Advertisement

Research and Development, Innovation and Marketing: How to Convince Internal and External Stakeholders of Technological Innovations

  • Alexander BremEmail author
  • Mostafa Hashem Sherif
  • Liora Katzenstein
  • Kai-Ingo Voigt
  • Dominique Marcel Lammer
Chapter

Abstract

Innovations play an ever-increasing role in companies hoping to gain and sustain a competitive advantage. However, certain technological innovations are not always perceived as something desirable and are often problematic. One problem for managers is the resistance of different kinds of stakeholders, both internally and externally. But also new structures, such as multi-sector and open innovations, pose problems. The goal of this chapter is to provide managers with insights on how to successfully launch new innovations and overcome such resistance. The chapter is based on a special issue of the International Journal of Technology Marketing devoted to the subject.

Keywords

Knowledge Management Innovation Process Open Innovation Short Messaging Service External Stakeholder 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Bibliography

  1. Abernathy, W. J., Clark, V. B. (1985). Mapping the winds of creative destruction. Research Policy, 4 (1), pp. 2–22.Google Scholar
  2. Adams, P. (2009). The management of marketing knowledge in the early phases of the innovation process. International Journal of Technology Marketing, 4 (2/3), pp. 113–128.CrossRefGoogle Scholar
  3. Barnard, C. I. (1938). The Functions of the Executive. Cambridge, MA: Harvard University Press.Google Scholar
  4. Bond, E. U., Houston, M. B. (2003). Barriers to matching new technologies and market opportunities in established firms. Journal of Product Innovation Management, 20, pp. 120–135.CrossRefGoogle Scholar
  5. Bourgault, M., Bendavid, Y. (2010). Introducing complex technologies into the enterprise: The case of RFID. In: Handbook of Enterprise Integration, Sherif, M. H., ed., Boca Raton: Auerbach, pp. 579–608.Google Scholar
  6. Brem, A. (2008). The Boundaries of Innovation and Entrepreneurship – Conceptual Background and Selected Theoretical and Empirical Aspects. Wiesbaden: Gabler Verlag.Google Scholar
  7. Brem, A., et al. (2009). Editorial. International Journal of Technology Marketing, 4 (2/3), pp. 110–112.Google Scholar
  8. Bunderson, J. S., Sutcliffe, K. M. (2003). Management team learning orientation and business unit performance. Journal of Applied Psychology, 88 (3), pp. 552–560.CrossRefGoogle Scholar
  9. Bunn, M. D., et al. (2009). Stakeholder perceptions and implications for technology marketing in multi-sector innovations: the case of intelligent transport systems’. International Journal of Technology Marketing, 4 (2/3), pp. 129–148.CrossRefGoogle Scholar
  10. Burt, R. (1997). The contingent value of social capital. Administrative Science Quarterly, 42, pp. 339–365.CrossRefGoogle Scholar
  11. Celuch, K. G., et al. (2002). The effects of perceived market and learning orientation on assessed organizational capabilities. Industrial Marketing Management, 31 (6), pp. 545–554.CrossRefGoogle Scholar
  12. Chakrabarti, A. K. (1974). The role of champion in product innovation. California Management Review, 17 (2), pp. 58–62.Google Scholar
  13. Chesbrough, H. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Cambridge, MA: Harvard University Press.Google Scholar
  14. Clarkson, M. B. E. (1995). A stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, 20, pp. 92–117.CrossRefGoogle Scholar
  15. Dörner, N., Gurtner, S., Schefczyk, M. (2009). Overcoming resistance to innovations: an approach for the use of communication tools within the innovation process. International journal of Technology Marketing, 4 (2/3), pp 199–216.CrossRefGoogle Scholar
  16. Eisenhardt, K. (1999). Strategy as strategic decision making. Sloan Management Review, 40 (3), pp. 65–72.Google Scholar
  17. Emden, Z., et al. (2005). Learning from experience in international alliances: antecedents and firm performance implications. Journal of Business Research, 58 (7), pp. 883–892.CrossRefGoogle Scholar
  18. Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Boston: Pitman.Google Scholar
