R&amp;D performance as a function of internal communication, project management, and the nature of the work

Allen, Thomas J.; Lee, Denis M. S.; Tushman, Michael L.

doi:10.1109/tem.1980.6447372

Cited by 150 publications

(64 citation statements)

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“…Distance may also reduce the frequency of interaction and so reduce the propensity of parties to develop a reputation as a credible source (King, 1999). Empirically, numerous studies in various social settings have documented that the transfer of credible information between two parties decreases rapidly with increasing physical distance (Allen et al, 1980;Hamilton et al, 1979). Given the propensity for physical distance to reduce information transfer and increase asymmetric information, we expect:…”

Section: Asymmetric Information and Opportunismmentioning

confidence: 98%

“…A common finding across many literatures is that exchange partners are likely to have less information about parties that are more physically distant (Allen, Lee, & Tushman, 1980;Hamilton, Godfrey & Linge, 1979;Katz & Tushman, 1979). Distance reduces information transfer through its direct effect on transfer costs and by its association with other restricting factors (Mariotti & Piscitello, 1995).…”

Section: Asymmetric Information and Opportunismmentioning

confidence: 99%

See 1 more Smart Citation

The Strategic Use of Decentralized Institutions: Exploring Certification With the ISO 14001 Management Standard

King

Lenox

Terlaak

2005

AMJ

732

625

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Section: Asymmetric Information and Opportunismmentioning

confidence: 98%

Section: Asymmetric Information and Opportunismmentioning

confidence: 99%

The Strategic Use of Decentralized Institutions: Exploring Certification With the ISO 14001 Management Standard

King

Lenox

Terlaak

2005

AMJ

732

625

View full text Add to dashboard Cite

“…Allen's data are compiled from R&D organizations in which respondents were asked with whom they communicate to accomplish work [Allen 1977;Allen, Lee and Tushman 1980]. Allen finds a higher probability of communication between workers in close proximity, while those farther away demonstrate a markedly decreased probability of communicating [Allen 1977, p. 239].…”

Section: Introductionmentioning

confidence: 99%

Predicting technical communication in product development organizations

Morelli

Eppinger

Gulati

1995

IEEE Trans. Eng. Manage.

110

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AcknowledgmentsThe authors wish to thank the product development team members at the research site, in particular, the project manager and manager of the benchmark facility organization, for their contributions to this project. We also thank Tom Allen and Varghese George for their helpful realized. We applied this methodology to a commercial product development project in the electronics industry.In this case study we found that: 1) 81% of all coordination-type communication linkages were predicted in advance; 2) occurrences of frequent communications were more accurately predicted than infrequent communications; and 3) two-way communication exchange was most often observed, even where one-way information transfer was predicted. For the management of product development projects, these results imply that certain aspects of organizational design can be planned by anticipating the technical communication linkages required for project execution. Finally, a critical analysis of our methodology suggests improvements for future work.

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“…These jobs have a substantial impact on the lives of other people, inside or outside the company, and allow employees to see the significance of and exercise responsibility for an entire piece of work. Participative management and decision making have been shown to have a positive impact on innovation (Allen, Lee, & Tushman, 1980;Kanter, 1983;Kimberley & Evanisko, 1981;Monge, Cozzens, & Contractor, 1992;Zaltman, Duncan, & Holbeck, 1973). When supervisors are supportive, they show concern for employees' feelings and needs, encourage them to voice their own concerns, provide positive and informational feedback, and facilitate skill development among employees (Cummings & Oldham, 1997).…”

Section: Innovationmentioning

confidence: 99%

Creativity and integrity: Marketing the “in development” screenplay

Ferguson¹

2009

Psychology and Marketing

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This study's purpose was to explore the relationship between creativity and integrity in the ideation phase of feature filmmaking. Integrity refers to one's self-defined ability to maintain authenticity and moral autonomy while preserving one's sense of membership and loyalty to the team or organization. When team members choose elements for the screenplay's story that they feel will attract the ideal audience, the dynamic tension between creativity and integrity is most apparent. The forces at play during this phase of work yielded the research question: In what ways and to what degree do screenwriters and/or studio executives feel their personal integrity is in alignment with the creative process of feature film development? Several concepts from the literature formed the design around which 23 active screenwriters and studio executives employed by the seven major and two of the minor U.S. motion picture studios were interviewed. The researcher's Creative Integrity Alignment Model yielded the hypothesis that the more aligned participants' individual integrity is with the creative process of feature film development, the more innovative they can be. From this hypothesis, anecdotal evidence was gathered from contributors to one of this year's most successful films to discover the potential relationship between integrity alignment and a film's performance in the marketplace.

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R&D performance as a function of internal communication, project management, and the nature of the work

Cited by 150 publications

References 0 publications

The Strategic Use of Decentralized Institutions: Exploring Certification With the ISO 14001 Management Standard

The Strategic Use of Decentralized Institutions: Exploring Certification With the ISO 14001 Management Standard

Predicting technical communication in product development organizations

Creativity and integrity: Marketing the “in development” screenplay

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