Better New Business Development at DuPont—I

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

doi:10.1080/08956308.2002.11671479

Cited by 13 publications

(8 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…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

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

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

“…The lack of a precise definition and boundary scope increases ambiguity in business development, impeding scholars and practitioners from aligning their perspectives. Karol et al (2002) emphasize the necessity of delineating the scope of the business development domain with clarity. A defined definition and scope, they argue, is pivotal for the seamless execution of business development activities.…”

Section: Mapping the Boundaries Of Business Developmentmentioning

confidence: 99%

“…Secondly, the Corporate Directional Policy Matrix proposed by Littler and Sweeting (1987a) outlines possible directions for business development. Thirdly, Karol et al (2002) advocate for a broader comprehensive approach, analyzing the scope of business development through a matrix incorporating product/technology and customer/market dimensions. Lastly, Berends et al (2007) propose a nine-grid matrix, integrating product marketing strategy with innovation level to define the boundaries of business development.…”

Section: Mapping the Boundaries Of Business Developmentmentioning

confidence: 99%

Scrutinizing Business Development Research: Dynamic Retrospective Analysis and Conceptual Evolution

Wei,

Lin

2024

Administrative Sciences

View full text Add to dashboard Cite

While prevalent in enterprise practice, business development (BD) activities have garnered limited attention within academic circles, leading to a noticeable dearth of discussions regarding their comprehensive understanding and the contemporary research landscape. Previous research has underscored the pivotal role and importance of business development activities in generating new growth opportunities and enhancing dynamic capabilities for enterprises. This article seeks to bridge this academic gap by synthesizing six decades of research literature on enterprise business development activities and tracing the progression of its research trajectory to uncover its complete narrative. Its contributions are manifold: firstly, we intensified the foundational elements of business development research by conducting a meticulous examination of various perspectives and providing insights into former ambiguities surrounding crucial aspects; secondly, it elucidates how contextual factors influence the emergence and evolution of enterprises’ business development activities, highlighting its research significance across different eras; thirdly, it conducts a comprehensive exploration of various research streams within business development and their nuanced interactions across key dimensions. Through these endeavors, this study aims to enrich academic discourse in the domain of business development, establishing a robust academic foundation for subsequent research.

show abstract

Better New Business Development at DuPont—I

Cited by 13 publications

References 0 publications

Leadership in the Context of Corporate Entrepreneurship

Leadership in the Context of Corporate Entrepreneurship

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

Scrutinizing Business Development Research: Dynamic Retrospective Analysis and Conceptual Evolution

Contact Info

Product

Resources

About