Leadership in repetitively innovative mature companies:
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| Format: | Abschlussarbeit Buch |
| Sprache: | English |
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Åbo Akad. Univ. Pr.
2009
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| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XX, 440 S. graph. Darst. 25 cm |
| ISBN: | 9789517654630 |
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Datensatz im Suchindex
| _version_ | 1804138938446643200 |
|---|---|
| adam_text | Titel: Leadership in repetitively innovative mature companies
Autor: Tallqvist, Torkel
Jahr: 2009
TABLE OF CONTENT
ABSTRACT OF DOCTORAL DISSERTATION
AND ACKNOWLEDGEMENTS V
LIST OF FIGURES XIV
LIST OF TABLES XVI
PART 1: THE FIELD OF RESEARCH 3
i. i Background and Relevance 3
1.2 The Research Problem 13
1.3 The Purpose and the Questions of the Research 15
1.4 The Scope and Limitations i 6
1.5 Structure and Flow of the Thesis 17
1.6 Terminology 18
PART 2: THEORIES OF LEADING MATURE INNOVATIVE FIRMS 20
2.1 Highlight of the Phenomenon of Innovation 23
2.1.1 The Rise of Opportunity 23
1.1.2 Evolution and Sales Take—off of Innovations 2 5
2.1.3 Dominant Designs and Product vs. Process Innovations 28
2.1.4 Types of Innovations 3
2.1.5 Process of Innovation 32
2.1.6 Success Factors of Innovation 35
2.2 Environment and Situation 37
2.3 Purpose of the Firm 40
2.4 Direction of the Firm 42
2.4.7 Business Model 42
2.4.8 Strategy 47
2.5 Organization of the Firm 51
2.5.1 Administrative Principles 53
2.5.1.1 Antecedents of Administrative Efficiency 53
2.5.1.2 Business Goals and Goals 55
2.5.1.3 Decision—Making Process 57
2.5.2 Organization Behavior 72
2.5.2.1 Values 73
2.5.2.2 Company Culture 77
2.5.2.3 Identification with the Organization 80
2.5.2.4 Role of Authority 81
2.5.2.5 Willingness to Contribute (Capacity of Equilibrium) 84
2.6 Organization Characters and Management Structures 85
2.6.1 Multiplicity of Systems 86
2.6.2 Formal vs. Informal Character of Organizations 86
2.6.3 Mechanistic and Organic Systems of Management 92
2.7 Actors of Innovation 96
2.7.7 People at the Top of Organic Systems 97
2.7.2 Activists of Innovation 101
2.7.2.1 The Entrepreneur and the Champions of Innovations 102
2.7.2.2 The Promotors of Innovation 104
Summary iio
PART 3: RESEARCH STRATEGY AND METHODOLOGY 113
3.1 Philosophic Aspects of the Research Method 113
3.2 Prior Knowledge 115
3.3 Implementation Outline 115
3.4 Empirical Sample ii6
3.4.1 Approach and Prospective Discussions 22
3.4-2 Preparations and the Questions ^22
3.4.3 Identification of the Key Actors 125
3.4-4 The Interview 24
3.5 Coding Data and Establishing Data Structure 125
3.5.1 Processing Empirical Observations 128
3.5.2 Grading of the Findings *2)
3.6 Reliability and Validity i3i
Summary j33
PART 4: EMPIRICAL OBSERVATIONS 134
4.1 External Rulers 137
4.1.1 The Use 138
4-1.2 The Location of Use 140
4.1.3 The Users 144
4-1.4 The Product 147
4-1.5 The Appearance 152
4-1.6 The Society and Science 156
4-1.7 The Partners 160
4.1.8 The Mediators 166
4-1.9 The Customer 170
Summary and Connection to Theory 175
4.2 Individual Motivation Driven Internal Factors ill
4.2.1 The Leadership Preconditions 178
4.2.2 The Activists 185
4.2-3 The Decision Making 190
4.2-4 The Spirit 197
4.2-5 The Inventing 200
4.2-6 The Learning and Skills 206
4.2.7 The Practices and A rrangements 210
Summary and Connection to Theory 217
4.3 Internal System Driven Factors 219
4-3.1 The Functional Structure 219
4.3.2 The Process Control 224
4.3.3 The Project Administration 227
4-3.4 The Sales, Marketing Promotion 232
4.3-5 The Economics 237
Summary and Connection to Theory 241
PART 5: ANALYSIS OF EMPIRICAL FINDINGS 24 5
5.1 Matrix for Tracing the Critical Elements
and Associations 245
5.2 Actor Network Theory—Interpreting Associations
and Causality 252
5.2.1 Applying Actor Network Theory in the Study 258
5.3 The Critical Elements 260
5.3-1 Theoretical Linking of the Five Critical Areas of Attention 261
5.3-2 Analysis of Associations Applying Actor Network Theory 266
5.4 Analysis of Associations and Dependencies 268
