Quo vadis Promotorenforschung?

Chapter

Zusammenfassung

„Innovationen sind im Zweifel nicht willkommen“ (Hauschildt & Salomo, 2010: 160). Dieser Satz seines Doktorvaters Jürgen Hauschildt hat die Forschung Hans Georg Gemündens von Anfang an geprägt. Damit Innovationen erfolgreich werden und Unternehmen Erfolg durch und mit Innovationen haben, braucht es visionäre Menschen, die Innovationen vorantreiben, gegen Widerstände verteidigen und in die Tat umsetzen. In Theorie und Praxis wird bei der Diskussion zur Förderung von Innovationen in Unternehmen zumeist ein besonderes Augenmerk auf das Thema Systeme, Strukturen und Prozesse gelegt. Beispiele sind Innovationsmanagementsysteme, Innovations- und Produktentwickungsprozesse (Hauschildt & Salomo, 2010). Diese formalen Strukturen sind jedoch nur notwendige aber nicht hinreichende Voraussetzung, durch die Bedingungen für erfolgreiche Innovationen geschaffen werden können.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Literaturverzeichnis

  1. Allen, T. J. (1970): Communication networks in R & D laboratories. In: R & D Management, 1: 14–21.CrossRefGoogle Scholar
  2. Allen, T. J., Piepmeier, J. M., & Cooney, S. (1971): The International Technological Gatekeeper. In: Technology Review: 37–43.Google Scholar
  3. Antoncic, B., & Hisrich, R. D. (2003): Clarifying the intrapreneurship concept. In: Journal of Small Business and Enterprise Development, 10: 7–24.CrossRefGoogle Scholar
  4. Audretsch, D. B., & Stephan, P. (1996): Company-scientist locational links: The case of biotechnology. In: American Economic Review, 86: 641–652.Google Scholar
  5. Battilana, J., & Casciaro, T. (2012): Change Agents, Networks, and Institutions: A Contingency Theory of Organizational Change. In: Academy of Management Journal, 55: 381–398.CrossRefGoogle Scholar
  6. Birkinshaw, J., Hamel, G., & Mol, M. J. (2008): Management Innovation. In: Academy of Management Review, 33: 825–845.CrossRefGoogle Scholar
  7. Burgelman, R. A. (1983): Corporate Entrepreneurship and Strategic Management: Insights from a Process Study. In: Management Science, 29: 1349–1364.CrossRefGoogle Scholar
  8. Burgelman, R. A. (1984): Designs for corporate entrepreneurship in established firms. In: California Management Review, 26: 155–166.CrossRefGoogle Scholar
  9. Chakrabarti, A. K. (1974): Role of Champion in Product Innovation. In: California Management Review, 17: 58–62.CrossRefGoogle Scholar
  10. Felin, T., & Foss, N. J. (2006). Individuals and Organizations: Thoughts on a Micro-Foundations Project for Strategic Management and Organizational Analysis. Copenhagen: Copenhagen Business School (CBS).Google Scholar
  11. Felin, T., & Hesterly, W. S. (2007): The Knowledge-Based View, Nested Heterogeneity, and New Value Creation: Philosophical Considerations on the Locus of Knowledge. In: Academy of Management Review, 32: 195–218.CrossRefGoogle Scholar
  12. Fichter, K. (2009): Innovation communities: the role of networks of promotors in Open Innovation. In: R & D Management, 39: 357–371.CrossRefGoogle Scholar
  13. Fleming, L., & Waguespack, D. M. (2007): Brokerage, Boundary Spanning, and Leadership in Open Innovation Communities. In: Organization Science, 18: 165–180.CrossRefGoogle Scholar
  14. Folkerts, L. (2001): Promotoren in Innovationsprozessen. Empirische Untersuchung zur personellen Dynamik.Google Scholar
  15. Ford, J. D., & Ford, L. W. (1995): The Role of Conversations in Producing Intentional Change in Organizations. In: Academy of Management Review, 20: 541–570.Google Scholar
  16. Gemünden, H. G. (1981): Innovationsmarketing: Interaktionsbeziehungen zwischen Hersteller und Verwender innovativer Investitionsgüter. Tübingen: Mohr/Siebeck.Google Scholar
  17. Gemünden, H. G. (2003): Eigenverantwortung in Innovationsprozessen - das Promotorenmodell. In S. Koch, J. Kaschube & R. Fisch (Eds.), Eigenverantwortung in Organisationen: 127-136. Weinheim: Hogrefe.Google Scholar
