Global innovation: managing international innovation projects at ABB and Electrolux
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| Format: | Abschlussarbeit Buch |
| Sprache: | Undetermined |
| Veröffentlicht: |
Stockholm
Inst. of Internat. Business, Stockholm School of Economics
1996
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 422 S. graph. Darst. |
Internformat
MARC
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Datensatz im Suchindex
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| adam_text | CONTENTS
CHAPTER 1
GLOBAL INNOVATION
- An emerging phenomenon
Introduction 1
The organizational architecture of the firm 2
Classical innovation processes in the MNC 5
The changing organizational architecture of the MNC 7
Forces for change 8
External factors 8
Internal factors 10
Toward international innovation processes 13
Ford Mondeo - an IIP 13
Reasons for IIPs 14
Research on IIPs 16
Management of innovation 17
Innovation as a process unfolding over time 17
Innovation across cultural and geographical space 19
Innovation involving multiple levels 20
Innovation involving different knowledge bases 22
Global innovation - a complex managerial puzzle 24
Purpose of the study 25
Expected contributions 26
Summary of the chapter 27
Outline of the thesis 30
Notes to Chapter 1 32
CHAPTER 2
RESEARCH DESIGN AND SETTING
Introduction 39
Searching for an appropriate design 39
Arguments for a qualitative design 40
Case studies 41
Selecting the sample 42
Why innovation projects? 42
What kinds of innovation projects? 43
Why ABB and Electrolux? 45
Approaching ABB and Electrolux 47
Defining the objectives of the study 48
Handling preconceptions 49
Data collection SO
The interviews 50
Parallel collection and analysis 53
Letting theories and empirical data interact 53
Criteria for judging the quality of research 54
Enhancing the quality of research 56
The survey ^ 58
An introduction to the cases 59
The 3rd tap 59
Alliance 61
Holger 63
M2000 64
Summary of the chapter 65
Notes to Chapter 2 67
CHAPTER3
THE HISTORICAL EVOLUTION
OF ABB AND ELECTROLUX
- Cases in the rise of the modern MNC
Introduction 71
The birth of the multinational company 71
Early internationalization efforts 73
The road to global industrial leadership - reshaping industry structures 76
Strategic thrust 82
Generic strategies 87
Growth pattern 88
Primary capabilities and competencies 88
The strategy process 89
Organizational responses 89
Traditional modes of organizing the MNC 90
Organizational aspects of the MNC 92
Moving toward more globally integrated structures 94
The organizational properties of ABB and Electrolux 100
Describing the organizational architectures of ABB and Electrolux 103
Summary of the chapter 105
Notes to Chapter 3 108
CHAPTER 4
MANAGING THE STIMULUS PHASE
Introduction 113
Background and Stimulus 113
Alliance 113
The 3rd tap 122
Holger 127
M2000 131
Market pull or Technology push or... 135
Why - Factory fill and Capacity close 136
Where - Country domination vs. Product orientation 138
How - Garbage can vs. Business Plan 140
Who - Top-management push vs. Organizational pull 141
The stimulus phase revisited 142
The influence of the organizational architecture 142
Summary of the chapter 144
Notes to Chapter 4 146
CHAPTER 5
MANAGING THE CONCEPTION AND PLANNING PHASE
Introduction 147
Conception and planning - moving toward development 148
Alliance 148
The 3rd tap 154
Holger 155
M2000 158
Reasons for international innovation projects 162
Differences in rationales for IIPs 165
Describing the conception and planning phase 166
Multinationality and multifunctionality 167
R D domination and conflict avoidance 168
Goal definition - a process of uncertainty reduction 169
Building acceptance and commitment 171
Problems in the conception and planning phase 172
Evaluating the feasibility of a product concept 172
Reaching agreement under time pressure 176
The conception and planning phase revisited 177
Variety in goals and differences in logic of action 178
Conflict avoidance - reduction of complexity and uncertainty 178
The influence of the organizational architecture 180
Summary of the chapter 181
Notes to Chapter 5 185
CHAPTER 6
MANAGING THE DEVELOPMENT PHASE
Introduction 187
Development - moving toward commercialization 187
Alliance 187
Division of tasks and responsibilities 201
The 3rd tap 202
Holger 203
M2000 205
Principles for division of tasks and responsibilities 206
Uncertainty and knowledge creation requirements 207
Designing task interdependencies 210
Management systems and co-ordination mechanisms 214
The 3rd tap 214
Holger 216
M2000 225
Co-ordinating across interdependencies 228
Frequency and importance of communication mechanisms in use 232
Locus of co-ordination 236
The role of the project leader 238
Co-operation with external companies 241
The 3rd tap 242
Holger 243
M2000 244
Managing inter-organizational relationships 245
Problems in the development phase 248
Co-ordination across multiple borders 248
Customer vacuum 250
The development phase revisited 251
Processes of structural reproduction 252
Temporary avoidance of uncertainty, complexity, and conflicts 254
The influence of the organizational architecture 255
Summary of the chapter 256
Notes to Chapter 6 260
CHAPTER 7
MANAGING THE COMMERCIALIZATION PHASE
Introduction 263
Structural changes in Electrolux and ABB 263
Commercialization - moving toward market introduction 265
Alliance 265
The 3rd tap 271
Holger 278
M2000 280