  19. Garcia, R., Calatone, R. (2002). A critical look at technological innovation and innovativeness terminology: a literature review. The Journal of Product Innovation Management, 19, pp. 110–132.CrossRefGoogle Scholar
  20. Goduscheit, R. C. (2009). Leadership in interorganisational network-based innovation projects. International Journal of Technology Marketing, 4 (2/3), pp. 149–164.CrossRefGoogle Scholar
  21. Granovetter, M. (1973). The strength of weak ties. American Journal of Sociology, 78, pp. 1360–1380.CrossRefGoogle Scholar
  22. Granovetter, M. (1985). Economic action and social structure: the problem of embeddedness. American Journal of Sociology, 91, pp. 481–510.CrossRefGoogle Scholar
  23. Gurtner, S., Dörner, N. (2009). From roles to skills – key persons in the innovation process’. International Journal of Technology Marketing, 4 (2/3), pp. 185–198.CrossRefGoogle Scholar
  24. Hallikas, J., Virolainen, V. M., Tuominen, M. (2002). Understanding risk and uncertainty in supplier networks – a transaction cost approach. International Journal of Production Research, 40 (15), pp. 3519–3531.CrossRefGoogle Scholar
  25. Hauschildt, J. (2004). Innovations Management. München: Vahlens Handbücher.Google Scholar
  26. Howell, J. M., Higgins, C. A. (1990). Champions of technological innovation. Administrative Science Quarterly, 35, pp. 317–341.CrossRefGoogle Scholar
  27. International Journal of Technology Marketing (2009). Special Issue on R&D, Innovation and Marketing – How to Convince Internal and External Stakeholders of Technological Innovations. Guest Editors: Alexander Brem, Liora Katzenstein, Mostafa Hashem Sherif and Kai-Ingo Voigt, Volume 4 – Issue 2/3 – 2009, available at http://www.inderscience.com/browse/ index.php?journalID=116&year=2009&vol=4&issue=2/3
  28. Kahn, K. B., et al. (2006). Perspective: establishing an NPD best practices framework. Journal of Product Innovation Management, 23 (2), pp. 106–116.CrossRefGoogle Scholar
  29. Kochan, T. A., Rubinstein, S. A. (2000). Toward a stakeholder theory of the firm: the Saturn partnership. Organization Science, 11 (4), pp. 367–386.CrossRefGoogle Scholar
  30. Kohli, A. K., Jaworski, B. J. (1990). Market orientation: the construct, research propositions, and managerial implications. Journal of Marketing, 54 (2), pp. 1–18.CrossRefGoogle Scholar
  31. Martocchio, J. J., Hertensein, E. J. (2003). Learning orientation and goal orientation context: relationships with cognitive and affective learning outcomes. Human Resource Development Quarterly, 14 (4), pp. 413–434.CrossRefGoogle Scholar
  32. Milosevic, D. Z. (2003). Project Management Toolbox: Tools and Techniques for the Practicing Project Manager. Hoboken: Wiley.Google Scholar
  33. Mitchell, R. K., Agle, B. R., Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: defining the principle of who and what really counts. Academy of Management Review, 22 (4), pp. 853–886.CrossRefGoogle Scholar
  34. Montaguti, E., Kuester, S., Robertson, T. S. (2002). Entry strategy for radical product innovations: a conceptual model and propositional inventory. International Journal of Research in Marketing, 19, pp. 21–42.CrossRefGoogle Scholar
  35. Narver, J. C., Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54 (4), pp. 20–35.CrossRefGoogle Scholar
  36. Nayak, P. R., Ketteringham, J. M. (1994). Breakthroughs. San Diego: Pfeiffer.Google Scholar
  37. Porter, M. (1980). Competitive Strategy – Techniques for Analyzing Industries and Competitors. New York: Free.Google Scholar
  38. Powell, W. W., Koput, K. W., Smith-Doerr, L. (1996). Interorganizational collaboration and the locus of innovation: networks of learning in biotechnology. Administrative Science Quarterly, 41 (1), pp. 116–145.CrossRefGoogle Scholar
  39. Price, R. L., et al. (2009). Innovation politics: how serial innovators gain organisational acceptance for breakthrough new products. International Journal of Technology Marketing, 4 (2/3), pp. 165–184.CrossRefGoogle Scholar
  40. Roberts, E. B. (2007). Managing invention and innovation. Research Technology Management, 50 (1), pp. 35–54.Google Scholar
  41. Rogers, E. M. (1962). Diffusion of Innovations. Glencoe: Free.Google Scholar
