Because of the eclectic and multidisciplinary nature of
product innovation, persons working in this j?eld are faced with the impossible task c$ keeping up \+Yth its many developments. No one person can stndy the research output jiom the many d@&ent technical jields, let alone marketing, law, human resource management, psychology, industrial design, packaging, and scores more. This, of course, is the driving essence behind The Journal of Product Innovation Management. Articles are selected with an eye toward how they help bridge the disciplitxs gap, and so are the abstracts. Too, JPIMs abstracts arc more than topical c~ap.su1e.s. They are condensations, written to convey the vo-y substance cjf each article, the presumption being that most readers will never see the original articles. The citations arc arranged in N nonconventional format, so that the subjects cjf the articles stand out. We welcome comments about this servke, and we would like to know if there are other publications we should be covering.
Address correspondence
Prohct
Innovation
0 1987 Elsevier 52 Vanderbilt
to the Editorial
Muntrgemrnt.
Science Publishing Co., Inc.
Ave., New York, NY 10017
Office of The Jotrrntrl of
Publications Being Abstracted
Academy ofManagement J. Academy of Management Review Accounting and Business Research Business Horizons Business Marketing Business Quarterly Business Week Calij<~rnia Management Review Columbia J. of World Bus. Columbia Law Review Decision Sciences Design Design Studies Discover Engineering Mngt. Inter. European J. of Marketing Food Drug and Cos. Law J. Forbes Fortune Futurist Harvard Business Review High Technology Idea IEEE Transactions on Mngt. Industrial Design Industrial Engineering Industrial Manugement Industrial Marketing Mngt. Innovation Intellectual Property J. International Management International Marketing Review Inter. J. of Res. in Marketing 0737-6782l8763.50
I50
J PROD INNOV MANAG
IYX7:4:14Y-I62
J. of Acad. of Mktg. Science
J. of Advertising Research J. of Applied Psychology J. of Business J. of Business Law J. of Business Research J. of Business Strategy J. of Business Venturing J. of Consumer Marketing J. of Consumer Research J. of Creative Behavior J. of Ind. and Bus. Marketing J. of Management Studies J. of Marketing J. of Marketing Research J. of Market Research Society J. of Political Economy J. of Public Policy & Mktg. Long Range Planning Management Science Marketing Intel. and Planning Marketing Science McKinsey Quarterly Planning Review Quarterly Rev. of Marketing R&D Management Research Management Research Policy Sloan Management Rev. Strategic Management J. Technological Forecasting Technology in Society Technology Review Technovution Wall Street Journal plus publications in several non-English languages, and an occasional scanning of about a score of less directly applicable publications. Members of the abstracting staff are the following (the author of any abstract can be determined by the initials given at the end of the abstract citation, unless the abstract was written by JPIM editors): William J. Altier, Princeton Associates, Inc. Andrew A. Brogowicz, Western Michigan University Terry Elrod, Vanderbilt University Ove Grandstrand, Chalmers University of Technology Robert R. Harmon, Portland State University
ABSTRACTS
Michael V. Laric, University of Baltimore
Robert A. Linn, Ethyl Corporation Blair Little, University of Western Ontario R. Rodman Ludlow, Eastern Michigan University William L. Moore, University of Utah Graham K. Morbey, University of Massachusetts Samuel Rabino, Northeastern University Richard K. Robinson, Marquette University Robert R. Rothberg, Rutgers University William E. Souder, University of Pittsburgh George Tesar, University of Wisconsin, White water Hans J. Thamhain, Worcester Polytechnic Institute Alladi Venkatesh, University of California at Irvine Dhemendra T. Verma, Bentley College David T. Wilson, Penn State University Francis W. Wolek, Villanova University Managing Corporate Entrepreneurship: New Structures for Implementing Technological Innovation, Robert A. Burgelman, Technology in Society (1985), pp. 91-103. The author rejects the notion that our industrial innovativeness problems will be resolved by creating new corporate cultures based on entrepreneurship. His position is contrary to the preachings of several gurus of the day, and requires new theory to accomplish what the proposals claim they can do. Accepted as given is the need for increased operating effectiveness and efficiency in the United States; the author cites a set of solutions culled from recent business literature-Hayes and Wheelwrights manufacturing competitiveness, Lawrence and Dyers organization renewal, Ouchis enlightened team work, and Peters and Watermans eight points built heavily around the individual and managements philosophy. But these approaches would seem to be global-medicine for entire firms-whereas there is ample evidence that many industries are comprised of for operational systems that are needed effectiveness. The auto industrys huge assembly lines and the oil industrys refineries are examples, hardly playgrounds for casual Peters and Waterman theories.
