The purpose of this study was to test a model of the organizational innovation process that suggests that the strategy-structure causal sequence is differentiated by radical versus incremental innovation. That is, unique strategy and structure will be required for radical innovation, especially process adoption, while more traditional strategy and structure arrangements tend to support new product introduction and incremental process adoption. This differentiated theory is strongly supported by data from the food processing industry. Specifically, radical process and packaging adoption are significantly promoted by an aggressive technology policy and the concentration of technical specialists. Incremental process adoption and new product introduction tends to be promoted in large, complex, decentralized organizations that have market dominated growth strategies. Findings also suggest that more traditional structural arrangements might be used for radical change initiation if the general tendencies that occur in these dimensions as a result of increasing size can be delayed, briefly modified, or if the organization can be partitioned structurally for radical vs. incremental innovation. In particular, centralization of decision making appears to be necessary for radical process adoption along with the movement away from complexity toward more organizational generalists. This suggests that a greater support of top managers in the innovation process is necessary to initiate and sustain radical departures from the past for that organization.research and development: innovation, organizational studies

In this paper we explore the relationships between some of the various concepts and scales that have been used to characterize innovative attitudes and behaviours. A sample (N = 123) of undergraduate and graduate business students with full-time jobs or the equivalent provided questionnaire data to test two initial hypotheses. It was found that four attitude-value scales which have been used to measure change values, innovation orientation, readiness for change, and innovativenesss, are intercorrelated significantly when no distinction is made between the respondents' intentions to be innovative and respondents' actual innovative behaviour. Innovative and change attitudes, as measured by these same four scales, do consistently predict multiple innovative intentions and behaviours but not, as expected, single behaviours or single intentions. The single best predictor in a multiple regression of the combined multiple innovative intention-behaviour measure was found to be a creative scale (R2 = 0.43, p < 0.01). The innovative behaviour scale was tentatively called attitude toward being innovative. A factor analysis of this scale revealed dimensions related to innovative behaviour in organizations : the innovator, the preserver of the status quo, and the unchallenged, dissatisfied person.Two other hypotheses were also tested. The first was that the perceived organization risk-taking climate would moderate the relationship between these attitude measures. This hypothesis was not supported by the overall results. However, moderate support was found for the hypothesis that the more formal authority a person has in an organization, the greater the consistency between change attitudes and innovative behaviours as measured by self-report methods.

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This study examines the effect of four national television advertisements for product category leader brands. These ads were developed expressly for black consumers. Through the use of cultural values, responses to ethnic or subculturally oriented marketing communication was measured. Two hundred and seventy one black and white respondents were drawn from a large urban, mid‐western city and a midsize deep‐south city. Multivariate analysis of variance was used to determine the differences between responses to each advertisement by black versus white respondents. The study confirmed the results that black respondents display a more positive affect toward a commercial message featuring black actors than do comparable whites.