Organizational Integration and Process Innovation.

Ettlie, John E.; Reza, Ernesto M.

doi:10.2307/256316

Cited by 418 publications

(226 citation statements)

References 67 publications

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“…(Studies on new product development (e.g. Ettlie and Reza, 1992;Wheelwright and Clark, 1992;Adler, 1995;Ettlie, 1995;Hauptman and Hirji, 1996) are arguably the exception). A number of empirical papers have appeared since 2002.…”

Section: Manufacturing-marketing (Mm) Interfacementioning

confidence: 99%

Enterprise resource planning (ERP) systems and the manufacturing–marketing interface: an information-processing theory view

Gattiker

2007

International Journal of Production Research

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This is an electronic version of an article published in Gattiker, TF. (2007). ERP Systems and the manufacturing-marketing interface: An information processing theory view. International Journal of Production Research, 45(13): 2895-2917.. International Journal of Production Research is available online at: http://www.informaworld.com/smpp. DOI: 10.1080/00207540600690511This is an electronic version of an article published in Gattiker, TF. (2007). ERP Systems and the manufacturing-marketing interface: An information processing theory view. AbstractThe manufacturing-marketing (MM) interface has received substantial consideration in the operations management literature; however, relatively little attention has been paid to the role of information systems in facilitating MM integration. As integrated cross-functional systems, enterprise resource planning systems (ERP) are well-suited to provide MM integration. Based on information processing theory, the central proposition of this paper is the greater the interdependence between manufacturing and marketing, the greater the benefit of ERP. Specifically, H1 states that the greater ERP-enabled coordination between manufacturing and marketing, the greater the benefit of ERP to the plant. H2 states that the degree to which ERP-enabled manufacturing-marketing coordination improvements are realized, depends on the amount of interdependence between manufacturing and marketing. Using multiple regression, the model is tested on survey data from 107 manufacturing plants running ERP. The data support H1 and H2. These findings support the general proposition that interdependence between functions is one factor that influences the degree to which organizations reap benefits from their ERP investments. Based on the ERP literature, the model controls for the amount of time that ERP has been running in the plant; This factor was found to be insignificant in the model. However, exploratory analysis finds that time is associated with other ERP benefits.Keywords: Enterprise systems (ERP); Manufacturing-Marketing interface; Interdependence; Information Processing Theory This is an electronic version of an article published in Gattiker, TF. (2007). ERP Systems and the manufacturing-marketing interface: An information processing theory view.

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Section: Manufacturing-marketing (Mm) Interfacementioning

confidence: 99%

Enterprise resource planning (ERP) systems and the manufacturing–marketing interface: an information-processing theory view

Gattiker

2007

International Journal of Production Research

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“…Product and process innovations are distinguished based on the different areas and activities that each of them affect within the firm (Gopalakrishnan and Damanpour, 1997;Ettlie and Reza, 1992;Utterback and Abernathy, 1975). Product innovations are outputs or services that are introduced for the benefit of customers or clients; while process innovations are tools, devices, and knowledge in throughput technology that mediate between inputs and outputs (Utterback and Abernathy, 1975;Ettlie and Reza, 1992).…”

Section: Organizational Innovationmentioning

confidence: 99%

“…Product innovations are outputs or services that are introduced for the benefit of customers or clients; while process innovations are tools, devices, and knowledge in throughput technology that mediate between inputs and outputs (Utterback and Abernathy, 1975;Ettlie and Reza, 1992). Product innovations tend to occur with greater frequency earlier in a product's life cycle while process innovations usually occur later (Utterback and Abernathy, 1975).…”

Section: Organizational Innovationmentioning

confidence: 99%

Analyzing innovation adoption using a knowledge-based approach

Gopalakrishnan

Bierly

2001

Journal of Engineering and Technology Management

132

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We propose a new typology of organizational innovation based on the integration of theories of organizational learning and theories of knowledge. The three dimensions that we use to construct our typology of innovations are: tacit-explicit, systemic-autonomous and simple-complex. We, then, analyze the impact of these different types of innovations on the method of sourcing, cost of implementation, and innovation effectiveness. We propose that as innovations become more tacit, systemic and complex, they tend to be more internally sourced, more costly to implement, and more effective.We test the hypotheses using innovations from the commercial banking industry. Data for this study were collected from multiple sources. The innovations were categorized into different types by a panel of experts. Data on method of sourcing, cost and effectiveness were collected from a sample of 101 banks. Our results showed that autonomous innovations were less likely to be internally sourced than systemic innovations; autonomous and complex innovations were more costly to implement than systemic and simple innovations. Explicit innovations were seen as more effective than implicit innovations. Implications for theory and practice are discussed.

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“…Technical innovations include products, processes, and technologies used to produce products or services and are related to the basic activities in the company (Gopalakrishnan & Bierly, 2001), whereas administrative innovations are related to organizational structures and processes (Damanpour, 1996). Product innovations are products or services implemented for the benefit of customers, while process innovations are different tools, equipment, and expertise in manufacturing technology involved in the transformation of inputs into outputs (Ettlie & Reza, 1992). Each of these types of innovation can be developed by the company itself or in cooperation with other companies or institutions.…”

Section: Results Of Innovation Activitiesmentioning

confidence: 99%

Characteristics of Innovations in Companies: Comparison of Croatia and Slovenia

2013

CUBR

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Intense competition in past decades, stemming from the opening of national markets and global expansion of production, has forced companies to use all their best resources and core skills to exploit business opportunities.Companies compete in a fast-changing environment, where the key question is how to succeed in such an environment. The only viable answer is to act in such a way to achieve and sustain a competitive advantage through continuous innovation. Companies' performance at different levels of innovation also reflects their innovation performance at the national level. This paper's driving research question examines the innovation performance of companies and, based on the results, defines the main challenges of selected countries to improve companies' innovation abilities and performance. Several methodologies to measure innovation abilities and performance of companies exist; this paper is based on two of them. The first one is the European Innovation Scoreboard, which assesses the innovation performance of selected countries using the Community innovation Survey database. The second is based on SME Performance Review Indicators, which measure the performance of European SMEs in different areas, including innovativeness. These two sources represent the database for the empirical comparison of Slovenia and Croatia. The results indicate that several differences exist between the compared countries and that both face many challenges in developing innovation capabilities of companies and improve policies and mechanisms supporting innovativeness to improve companies' innovation performance.

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Organizational Integration and Process Innovation.

Cited by 418 publications

References 67 publications

Enterprise resource planning (ERP) systems and the manufacturing–marketing interface: an information-processing theory view

Enterprise resource planning (ERP) systems and the manufacturing–marketing interface: an information-processing theory view

Analyzing innovation adoption using a knowledge-based approach

Characteristics of Innovations in Companies: Comparison of Croatia and Slovenia

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