  18. Gemünden, H. G., & Hölzle, K. (2007): Promotoren: Schlüsselpersonen im Innovationsprozess. In Barske, Gerybadze, Hünninghausen & Sommerlatte (Eds.), Digitale Fachbibliothek Innovationsmanagement. Düsseldorf: Symposion Publishing.Google Scholar
  19. Gemünden, H. G., Hölzle, K., & Lettl, C. (2006): Formale und informale Determinanten des Innovationserfolges: Eine kritische Analyse des Zusammenspiels der Kräfte am Beispiel der Innovatorenrollen. In: Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung, 58: 110–132.Google Scholar
  20. Gemünden, H. G., & Lechler, T. (1996). Der bewußte Projektabbruch - ein verborgener Erfolgsfaktor. Strukturwandel mit Projektmanagement. In A. Schulz & C. Pfister (Eds.), Tagungsband Projektmanagement-Forum Essen.Google Scholar
  21. Gerpott, T. J., Fleischer, H., & Domsch, M. (1987): Technologische Gatekeeper. In: WISU, 6: 307–310.Google Scholar
  22. Goduscheit, R. C. (2014): Innovation promoters – A multiple case study. In: Industrial Marketing Management, in press.Google Scholar
  23. Goepel, M., Hölzle, K., & zu Knyphausen-Aufseß, D. (2012): Individuals’ Innovation Response Behaviour: A Framework of Antecedents and Opportunities for Future Research. In: Creativity and Innovation Management, 21: 412–426.CrossRefGoogle Scholar
  24. Griffin, A., Price, R. L., Maloney, M. M., Vojak, B. A., & Sim, E. W. (2009): Voices from the Field: How Exceptional Electronic Industrial Innovators Innovate. In: Journal of Product Innovation Management, 26: 222–240.CrossRefGoogle Scholar
  25. Hauschildt, J., & Chakrabarti, A. K. (1988): Arbeitsteilung im Innovationsmanagement. Forschungsergebnisse - Kriterien und Modelle. In: Zeitschrift Führung + Organisation, 57: 378–389.Google Scholar
  26. Hauschildt, J., & Gemünden, H. G. (1999): Promotoren - Champions der Innovation. Wiesbaden: Gabler.Google Scholar
  27. Hauschildt, J., & Salomo, S. (2010): Innovationsmanagement (5., überarbeitete, ergänzte und aktualisierte Auflage ed.). München: Verlag Franz Vahlen.Google Scholar
  28. Hauschildt, J., & Schewe, G. (2000): Gatekeeper and process promotor: Key persons in agile and innovative organizations. In: International Journal of Agile Management Systems, 2: 96–103.CrossRefGoogle Scholar
  29. Henderson, R., & Cockburn, I. M. (1994): Measuring competence? Exploring firm effects in pharmaceutical research. In: Strategic Management Journal, 15: 63–84.CrossRefGoogle Scholar
  30. Higgins, M. C., & Gulati, R. (2003): Getting off to a good start: The effects of upper echelon affiliation on underwriter prestige. In: Organization Science, 14: 244–263.CrossRefGoogle Scholar
  31. Hitt, M. A., Bierman, L., Shimizu, K., & Kochhar, R. (2001): Direct and moderating effects of human capital on strategy and performance in professional service firms: A resource-based perspective. In: Academy of Management Journal, 44: 13–28.CrossRefGoogle Scholar
  32. Howell, J. M., & Higgins, C. A. (1990a): Champions of Change: Identifying, Understanding, and Supporting Champions of Technological Innovations. In: Organizational Dynamics, 19: 40–56.CrossRefGoogle Scholar
  33. Howell, J. M., & Higgins, C. A. (1990b): Champions of technological innovation. In: Administrative Science Quarterly, 35: 317–331.CrossRefGoogle Scholar
  34. Howell, J. M., Shea, C. M., & Higgins, C. A. (2005): Champions of product innovations: defining, developing, and validating a measure of champion behavior. In: Journal of Business Venturing, 20: 641–661.CrossRefGoogle Scholar
  35. Kanter, R. M. (1983): The change masters. New York: Simon and Schuster.Google Scholar
  36. Kanter, R. M. (1985): Supporting innovation and venture development in established companies. In: Journal of Business Venturing, 1: 47–60.CrossRefGoogle Scholar
  37. Kaplan, S., Murray, F., & Henderson, R. (2003): Discontinuities and senior management: Assessing the role of recognition in pharmaceutical firm response to biotechnology. In: Industrial and Corporate Change, 12: 203–233.CrossRefGoogle Scholar
