The Strategic Management of Innovation: A Systematic Review and Paths for Future Research

Strategic management scholars have long emphasized the importance of innovation for a firm's competitive advantage and performance. However, the current state of knowledge about the strategic management of innovation is characterized by conflicting theoretical predictions, persisting knowledge gaps and theoretical inconsistencies. Adopting a ‘systematic’ approach to reviewing the literature, this paper combines different quantitative methods – co‐word analysis, cluster analysis and frequency analysis – to review 342 articles on the strategic management of innovation published in seven journals from 1992 to 2010. On the basis of these analyses, suggestions are developed for future research which could help to promote future theory development and provide relevant material for policy decisions that managers and executives have to make when they manage innovation.     

What innovation managers really do: a multiple-case investigation into the informal role profiles of innovation managers

Over the last fifteen years companies tended to formalise their innovation management activities and to establish formal jobs like the innovation officer, the network manager or the innovation manager. Knowledge of the informal role profiles of these formal roles is still rare. HR and R&D Managers do not know which informal role profile might suit them best, thus having difficulties to assign the best candidates for jobs in innovation management. Researchers cannot help to resolve the problem. Our research answers the question what innovation managers really do, by analysing their tasks, skills and traits, theoretically based on informal role theories. Furthermore, we will analyse how these characteristics change with company size. To provide answers to our research questions we choose a multiple-case study approach. We found, among others, that innovation managers fulfil the role of the relationship and process promotor or a combination of both with the champion, but we also found, that the innovation manager’s roles profile becomes fuzzier with shrinking company size. Our results have practical implications for top management and also HR and R&D managers, enabling them to better select and steer employees in innovation management. Researchers will be able to build on our results because we offer a comprehensive understanding of the informal role profiles of innovation managers based on informal role theories.     

Relation Between Maternal Contingent Responsiveness and Infant Social Expectations

This study investigated the relation between maternal contingent responsiveness and 4‐ and 5‐month‐old infants' (N = 64) social expectation behavior in a still‐face procedure. Mothers were asked to interact with their infants for 2 min (interactive phase), remain still‐faced for 1 min (still‐face phase), and resume interaction for 2 min. Mother and infant behavior was assessed for the frequency of infant and mother smiles, mother smiles that were contingent to infant smiles and infant smiles were contingent to mother smiles during the interactive phase, and infant social bids to mother during the still‐face phase. Hierarchical regression showed that mother contingent smiles during the interactive phase accounted for unique variance in infant social bids during the still‐face phase beyond that accounted for by the frequency of mother and infant smiles during the interactive phase. These results support the view that young infants' social expectations and sense of self‐efficacy are formed within their interactions with their caregivers.     

Prozessverbesserung mit Reifegradmodellen

Since the Software Engineering Institute has published the Capability Maturity Model in 1991, maturity models evolved into a commonly used instrument for assessing the state of a specific class of objects and for identifying improvement measures. As process improvement is a core task of business process management and takes top positions on CIO agendas, maturity models are prospering in this domain as well. However, it remains unclear which maturity levels should be aspired for distinct processes or process groups. Numerous companies strive for increasing or even maximizing maturity levels. Some maturity model specifications contain oppositional advice, but lack concrete recommendations. Even academia provides no answers. Against this background, we propose a mathematical optimization model that builds on insights from value-based management in order to analyze general economic relationships of process improvement with maturity models. The guiding effects of these relationships are illustrated using the example of ??CMMI for Services??. We conclude by discussing limitations and by pointing out theoretical as well as managerial implications.     

Sovereignty and the other in Ecuadorian nationalist discourse

This article explores how exhortations for national unity are intrinsically linked to the symbolic displacement of a problematic other through an examination of elite Ecuadorian nationalist discourse and its construction of Indigenous activists as internal enemies. Specifically, this article looks at the role that the 2008 border row between Ecuador and Colombia played in publicly legitimating a concept of Ecuadorian citizenship rooted in racial homogeneity. Ecuador's northern border served as an ideal mechanism for performing the Ecuadorian state's authority to establish the internal borders that separated ‘citizens’ from ‘enemies’. These performances of state legitimacy highlighted Ecuador's victimisation by a more powerful neighbour/imperial proxy as a means for building regional empathy, while reinforcing the legitimacy of the Ecuadorian government to marginalise Indigenous social movements as a means to symbolically assert ‘national unity’.     

Process matters – How strategic decision-making process characteristics impact capital allocation efficiency

We employ strategic decision-making process theory to study the internal capital markets of firms and argue that varying allocation efficiency can result from the configuration of the capital allocation decision-making process. Learning from earlier research on firms' portfolio allocations, we also develop assumptions on interaction effects with firm-level unrelated diversification and environmental dynamics. We test our hypotheses with structural equation modeling on an international sample of large multi-business firms. Our results suggest that process formalization and analytical comprehensiveness have a positive influence on the efficiency of allocation decisions. Another key result is that unrelated diversified portfolios positively moderate the influence of analytical comprehensiveness and formalization, while dynamic environments negatively impact the influence of formal processes but reward managerial involvement.     

Survey mode effects on measured income inequality

We study the effect of interview modes on estimates of economic inequality which are based on survey data. We exploit variation in interview modes in the Austrian EU-SILC panel, where between 2007 and 2008 the interview mode was switched from personal interviews to telephone interviews for some but not all participants. We combine methods from the program evaluation literature with methods from the distributional decomposition literature to obtain causal estimates of the effect of interview mode on estimated inequality. We find that the interview mode has a large effect on estimated inequality, where telephone interviews lead to a larger downward bias. The effect of the mode is much smaller for robust inequality measures such as interquantile ranges, as these are not sensitive to the tails of the distribution. The magnitude of effects we find are of a similar order as the differences in many international and intertemporal comparisons of inequality.     

确保从研究到开发界面的有效管理 --R&D个体的知识转移管理

在技术密集型公司中一个重要的问题是构建"无隔层创新流程"(seamlessinnovationprocesses)."这里无发明"(not-invented-here,NIH)综合症和其它的障碍严重影响着研究和开发之间知识和技术的有效转移.由于存在着保守型结构、过时的转移设备以及下游职能定位模糊等原因,知识转移经常失败.从研究到开发产生障碍的原因主要有以下几方面:职能分割、地理位置、专业偏好和文化背景等.首先,我们在25家公司做了100多次的半结构性访谈;然后,我们在技术密集型产业做深入的案例研究.改进从研究到开发的界面总是围绕着R&D个体展开.我们通过对ABB、Hitachi、IBM、Kao、Unisys以及xerox等公司的案例分析,得出了一些成功的实践经验.我们得出这样的结论:从研究到开发界面的有效管理通过对管理R&D个体的知识转移获得.