors associated with the abandonment of innovation activities of firms in a developing country. Additionally, it is analyzed whether the influence of these factors differs depending on the level of technological cooperation existing in the regions in which the firms operate. The results indicate that the probability of abandonment is greater in firms that invest in complex innovation activities, in those that cooperate simultaneously with other firms and research institutions and in those with greater export intensity. In addition, it is observed that medium-sized firms are those that show a lower probability of abandonment. Finally, the results indicate that the influence of these factors differs considerably depending on the level of regional technological cooperation.

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“…Cross-functional integration could improve NPD success, mainly in the case of high uncertainty and risk (Gemser & Leenders, 2011). Leadership of managers is essential to integrate the staff, unifying efforts toward innovation (Hage et al, 2008 …”

Section: Strategic Scopementioning

confidence: 99%

Structuring front-end innovation activities throughout strategic product planning

Rodrigues

Braghini

Sola

2017

Prod.

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Strategic product planning (SPP) for new product development (NPD) in the front-end of innovation (FEI) is a great challenge for managers and practitioners. This article analyzes the structuring process of FEI activities during SPP. A research was carried out with 78 industries from both food and furniture in Brazil. Our study revealed that FEI activities are structured in an intricate network with a high level of complexity and interdependence. The large amount of activities and the complexity in structuring them denote that companies are concerned to reduce uncertainties and risks intensifying the planning phase. KeywordsNew product development. Fuzzy front-end. Strategic planning. Although literature has presented several studies on the front-end stage, structuring activities still is a managerial challenge in NPD, as highlighted by Frishammar et al. (2012). The authors Cooper (1988) and Kurkkio et al. (2011) proposes a model with steps in linear sequence with activities being developed in each step. The model proposed by Khurana & Rosenthal (1998) recommends the activities on the pre-phase zero being developed in parallel and the other phases in the series. Koen et al. (2014) have proposed a circular model to develop activities. Besides these concepts, the technical innovation is viewed from an evolutionary perspective. In this direction, Clark (1985) analyzes the sequence of technological changes and argues that the formation of concepts on problem design and market requires a hierarchical structure, due to the nature of the object. According to the author, it is a matter of logic.In general, models do not present the structure or the sequence of activities in FEI or the relationship among then; therefore, there is a huge gap to exploit this subject. On this issue, important questions are raised: How managers deal with FEI activities during SPP? What sequence are the activities developed in? How do such activities relate to each other? Is there a formalization process? The answers to these questions can help us to understand the relationship among activities as well as to assist managers and practitioners in structuring activities in the front-end. The paper initially presents a theoretical foundation and hypothesis and then it presents a survey conducted with Brazilian industries from both food and furniture. Finally, the paper provides pertinent analysis, discussion and conclusions. Theoretical foundation and hypothesisLiterature has highlighted several activities in NPD (Moeckel, 2009;Rozenfeld et al., 2006; Song & MontoyaWeiss, 1998). A significant literature review is presented in the sequence. In this work, FEI activities are divided into the following groups: strategic scope, market scope and product portfolio scope, as follows. Strategic scopeStrategic business plan (SBP) is a way to think the future of the firm's business in a competitive market. Competitive advantage can be created by means of business strategy, which describes how an organization decides to compete in the market in relati...

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Designing and facilitating collaboration in R&D: A case study

Cited by 22 publications

References 35 publications

Information and Informality: Leaders as Knowledge Brokers in a High-Tech Firm

Information and Informality: Leaders as Knowledge Brokers in a High-Tech Firm

Factores Asociados con el Abandono de Actividades de Innovación en un País en Desarrollo: La Influencia del nivel de Cooperación Tecnológica Regional

Structuring front-end innovation activities throughout strategic product planning

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