  38. Katz, R., & Tushman, M. L. (1981): An investigation into the managerial roles and career paths of gatekeepers and project supervisors in a major R & D facility. In: R & D Management, 11: 103–110.CrossRefGoogle Scholar
  39. Katz, R., & Tushman, M. L. (1997). A Study of the Influence of Technical Gatekeeping on Project Performance and Career Outcomes in an R & D Facility. In R. Katz (Ed.), The Human Side of Managing Technological Innovation: 331-346. New York, Oxford: Oxford University Press.Google Scholar
  40. Kazanjian, R. K., Drazin, R., & Glynn, M. A. (2002). Implementing strategies for corporate entrepreneurship: A knowledge-based perspective. In M. A. Hitt, R. D. Ireland, M. S. Camp & D. L. Sexton (Eds.), Strategic entrepreneurship: Creating a new mindset: 173-199. Oxford: Plackwell.Google Scholar
  41. Kuratko, D. F., & Goldsby, M. G. (2004): Corporate Entrepreneurs or Rogue middle Managers? A Framework for Ethical Corporate Entrepreneurship. In: Journal of Business Ethics, 55: 13–30.CrossRefGoogle Scholar
  42. Lacetera, N., Cockburn, I. M., & Henderson, R. (2004): Do firms change capabilities by hiring new people? A study of the adoption of science-based drug discovery. In: Advances in Strategic Management, 21: 133–159.CrossRefGoogle Scholar
  43. Leonard-Barton, D. (1992): Core Capabilities and Core Rigidities. In: Strategic Management Journal, 13: 111–125.CrossRefGoogle Scholar
  44. Liebeskind, J. P., Oliver, A. L., Zucker, L., & Brewer, M. (1996): Social networks, learning and flexibility: Sourcing scientific knowledge among new biotechnology firms. In: Organization Science, 7: 428–443.CrossRefGoogle Scholar
  45. Lippitt, R., Watson, J., & Westley, B. (1958): The dynamics of planned change. New York: Harcourt, Brace, and World.Google Scholar
  46. Maidique, M. A. (1980): Entrepreneurs, Champions, and Technological Innovation. In: Sloan Management Review, 21: 59–59.Google Scholar
  47. Mansfeld, M. (2011): Innovatoren: Individuen im Innovationsmanagement. Wiesbaden: Springer.CrossRefGoogle Scholar
  48. Markham, S. K. (2000): Corporate Championing and Antagonism as Forms of Political Behavior: An R & D Perspective. In: Organization Science, 11: 429–447.CrossRefGoogle Scholar
  49. Markham, S. K. (2013): The Impact of Front-End Innovation Activities on Product Performance. In: Journal for Product & Innovation Management, 30: 77–92.CrossRefGoogle Scholar
  50. Markham, S. K., & Griffin, A. (1998): The breakfast of champions: associations between champions and product development environments, practices and performance - Needed roles in the innovation process. In: Journal of Product Innovation Management, 15: 43–454.CrossRefGoogle Scholar
  51. Martiarena, A. (2013): What’s so entrepreneurial about intrapreneurs? In: Small Business Economics, 40: 27–39.CrossRefGoogle Scholar
  52. Mintzberg, H. (1973): The Nature of Managerial Work. New York: Harper Row.Google Scholar
  53. Mirow, C. (2010): Innovationsbarrieren. Wiesbaden: Springer.CrossRefGoogle Scholar
  54. Penrose, E. T. (1959): The Theory of the Growth of the Firm. Oxford: Blackwell Publishing Limited.Google Scholar
  55. Pinchot, G. (1985): Intrapreneuring: Why You Don’t Have to Leave the Corporation to Become an Entrepreneur. New York: Harper & Row.Google Scholar
  56. Plieth, H., Habicht, H., & Möslein, K. M. (2013): Agents in Organizational Innovation Communities: The Wind of Change. Paper presented at the XXIV ISPIM Conference, Helsinki.Google Scholar
  57. Price, R. L., Griffin, A., Vojak, B. A., Hoffmann, N., & Burgon, H. (2009): Innovation politics: how serial innovators gain organisational acceptance for breakthrough new products. In: International Journal of Technology Marketing, 4: 165–184.CrossRefGoogle Scholar
  58. Reimer, T. (2013): Umgang mit Innovationsbarrieren - Eine empirische Analyse zum Verhalten von F & E-Mitarbeitern.Google Scholar
