Factors Influencing Innovation Success at the Project Level

Rubenstein, Albert H.; Chakrabarti, Alok; O’Keefe, Robert D.; Souder, William E.; Young, H. Clifton

doi:10.1080/00345334.1976.11756350

Cited by 204 publications

(83 citation statements)

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“…The need for managing flows across marketing and R&D boundaries was recognized as important in the 1970's and research in the area was initiated [90,99, 103]. Managing the interface became critical in the 1980's and has continued to be important to firm success since then [107].…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…Long-term profitability requires repeated product (or service) renewal. Money, materials, information, and technical expertise flow across the boundaries between the functional areas to continue developing products [90,91].The need for managing flows across marketing and R&D boundaries was recognized as important in the 1970's and research in the area was initiated [90,99, 103]. Managing the interface became critical in the 1980's and has continued to be important to firm success since then [107].…”

mentioning

confidence: 99%

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Integrating R&D and marketing: A review and analysis of the literature

Griffin¹,

Hauser²

1996

Journal of Product Innovation Management

318

509

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The trend toward leaner, flatter organizations enhances the need for communication and cooperation between the marketing and the R&D functions. This paper reviews evidence of the need for integrative communication and cooperation, research on the barriers to integration, and extant models to study integration. We summarize this research and these models with a causal map to organize research on integration at the new-product project-level. Within this framework we review research on the methods that managers can (and are) using to achieve functional integration between marketing and R&D. These actions include relocation and physical facilities design, personnel movement, informal social systems, organizational structures, incentives and rewards, and formal integrative management processes. For each action we summarize evidence to date and propose researchable hypotheses.To succeed in today's marketplace, most corporations must engender cooperation between the marketing and R&D (Research and Development) functions.It was not always so. In earlier eras expertise could be centralized in a single person who knew (or developed) the product technology, production process, and means to market goods to others. For example, a blacksmith knew where to get raw materials, how to maintain the forge fire, and how to shape metal. Customers sought out the blacksmith and explained their needs. He asked the questions required to understand their needs and made the product, developing new features and production techniques to meet any special conditions as he went along. If he did these tasks well, he lived well. If he failed at any of these tasks, he starved. The marketing and R&D functions were integrated in the activities of the blacksmith. Market feedback was quick, obvious, and persuasive.Even today in entrepreneurial firms, the producer-inventor frequently combines the knowledge of what is needed with how to develop it. But as the firm grows, the marketing and R&D functions become specialized. Scientists are hired to maintain and develop technology; marketing specialists are hired to sell the product, talk to customers, and communicate product benefits. Over time these groups grow apart, each expert at their own function, but less aware of the other's contribution. As integration and communication between these critical functions decreases, their ability to combine skills to develop and produce successful products decreases. The firm suffers.Marketing and R&D both provide input to many tasks. Some are core tasks upon which the success of the enterprise rests. For example, marketing and R&D share responsibilities for setting new-product goals, identifying opportunities for the next generation of product improvement, resolving engineering-design and customer-need tradeoffs, and understanding customer needs. These responsibilities require cooperation throughout the entire task and the combined expertise of both functional groups. Other tasks are dominated by one or the other group. For example, marketing often has domin...

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

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Integrating R&D and marketing: A review and analysis of the literature

Griffin¹,

Hauser²

1996

Journal of Product Innovation Management

318

509

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“…[Aitken and Hage, 1970;Zaltman et al, 1973]; -development of studies on scientific innovation in sociology [Mulkay and Turner, 1971;Mulkay, 1969Mulkay, , 1972aMulkay, , 1972bMulkay, , 1975; -further theoretical developments on the concept of innovation as the first commercialization of new product (process) [Freeman, 1971;SPRU, 1972]; -emphasis on the importance of scientific autonomy and independence for the flourishing of science [Merton, 1973]; -further development of empirical studies on innovation process [Langrish et al, 1972;Hayvaert, 1973;Rothwell et al, 1974;Schock, 1974;Szakasits, 1974;Rothwell, 1976;Rubenstein et al, 1976;Utterback, 1975]; -some opposition to the term "innovation": "use of the term innovation is counterproductive" [Roberts and Romine, 1974, p. 4]; -technological imperatives model [Rosenberg, 1976]; -need-pull model of innovation [Roessner, 1979;Herbert and Hoar, 1982;Rothwell, 1984, Rothwell & Zegveld, 1985 1980-s -empirical studies on innovation process [Cooper, 1980]; -innovation avenues model [Sahal, 1981], -comprehensive theories of innovation diffusion and imitation in the view of evolutionary theory in economics [Mansfield et al, 1981;Nelson and Winter, 1982] -one of the first comprehensive research on social innovation [Chambon and Devevey, 1982]; -black box innovation model [Rosenberg, 1982] -technological paradigms model [Dosi, 1982[Dosi, , 1988; -further theoretical developments on the concept of innovation as the first commercialization of new product in evolutionary models (process) [Nelson and Winter, 1982]; -emergence the concept of financial in...…”

Section: Annexmentioning

confidence: 99%

“…-Eco-innovation concept [Fussler and James, 1996;James, 1997] Increasingly quantitative studies were undertaken covering the internal logic of innovation processes [Myers and Marquis, 1969;Langrish et al, 1972;Hayvaert, 1973;Rothwell et al, 1974;Schock, 1974;Szakasits, 1974;Rothwell, 1976;Rubenstein et al, 1976;Utterback, 1975;Cooper, 1980]; the innovative behaviors of organizations [Burns and Stalker, 1961;Wilson, 1966;Mulkay and Turner, 1971;Hage and M. Aiken, 1970;Zaltman et al, 1973]; research evaluation [Quinn, 1960;Hodge, 1963;Horowitz, 1963;Yovits et al, 1966;Lipetz, 1965;Seiler, 1965;Dean, 1968].…”

Section: -S -1990-smentioning

confidence: 99%

Innovation Concepts and Typology – An Evolutionary Discussion

2013

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This paper is devoted to the analysis of evolution of innovation concepts, aspect and types. First emergence and evolution of different aspects and concepts of innovation are analysed, then the development of innovation concepts from a historical perspective and finally an overview given of types of innovation classifications developed in the literature. Surrounding this different definitions of innovation are described and analyzed in detail. The main goal of the article is to define the trend of development of innovation conceptualization and understanding over time.JEL Classification: B10, B20, O31, O32, O33, Q55

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The Measurement, Methodologies and Models of New Product Success Studies

Hart¹

1998

Marketing in Evolution

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Factors Influencing Innovation Success at the Project Level

Cited by 204 publications

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Integrating R&D and marketing: A review and analysis of the literature

Integrating R&D and marketing: A review and analysis of the literature

Innovation Concepts and Typology – An Evolutionary Discussion

The Measurement, Methodologies and Models of New Product Success Studies

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