  42. Rowley, T. J. (1997). Moving beyond dyadic ties: a network theory of stakeholder influences. Academy of Management Review, 22, pp. 887–910.Google Scholar
  43. Santos-Vijande, M. L., et al. (2005). Organizational learning and market orientation: interface and effects on performance. Industrial Marketing Management, 34 (3), pp. 187–202.CrossRefGoogle Scholar
  44. Seibert, S. (1998). Technisches Management: Innovationsmanagement, Projektmanagement, Qualitaetsmanagement. Teubner: Stuttgart/Leipzig.Google Scholar
  45. Sherif, M. H. (2006). Managing Projects in Telecommunications Services. Wiley/IEEE, Hoboken, New Jersey.CrossRefGoogle Scholar
  46. Sherif, M. H., McGourty, J. (1996). An analysis of successful and unsuccessful product innovations in US industrial and military organizations. Management of Technology V: Technology Management in a Changing World, Proceedings of the Fifth International Conference on Management of Technology, Mason, R.M., Lefebvre, L.A., Khalil, T.M., eds. Oxford, UK: Elsevier Advanced Technology, pp. 544–553.Google Scholar
  47. Sherif, M. H., Seo, D. (2009). Government role in information and communications technology innovations. Proceedings of ITU-T Kaleidoscope: Innovations for Digital Inclusion, Mar del Plata, Argentina, 31 August – 1 September 2009, S7.1, available at http://www.itu.int/publ/T-PROC-KALEI-2009/en.
  48. Specht, G. (2002). F&E Management: Kompetenz im Innovationsmanagement. Schaeffer-Poeschel, Stuttgart.Google Scholar
  49. Taleb, N. N. (2007). The Black Swan. The Impact of the Highly Improbable. New York: Random House.Google Scholar
  50. Talke, K., Salomo, S. (2009). Launching technological innovations: the relevance of a stakeholder perspective. International Journal of Technology Marketing, 4 (2/3), pp. 248–274.CrossRefGoogle Scholar
  51. Teece, D. (2003). Essays in Technology Management and Policy: Selected Papers of David Teece. Singapore: World Scientific.CrossRefGoogle Scholar
  52. Thom, N. (1980). Grundlagen des betrieblichen Innovationsmanagements. Hanstein, Koenigstein/Ts.Google Scholar
  53. Thomke, S., Fujimoto, T. (2000). The effect of front loading problem solving on product development performance. Journal of Product Innovation Management, 17, pp. 128–142.CrossRefGoogle Scholar
  54. Tidd, J., Bessant, J., Pavitt, K. (2005). Managing Innovation. Integrating Technological, Market and Organizational Change, 3rd edn. Chichester: Wiley.Google Scholar
  55. Turnbull, P., Ford, D., Cunningham, M. (1996). Interaction, relationships and networks in business markets: an evolving perspective. Journal of Business and Industrial Marketing, 11 (3/4), pp. 44–62.CrossRefGoogle Scholar
  56. Tushman, M., Nadler, D. (1986).Organizing for innovation. California Management Review, 28 (3), pp. 74–92.Google Scholar
  57. Utterback, J. M. (1971). The process of technological innovation within the firm. Academy of Management Journal, 14 (1), pp. 75–88.CrossRefGoogle Scholar
  58. Wasserman, S., Galaskiewicz, G. (1994). Advances in Social Network Analysis: Research in the Social and Behavioral Sciences. Thousand Oaks: Sage.Google Scholar
  59. Witte, E. (1973). Organisation für Innovationsentscheidungen. Göttingen: Otto Schwartz & Co.Google Scholar
  60. Zhang, D. D. (2009). Absorptive capability and its mediating effect on the learning and market orientations’ influences on performance. International Journal of Technology Marketing, 4 (2/3), pp. 275–288.CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2011

Authors and Affiliations

  • Alexander Brem
    • 1
    Email author
  • Mostafa Hashem Sherif
    • 2
  • Liora Katzenstein
    • 3
  • Kai-Ingo Voigt
    • 4
  • Dominique Marcel Lammer
    • 5
  1. 1.Lehrstuhl für IndustriebetriebslehreFriedrich-Alexander Universität Erlangen-NürnbergNürnbergGermany
  2. 2.AT&TMiddletownUSA
  3. 3.ISEMI – Israel School of Entrepreneurial Management and Innovation (Swinburne University of Technology, Australia)Tel-AvivIsrael
  4. 4.School of Business and EconomicsFriedrich-Alexander Universität Erlangen-NürnbergNürnbergGermany
  5. 5.London School of Economics and Political ScienceLondonUK

Personalised recommendations