5.4-1 Activist—Related Associations 269
5.4.1.1 Activist and Conditions 270
5A.I.2 Activist and Invention 272
5.4.13 Activist and Decision Making 274
5.4.1.4 Activist and Products 275
5.4.1.5 Conclusion of the Critical Activist-Related Associations 277
5.4.2 Product-Related Associations 278
5.4.2.1 Product and Invention 278
5.4.2.2 Product and Decision Making 279
5.4.2.3 Product and Precondition 281
5.4.2.4 Conclusion of the Critical Product—Related Associations 282
5.4-3 Condition—Related Associations 283
5.4.3.1 Conditions and Invention 283
5.4.3.2 Conditions and Decision Making 285
5.4-4 Decision Making and Invention 287
5.4-5 Summary of the Analysis of the Critical Associations 289
5.4-6 Landscape and Levels of Attention 290
5.4.6.1 The Central Dependencies 291
5.4.6.2 Peripheral Dependencies 292
5.4.6.3 Loose Dependencies 293
5.4.6.4 Levels of Strength and Dynamics of Attention 294
Summary of the Analysis 297
5.5 Test of Applying the Critical Elements
on the Six Cases 298
5.5.7 The Plumber Case Story 300
5.5-2 The Guardian Case Story 306
5.5.3 The Gardener Case Story 313
5.5.4 The Adventurer Case Story 324
5.5.5 The Humanist Case Story 335
5.5.6 The Player Case Story 346
Summary of the Analysis of Critical Elements and Barriers 358
PART 6: CONCLUSIONS AND FINAL DISCUSSION 363
SVENSK RESUME 376
LIST OF REFERENCES 378
APPENDIX A: CATEGORIES OF INNOVATION TERMINOLOGY 384
APPENDIX B: QUESTIONNAIRE 385
APPENDIX C: PROFILES FOR IDENTIFYING PROMOTORS 386
Sample Questions for the Identification of Expert,
Power, Process, and Relationship Promotors 388
APPENDIX D: SAMPLE OF KEY WORDS
RECORDED IN THE CODING 390
APPENDIX E: SAMPLE OF QUOTATIONS
USED IN THE CAUSALITY ANALYSIS 392
APPENDIX F. TABLE OF BARRIERS PER CASE 430
Appendix Fi: Case Plumber 430
Appendix F2: Case Guardian 431
Appendix F3: Case Gardener 432
Appendix F4: Case Adventurer 433
Appendix F5: Case Humanist 434
Appendix F6: Case Player 435
APPENDIX G: LIST OF CHARACTERS INTERVIEWED,
OTHERS OF REFERENCE 436
LIST OF FIGURES
Figure 1. Managing Life Cycle of Ideas 8
Figure 2. Innovation Process Scheme 14
Figure 3. Flow of the Report 17
Figure 4. Overlap of Management and Leadership 19
Figure*). Frame of Theoretical References 22
Figure 6. Lead Times from Invention to Sales Takeoff 25
Figure 7. The Evolution of Market Structure For Product Innovations 26
Figure 8. Years of Lead Times of 30 Major US Innovations During Past 150 Years 27
Figure 9. Design Hierarchies and Dominant Design 28
Figure 10. Number of Firms Participating in Six Industries in the USA 1874-1988 29
Figure 11. Dynamics and Waves of Innovation 30
Figure 12. Kinds of Innovations 31
Figure 13. Linear Sequential Coupling Compared With Simultaneous Coupling of Knowledge 33
Figure 14. Factors Affecting the Success of Product-Development Projects }6
Figure 15. Situational Variables 39
Figure 16. Incidence of Business Model and Related Management Keywords 1975-2001 43
Figure 17. An Adaptation of Porter s Generic Strategies 48
Figure 18. Types of Strategies 50
Figure 19- Knowledge Spiral and Knowledge Conversion 64
Figure 20. Spiral Organizational Knowledge Creation 66
Figure 21. Values in Conflict 74
Figure 22. Wind Shelter 97
Figure 23- Prior Knowledge and Discovery of Entrepreneurial Opportunities 100
Figure 24- Evolution of the Entrepreneurial Network 103
Figure 25. Definition and Distribution of Promotor Structures 106
Figure 26. Success of Innovation and Promotors 108
Figure 27. Roles and Stages of Innovation 110
Figure 28. Iterative Way to Work 116
Figure 29. Sample of Coding 126
Figure 30. Three Domains in the Thoughtworld of Leaders in Mature Innovative Firms 134
Figure 31 ¦ Landscape of Attention in the Thoughtworld of Leaders in Mature Innovative Firms 135
Figure 32. Detailed Level Matrix of the Category Properties 248
Figure 33. General Level Matrix of the Categories 251
Figure 34. Illustration of Actor Network Theory 254
Figure 35. Reassembling the Holistic Notion Innovation Leadership 259
Figure 36. The Five Critical Areas of Attention in Leading Innovative Firms:
An Illustration based on the Empirical Data 261