  59. Rese, A., Baier, D., & Gemünden, H. G. (2013): ‘Too Many Cooks Spoil The Broth’: Key Persons and their Roles in Inter-Organizational Innovations. In: Creativity and Innovation Management, 22: 390–407.CrossRefGoogle Scholar
  60. Rost, K. (2008): Sozialstruktur und Innovationen - Dilemma-Entschärfung in Innovationsprozessen durch zielfördernde Ausgestaltung von Netzwerken, sozialen Rollen und Ressourcen: Vdm Verlag Dr. Müller.Google Scholar
  61. Rost, K., Hölzle, K., & Gemünden, H. G. (2007): Promotors or Champions? Pros and Cons of Role Specialisation for Economic Process. In: Schmalenbachs Business Review, 59: 340–363.Google Scholar
  62. Rothaermel, F. T., & Hess, A. M. (2007): Building Dynamic Capabilities: Innovation Driven by Individual-, Firm-, and Network-Level Effects. In: Organization Science, 18: 898–921.CrossRefGoogle Scholar
  63. Rothwell, R., Freeman, C., Horlsey, A., Jervis, V. T. P., Robertson, A. B., & Townsend, J. (1974): SAPPHO updated - Project SAPPHO Phase II. In: Research Policy, 3: 258–291.CrossRefGoogle Scholar
  64. Schon, D. A. (1963): Champions for Radical New Inventions. In: Harvard Business Review, 41: 77–86.Google Scholar
  65. Schültz, B. (2014). Innovationsförderung durch Promotorenentwicklung. In B. Schültz, P. Strothman, C. T. Schmitt & L. Laux (Eds.), Innovationsorientierte Personalentwicklung: 13-28. Wiesbaden: Springer Gabler.CrossRefGoogle Scholar
  66. Schumpeter, J. A. (1997): Theorie der wirtschaftlichen Entwicklung. Eine Untersuchung über Unternehmergewinn, Kapital, Kredit, Zins und den Konjunkturzyklus (Vol. 9. Auflage). Berlin: Duncker & Humblot.CrossRefGoogle Scholar
  67. Shane, S. (1994): Are champions different from non-champions? In: Journal of Business Venturing, 9: 397–421.CrossRefGoogle Scholar
  68. Sharma, P., & Chrisman, J. J. (1999): Toward a reconciliation of the definitional issues in the field of corporate entrepreneurship. In: Entrepreneurship Theory and Practice, 23: 11–28.Google Scholar
  69. Sim, E. W., Griffin, A., Price, R. L., & Vojak, B. A. (2007): Exploring Differences between Inventors, Champions, Implementers and Innovators in Creating and Developing New Products in Large, Mature Firms. In: Creativity & Innovation Management, 16: 422–436.CrossRefGoogle Scholar
  70. Smith, D. J. (2007): The politics of innovation: Why innovations need a godfather. In: Technovation, 27: 95–104.CrossRefGoogle Scholar
  71. Teece, D. J., Pisano, G., & Shuen, A. (1997): Dynamic Cabilities and Strategic Management. In: Strategic Management Journal, 18: 509–533.CrossRefGoogle Scholar
  72. Vojak, B. A., Price, R. L., & Griffin, A. (2012): Serial Innovators: How Individuals Create and Deliver Breakthrough Innovations in Mature Firms. In: Research Technology Management, 55: 42–48.CrossRefGoogle Scholar
  73. Walter, A. (1998): Der Beziehungspromotor. Ein personaler Gestaltungsansatz für erfolgreiches Relationship Marketing. Wiesbaden: Gabler Verlag.Google Scholar
  74. Walter, A., Parboteeah, K. P., Riesenhuber, F., & Högl, M. (2011): Championship Behaviors and Innovations Success: An Empirical Investigation of University Spin-Offs. In: Journal for Product & Innovation Management, 28: 586–598.CrossRefGoogle Scholar
  75. Wiswede, G. (2004). Rollentheorie. In G. Schreyögg & A. von Werder (Eds.), Handwörterbuch Unternehmensführung und Organisation (Vol. Auflage: 4., völlig neu bearbeitete Auflage): Schäffer-Poeschel.Google Scholar
  76. Witte, E. (1973): Organisation für Innovationsentscheidungen - Das Promotoren-Modell. Göttingen: Verlag Otto Schwartz & Co.Google Scholar
  77. Zahra, S. A. (1991): Predictors and financial outcomes of corporate entrepreneurship: An exploratory study. In: Journal of Business Venturing, 6: 259–286.CrossRefGoogle Scholar
  78. Zucker, L. G., & Darby, M. R. (1998). Entrepreneurs, star scientists and biotechnology NBER Reporter Online.Google Scholar

Copyright information

© Springer Fachmedien Wiesbaden 2014

Authors and Affiliations

  1. 1.PotsdamDeutschland

Personalised recommendations