ABSTRACTS
So, the author postulates that there are two
separate processes going on simultaneously in a firm. One is where behavior of operating level participants is induced by the prevalent concept of strategy of the corporation. The second is one in which the autonomous strategic behavior of operating level participants forms the basis for amending the firms concept of strategy. (Some might call this top-down versus bottom-up.) The key to managing the modern corporation then is learning how to keep two competing operations going simultaneously. It is given that there will be administrative relatedness between the two (common strategy and leadership points) and operational relatedness also (use of common operational personnel and facilities). For each firm, there must be a delicate mix of the two, but the mix is not given by any textbook and actually cannot even be directed by management because, by definition, the second, entrepreneurial, portion is autonomous. Top management is the driver in the first mode, but is a selector in the second. Their task is to study various autonomous thrusts as they come up, analyze their administrative and operational linkages with the strategy-driven half of the process, and then recognize and select the ones that will be incorporated into the stream. The author feels that recognition is a prime test of top managements prerogative to continue. From day to day, the secret is to separate just as much of the entrepreneurial operational activities as necessary to make them effective, linking them into the strategy-driven portion of the firm by administrative direction consistent with the various projects, and linking them into those operational resources they need for performance. Managing these dual streams calls for organizational formats that are consistent with the varying needs for simultaneous separation and integration. One example of nine structures discussed is the special business unit, where high strategic importance and low operational relatedness call for strong administrative linkages but weak operational ones. A contrasting form is needed for line improvements and near line extensions where the product innovation is directly integrated into the mainstream of the corporation; the situation is one where there is high strategic importance and high operational relatedness.
J PROD INNOV lYX7;4:14Y-lh?
MANAG
IS1
As if the range of nine structural options is not
problem enough, the author then points out that managements must also (1) clarify the relationship with each individual entrepreneur, so that all promises are understood; (2) establish measurement and reward systems for the on-going portion of the operation and for each of the partially separated units; (3) make each of the entrepreneurial parts of the system dynamic, changing its organizational design from time to time as the project moves through its internal life cycle. Any given organization not only can, but must, be bureaucratically effective and entrepreneurial at the same time. Technological Innovation and Interdependence, A Challenge for the Large, Complex Firm, Yves Doz, Reinhard Angelmar, and C. K. Prahalad, Technology in Society (1983, pp. 105-125. This article is closely related to the preceding one. The authors begin on the (widely documented) premise that large, complex firms develop. centralized and decentralized R&D operations that become bureaucratized. They show too much technology push, too little market responsiveness, and slowness overall. Consequently, seeing how innovative small entrepreneurial firms can be, the large firms have taken to emulating them. Small became beautiful, followed by skunkworks, new venture groups, internal corporate ventures, etc. Yet research has shown that internal venturing has shortcomings. Good venture managers are hard to find, ventures lose out in the internal competition for resources, the interests of venture managers likely conflict with those of the corporate parent, and the separateness does not allow for exploitation of the potential interdependencies between core business technologies and the new ventures. Another approach, assigning responsibilities for new technologies to existing business units, also tends to result in underutilization of potential synergies. Many Japanese firms consider core technologies as properties of the corporate parent, and use of them by operating units is transient. Hewlett-Packard recently reorganized so as to better exploit their interdependencies. In sum, for core and system technologies, both differentiation from and interdependence