Figure 37. Five Critical Elements Dependency Analysis Result 289
Figure 38. Central Dependencies 291
Figure 39. Peripheral Dependencies 292
Figure 40. Loose Dependencies 293
Figure 41. Levels of Attention 294
Figure 42. Dynamics of the Critical Areas of Attention along the Life Cycle of Innovation 296
Figure 43. Positioning of Innovative vs. Non—Innovative Firms 299
LIST OF TABLES
Table 1. Reference Frame Frequencies by Period 1975-2000 44
Table 2. Organizational Implications of Generic Strategies 49
Table 3. Links Between Elements of Cultural Leadership and Consequences for Culture 79
Table 4- Characteristics of the Formal vs. Informal Organizations 92
Table 5. Mechanical vs. Organic Systems of Management 94
Table 6. Power Sources and Contribution of Promotors 105
Table 7. Promotor Structures and Degree of Innovativeness 107
Table 8. Dynamics of Promotor Roles 109
Table 9. Profiles of the Case Firms 118
Table 10. Empirical Description of the Use of a Product 128
Table 11. Grading Standard of the Observations 129
Table 12. List of Categories of Empirical Material. 130
Table 13. Cross-Case Comparison of Significance of Category Use 139
Table 14- Cross—Case Comparison of Observations of Use 139
Table 15. Cross-Case Comparison of Significance of Category of Location 142
Table 16. Cross-Case Comparison of Observations of Location 142
Table 17. Cross-Case Comparison of Significance of Category of Users 146
Table 18. Cross-Case Comparison of Observations of Users 146
Table 19. Variety of Product Terminology 148
Table 20. Variety of Product Concept Terminology 148
Table 21. Cross-Case Comparison of Significance of Category of Product 150
Table 22. Cross-Case Comparison of Significance of Observations of Products 150
Table 23. Cross-Case Comparison of Significance of Category of Appearance 154
Table 24- Cross-Case Comparison of Observations of Appearance 155
Table 25. Cross—Case Comparison of Category of Society and Science 158
Table 26. Cross—Case Comparison of Significance of Observations of Society and Science 159
Table 27. Cross—Case Comparison of Significance of Category of Partners 164
Table 28. Cross—Case Comparison of Observations of Partners 165
Table 29. Cross—Case Comparison of Significance of Category of Mediators 168
Table 30. Cross—Case Comparison of Observations of Mediators 169
Table 31. Cross—Case Comparison of Significance of Category of Customers 113
Table 32. Cross—Case Comparison of Observations of Customers 113
Table 33- Cross-Case Comparison of Significance ofCategory of Leadership Preconditions 182
Table 34- Cross—Case Comparison ofObservations of Leadership Preconditions 183
Table 35. Cross—Case Comparison of Significance of Category of Activists 188
Table 36. Cross—Case Comparison of Observations of Activists 189
Table 31. Cross—Case Comparison of Significance of Category of Decision Making 193
Table 38. Cross—Case Comparison ofObservations of Decision Making 194
Table 39. Cross-Case Comparison of Significance of Category of Spirit 199
Table 40. Cross-Case Comparison of Significance of Observations of Spirit 199
Table 41. Cross—Case Comparison of Significance of Category of Invention 204
Table 42. Cross-Case Comparison of Observations of Invention 205
Table 43. Cross—Case Comparison of Significance ofCategory of Learning and Skills 208
Table 44. Cross—Case Comparison ofObservations of Learning and Skills 209
Table 45. Cross-Case Comparison of Significance ofCategory of Practices Arrangements 215
Table 46. Cross—Case Comparison ofObservations of Practices Arrangements 215
Table 41 ¦ Cross—Case Comparison of Significance of Category of Functional Structure 221
Table 48. Cross-Case Comparison ofObservations of Functional Structure 222
Table 49. Cross—Case Comparison of Significance of Category of Process Control 225
Table 50. Cross-Case Comparison of Observations of Process Control 226
Table 51. Cross—Case Comparison of Significance of Category of Project Administration 230
Table 52. Cross—Case Comparison of Observations of Project Administration 230
Table 53- Cross-Case Comparison ofSignificance ofCategory ofSales and Marketing Promotion 235
