Better New Business Development at DuPont—II

Karol, Robin A.; Loeser, Ross C.; Tait, R. H.

doi:10.1080/08956308.2002.11671491

Cited by 9 publications

(5 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Firms that are able to sense alliance opportunities early enjoy first-mover advantages on the market for strategic partners, which, in turn, may translate into superior alliance success. Karol, Loeser, and Tait (2002), for instance, find that higher performance may be ascribed to routine processes of identifying and evaluating partners. Sarkar, Echambadi, and Harrison (2001) subsume organizational sensing routines for the alliance context under the concept of alliance proactiveness.…”

Section: Sensingmentioning

confidence: 99%

Alliance Management Capability: An Investigation of the Construct and Its Measurement

Schilke

Goerzen

2010

Journal of Management

332

512

View full text Add to dashboard Cite

This research conceptualizes and operationalizes alliance management capability. The authors develop alliance management capability as a second-order construct to capture the degree to which organizations possess relevant management routines that enable them to effectively manage their portfolio of strategic alliances. In addition to identifying and measuring specific organizational routines as critical dimensions of alliance management capability, the authors advance knowledge on the performance effects of dedicated alliance structures and alliance experience based on survey data from 204 firms. Their primary contribution is a theoretically sound alliance management capability measure that is reflected by five underlying routines: interorganizational coordination, alliance portfolio coordination, interorganizational learning, alliance proactiveness, and alliance transformation. One of the key findings is that alliance management capability has a positive impact on alliance portfolio performance and mediates the performance effects of dedicated alliance structures and alliance experience.

show abstract

Section: Sensingmentioning

confidence: 99%

Alliance Management Capability: An Investigation of the Construct and Its Measurement

Schilke

Goerzen

2010

Journal of Management

332

512

View full text Add to dashboard Cite

show abstract

“…The process used in DuPont was derived from the one described by McGrath (). However, a great deal of customization was done to address the specific needs for the creation of a new business (Karol, Loeser, & Tait, , ).…”

Section: Key Challengesmentioning

confidence: 99%

Leadership in the Context of Corporate Entrepreneurship

Karol

2015

J of Leadership Studies

Self Cite

View full text Add to dashboard Cite

Established companies rely on innovation to maintain their competitiveness in the rapidly changing economic environment. These companies must perpetually develop new products and services, and create new businesses and new business models. To do so, entrepreneurial leaders within established companies need to understand and align their projects with the corporate vision and business goals. The entrepreneurial leaders must also lead by influence to obtain necessary resources to fulfill these goals. Creating an environment that encourages innovation and engenders trust is necessary for the success of entrepreneurial leaders. Skills relating to perspective taking and influence as well as the need for agility are also crucial.

show abstract

“…An NBD department is considered an important approach to organize for corporate renewal and growth (Karol, Loeser, and Tait, ), for instance, by building new competencies targeted at future new business opportunities (Beer, Eisenstat, and Spector, ). Common to strategic new business initiatives, the number of highly innovative NBD projects taking place at the same time is restricted because of such factors as availability of human and financial resources, ideas, management attention, considerations of short‐term financial performance, and risk avoidance (Cooper and Kleinschmidt, ; Rice, Ambra, and More, ; Vanhaverbeke and Kirschbaum, ).…”

Section: Setting Data Methods and Analysismentioning

confidence: 99%

Vertical and Horizontal Cross‐Ties: Benefits of Cross‐Hierarchy and Cross‐Unit Ties for Innovative Projects

Aalbers¹,

Dolfsma²,

Leenders³

2015

J of Product Innov Manag

View full text Add to dashboard Cite

Social networks are an important driver for successful innovation, both at the individual level as well as the organizational level. Recent research has also shaped that networks within teams can enhance performance. Innovative project teams are embedded in an organizational context, however, and teams typically consist of people with expertise from diverse backgrounds, and from different units. Team members may have ties to other teams, business units, and hierarchical levels. Although it seems clear that such ties can influence team performance, remarkably little research has focused on what is here referred to as vertical and horizontal cross‐ties. Previous research may have ignored the possibility that vertical and horizontal bridging ties may have different performance outcomes. Although the literature suggests that diversity of input, or horizontal cross‐unit ties will benefit team performance and innovativeness, there is reason to believe that ties to higher levels in the organization might have an effect on project team performance and innovativeness too. This article in particular studies the role of vertical cross‐hierarchy ties. In an exploratory analysis combining quantitative and qualitative results, it is distinguished between horizontal cross‐unit and vertical cross‐hierarchy ties and their contribution to new business development (NBD) project performance, thereby making a substantial contribution to both academic literature and managerial practice. Our study is based on a multiple case‐study approach of several NBD project teams in a large European financial service provider. Our results show that successful innovation project teams are characterized by a large number of cross‐unit ties in combination with a large number of cross‐hierarchical ties compared with less successful project teams. Additionally, proof is found that vertical cross‐hierarchy ties should be concentrated rather than scattered across project members.

show abstract

Better New Business Development at DuPont—II

Cited by 9 publications

References 0 publications

Alliance Management Capability: An Investigation of the Construct and Its Measurement

Alliance Management Capability: An Investigation of the Construct and Its Measurement

Leadership in the Context of Corporate Entrepreneurship

Vertical and Horizontal Cross‐Ties: Benefits of Cross‐Hierarchy and Cross‐Unit Ties for Innovative Projects

Contact Info

Product

Resources

About