General managers control new and existing products differently

Article Abstract:

Interviews with general managers of 26 large divisions based in Canada, involving 12 firms, form the basis of an on-going examination of how new product innovations are controlled in big organizations. Firms ranged in size from sales of $210 million to $5 billion. Considerable variation was found in the nature and degree of controls exercised by the divisional general managers in the in-house development of new products. A range of 'loose' and 'tight' controls were employed to find a balance of freedom and control of subordinates' activities, with the control methodology linked to the type of new product strategy. Both 'too loose' and 'too tight' controls are found to be harmful.

Canada, Product management, New products, Product introduction, Corporations, Canadian

---

Technology strategy and new venture performance: a study of corporate-sponsored and independent biotechnology ventures

Article Abstract:

Corporate ventures (CVs) and independent ventures (IVs) differ in their technology strategy. IVs concentrate more on pioneering, pursue a more applied R&D portfolio and promote internal R&D more than CVs. CVs, on the other hand, utilize external technology sources, invest more heavily on R&D emphasize basic R&D and use patenting more intensively than IVs. However, there were no significant differences in the frequency of new product introductions between IVs and CVs.

Small business

---

Advantage from adversity: learning from disappointment in internal corporate ventures

Article Abstract:

An examination of 23 corporate ventures conducted within a large firm reveals that constructive organizational learning may take place even when such ventures end in disappointment. The examination shows that managerial processes work to improve the success of promising ventures, contain the costs of those that fail and preserve the value of any new competences that are acquired by the firm during these ventures.

Organizational behavior

Similar abstracts:

• Abstracts: Time-based management of the new product development process. Japanese and British companies compared: contributing factors to success and failure in NPD
• Abstracts: Restraint marks conservative trend. Biased crack prosecutions claim denied
• Abstracts: Political violence continues. New right-wing movement formed
• Abstracts: How banks apply marketing expertise to develop new derivatives
• Abstracts: Consumer Confidence Index falls in June. Fed reports slower growth. Fed reports modest improvement

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.