Table 54- Cross-Case Comparison of Observations of Sales and Marketing Promotion 236
Table 55. Cross-Case Comparison of Significance of Category of Economics 239
Table 56. Cross-Case Comparison of Observations of Economics 240
Table 57. Dependency Between Actor and Preconditions 267
Table 58. Critical Dependency Analysis Matrix 268
Table 59. Test of Causality Between Activist and Preconditions 271
Table 60. Conclusion: Dependency Between Activist and Preconditions 272
Table 61. Test of Causality Between Activist and Invention 273
Table 62. Conclusion: Dependency Between Activist and Invention 273
Table 63. Test of Causality Between Activist and Decision Making 275
Table 64- Conclusion: Dependency Between Activist and Decision Making 275
Table 65. Test of Causality Between Activist and Product 276
Table 66. Conclusion: Dependency Between Activist and Invention 277
Table 67. Summary of Activist—Related Association 277
Table 68. Test of Causality Between Product and Invention 279
Table 69. Conclusion: Dependency Between Product and Invention 279
Table 70. Test of Causality Between Product and Decision Making 280
Table 71. Conclusion: Dependency Between Product and Decision Making 280
Table 72. Test of Causality Between Product and Preconditions 282
Table 73. Conclusion: Dependency Between Product and Preconditions 282
Table 74. Summary of Product—Related Associations 283
Table 75. Test of Causality Between Preconditions and Invention 284
Table 76. Conclusion: Dependency Between Preconditions and Invention 285
Table 77. Test of Causality Between Preconditions and Decision Making 286
Table 78. Conclusion: Dependency Between Preconditions and Decision Making 287
Table 79. Test of Causality Between Invention and Decision Making 288
Table 80. Conclusion: Dependency Between Preconditions and Decision Making 289
Table 81. Matrix of Theories Predicting Success in Leadership of Innovative Firms 359
Table 82. Abstract Matrix of Frictions and Barriers for Innovation 361
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| spelling | Tallqvist, Torkel Verfasser (DE-588)138118094 aut Leadership in repetitively innovative mature companies Torkel Tallqvist Åbo Åbo Akad. Univ. Pr. 2009 XX, 440 S. graph. Darst. 25 cm txt rdacontent n rdamedia nc rdacarrier Zugl.: Åbo, Akad. Univ., Diss., 2009 Creative ability in business Management New products Technological innovations Management Führung (DE-588)4018776-7 gnd rswk-swf Innovationsmanagement (DE-588)4161817-8 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Innovationsmanagement (DE-588)4161817-8 s Führung (DE-588)4018776-7 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017396273&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Tallqvist, Torkel Leadership in repetitively innovative mature companies Creative ability in business Management New products Technological innovations Management Führung (DE-588)4018776-7 gnd Innovationsmanagement (DE-588)4161817-8 gnd |
| subject_GND | (DE-588)4018776-7 (DE-588)4161817-8 (DE-588)4113937-9 |
| title | Leadership in repetitively innovative mature companies |
| title_auth | Leadership in repetitively innovative mature companies |
| title_exact_search | Leadership in repetitively innovative mature companies |
| title_full | Leadership in repetitively innovative mature companies Torkel Tallqvist |
| title_fullStr | Leadership in repetitively innovative mature companies Torkel Tallqvist |
| title_full_unstemmed | Leadership in repetitively innovative mature companies Torkel Tallqvist |
| title_short | Leadership in repetitively innovative mature companies |
| title_sort | leadership in repetitively innovative mature companies |
| topic | Creative ability in business Management New products Technological innovations Management Führung (DE-588)4018776-7 gnd Innovationsmanagement (DE-588)4161817-8 gnd |
| topic_facet | Creative ability in business Management New products Technological innovations Management Führung Innovationsmanagement Hochschulschrift |
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