Managing the transfer to manufacturing 285
Developing the market introduction strategy 288
The commercialization phase revisited 290
Problem pushing across phases and functions 290
The influence of the organizational architecture 292
Summary of the chapter 294
Notes to Chapter 7 296
CHAPTER 8
ORGANIZATIONAL ARCHITECTURE AND
THE INTERNATIONAL INNOVATION PROCESS
Introduction 297
Interpreting international innovation processes 297
Architecturally determined search activities 298
Framing of issues determined by sequential routines for innovation 299
Designing task interdependency structures - reproducing the organizational architecture 302
The nature of interdependencies in dynamic processes 304
Managing hybrid interdependency structures 305
Bounded rationality and bounded interpretation 306
The influence of the organizational architecture revisited 307
Architectural dependence and zones of interpretation 311
Multi-cultural man, rationality, and routines 311
Summary of the chapter 312
Notes to Chapter 8 316
CHAPTER 9
MANAGING INTERNATIONAL INNOVATION PROJECTS
- Performance and critical problems
Introduction 319
Performance of IIPs 319
Critical problems in IIPs 322
Lack of organizational linkages and procedures 322
Lack of resources and process balance 323
Fragmented conception and design 326
Insufficient co-ordination and communication 329
Discontinuous process 331
Weak and unclear leadership 333
Weak development architecture 334
Underlying sources of problems 336
Boundaries to learning and knowledge transfer 336
The nature of problems in IIPs 338
Local logics of action over global logics of action 338
Exploitation over creation 340
Summary of the chapter 341
Notes to Chapter 9 343
CHAPTER 10
DESIGNING THE MODERN MNC
- Toward a new organizational architecture
Introduction 345
The nature of the organizational architecture 345
Architectural selection and inertial learning 346
Architectural path dependence and organizations as semi-open systems 348
Architectural equilibrium and the complementarity of organizational structures 349
A new organizational architecture... 351
Changes in the administrative structures 352
Changes in the asset structures 356
Moving beyond the M-form: a change of degree or one of kind? 358
A knowledge-management perspective on organizational design 358
The nature of knowledge and the modern MNC 359
Heterarchy and Neterarchy 360
The partitionalized firm 361
Hurdles in moving beyond the M-form 362
Structural barriers 363
Mental barriers 363
Suggestions for future research 365
Concluding remarks 367
Summary of the chapter 369
Notes to Chapter 10 371
References 373
Appendices
Appendix 1: Interview guide 391
Appendix 2: Survey - Critical factors in international product development projects 397
Appendix 3: Companies included in the survey 413
Appendix 4: Projects included in the survey 415
Appendix 5: Reasons for international participation - Project Managers 417
Appendix 6: Reasons for international participation - R D Managers 419
Appendix 7: Advantages and disadvantages associated with IIPs by Project Managers 421
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| spelling | Ridderstråle, Jonas 1966- Verfasser (DE-588)171136594 aut Global innovation managing international innovation projects at ABB and Electrolux Jonas Ridderstråle Stockholm Inst. of Internat. Business, Stockholm School of Economics 1996 422 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Zugl.: Stockholm, School of Economics, Diss. 1996 AB Electrolux (DE-588)271219-2 gnd rswk-swf ABB Asea Brown Boveri AG (DE-588)2169832-6 gnd rswk-swf Innovationsmanagement (DE-588)4161817-8 gnd rswk-swf Projektorganisation (DE-588)4135546-5 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content ABB Asea Brown Boveri AG (DE-588)2169832-6 b Innovationsmanagement (DE-588)4161817-8 s Projektorganisation (DE-588)4135546-5 s DE-188 AB Electrolux (DE-588)271219-2 b HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021763903&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Ridderstråle, Jonas 1966- Global innovation managing international innovation projects at ABB and Electrolux AB Electrolux (DE-588)271219-2 gnd ABB Asea Brown Boveri AG (DE-588)2169832-6 gnd Innovationsmanagement (DE-588)4161817-8 gnd Projektorganisation (DE-588)4135546-5 gnd |
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| title | Global innovation managing international innovation projects at ABB and Electrolux |
| title_auth | Global innovation managing international innovation projects at ABB and Electrolux |
| title_exact_search | Global innovation managing international innovation projects at ABB and Electrolux |
| title_full | Global innovation managing international innovation projects at ABB and Electrolux Jonas Ridderstråle |
| title_fullStr | Global innovation managing international innovation projects at ABB and Electrolux Jonas Ridderstråle |
| title_full_unstemmed | Global innovation managing international innovation projects at ABB and Electrolux Jonas Ridderstråle |
| title_short | Global innovation |
| title_sort | global innovation managing international innovation projects at abb and electrolux |
| title_sub | managing international innovation projects at ABB and Electrolux |
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| topic_facet | AB Electrolux ABB Asea Brown Boveri AG Innovationsmanagement Projektorganisation Hochschulschrift |
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