Options
Creative Tension in the Innovation Process: The Influence of Controlling System's Design.
Type
conference paper
Date Issued
2006-05-16
Author(s)
Perez-freije, Javier
Enkel, Ellen
Abstract
While some degree of freedom and flexibility is an essential ingredient to productive R&D teams, management is faced with the challenge of instituting control mechanisms which head projects in the right strategic direction, and monitor progress toward organizational and project goals. But too much or the wrong type of control may constrain the team's creativity which is important in high velocity markets. However, R&D performance measurement, although extensively studied, has been given little consideration in terms of the behavioral factors that influence such systems' design and mostly concentrate on the R&D department.
This paper provides an in depth analysis of organizational behavior's influence on an innovation controlling system's design; innovation activities form the focus. Determinants of innovative behavior such as leadership can explain the relationship among innovation strategy, managerial control and performance measurement system but were not yet applied to examine differences in performance measurement systems.
We analyzed 12 successful practice companies' innovation controlling system by means of these determinants, in order to define how supportive or counterproductive they are in respect of increasing R&D effectiveness and efficiency. We identified three archetypes of innovation controlling system designs depending on the market dynamics, companies act in. Strategic assumptions are derived to provide useful guidelines for R&D managers who confront multi-faced and complicated evaluation situations.
This paper provides an in depth analysis of organizational behavior's influence on an innovation controlling system's design; innovation activities form the focus. Determinants of innovative behavior such as leadership can explain the relationship among innovation strategy, managerial control and performance measurement system but were not yet applied to examine differences in performance measurement systems.
We analyzed 12 successful practice companies' innovation controlling system by means of these determinants, in order to define how supportive or counterproductive they are in respect of increasing R&D effectiveness and efficiency. We identified three archetypes of innovation controlling system designs depending on the market dynamics, companies act in. Strategic assumptions are derived to provide useful guidelines for R&D managers who confront multi-faced and complicated evaluation situations.
Language
English
Keywords
Innovation Controlling
Discipline vs. Creativity
Contengency Theory
HSG Classification
contribution to scientific community
Refereed
Yes
Start page
23
Event Title
6th European Academy of Management Conference (EURAM) 2006
Event Location
Oslo
Event Date
16.-20.05.2006
Subject(s)
Division(s)
Eprints ID
29687