Managing efforts to improve innovation performance: the role of the general manager
Author: Christiansen, James A. INSEAD Area: Entrepreneurship and Family EnterprisePublisher: Fontainebleau : INSEAD, 1997.Language: EnglishDescription: 242 p. ; 31 cm.Type of document: INSEAD ThesisThesis Note: For the degree of Ph.D. in management, INSEAD, April 1997Bibliography/Index: Includes bibliographical referencesAbstract: Competitive pressure has forced many firms to increase their investment in new product development. For some, this represents a significant change in strategy, from a low-cost focus to a value-added, or differentiation focus. But major changes are difficult for older firms to make (March and Simon, population ecology, Weick). They are particularly difficult when it is the existing management team, the designers and operators of the old system, who are attempting to make the change. They must build and install new systems to replace the old, despite the fact that they have been living within the old systems, often for their entire careers. Despite the difficulties, some existing management tems succesfully manage such changes. But how? I address this question by gathering data on how managers in four divisions of a diversified European firm (pseudonym MGE) worked to improve innovation performance as the firm shifted from a low-cost strategy to a differentiation strategy List(s) this item appears in: Ph.D. Thesis| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
|---|---|---|---|---|---|---|---|
|
Asia Campus Archives |
INSEAD CHR 1997
(Browse shelf) 900039888 |
Available | 900039888 | |||
|
|
Europe Campus INSEAD Publications Display |
INSEAD CHR 1997
(Browse shelf) 000316574 |
Available | 000316574 |
For the degree of Ph.D. in management, INSEAD, April 1997
Includes bibliographical references
Competitive pressure has forced many firms to increase their investment in new product development. For some, this represents a significant change in strategy, from a low-cost focus to a value-added, or differentiation focus. But major changes are difficult for older firms to make (March and Simon, population ecology, Weick). They are particularly difficult when it is the existing management team, the designers and operators of the old system, who are attempting to make the change. They must build and install new systems to replace the old, despite the fact that they have been living within the old systems, often for their entire careers. Despite the difficulties, some existing management tems succesfully manage such changes. But how? I address this question by gathering data on how managers in four divisions of a diversified European firm (pseudonym MGE) worked to improve innovation performance as the firm shifted from a low-cost strategy to a differentiation strategy
There are no comments for this item.