Strategic and operative level front-end innovation activities - Integration perspective

International Journal of Innovation and Technology Management

Volumn 4, Issue 4, 2007, Pages 433-456

  Poskela, Jarno ^a  

^a AALTO UNIVERSITY   (Finland)

Author keywords

Front end of innovation; innovation management; strategy implementation

Indexed keywords

EID: 69849089847     PISSN: 02198770     EISSN: None     Source Type: Journal    
DOI: 10.1142/S021987700700117X     Document Type: Conference Paper

References (50)

1. Alexander, L. D. (1991). Strategy implementation: Nature of the problem. International Review of Strategic Management, 2, 1: 73-96.
2. Andrews, K. (1987). The Concept of Corporate Strategy. Irwin, Homewood.
3. Archer, N. and Ghasemzadeh, F. (1999). An integrated framework for project portfolio selection. International Journal of Project Management, 17, 4: 207-216.
4. Bonner, J. M., Ruekert, R. W. and Walker Jr., O. C. (2002). Upper management control of new product development projects and project performance. The Journal of Product Innovation Management, 19: 233-245.
5. Bourgeois, III L. J. and Brodwin, D. R. (1984). Strategic implementation: Five approaches to an elusive phenomenon. Strategic Management Journal, 5, 3: 241-264.
6. Buggie, F. D. (2002). Set the "fuzzy front end" in concrete. Research Technology Management, 45: 11-15.
7. Burgelman, R. A. (1983). A model of the interaction of strategic behavior, corporate context and the concept of strategy. The Academy of Management Review, 8, 1: 61-70.
8. Burgelman, R. A. (1991). Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research. Organizational Science, 2, 3: 239-262.
9. Burgelman, R. A. (2002). Strategy is Destiny - How Strategy-Making Shapes a Company's Future. The Free Press, New York.
10. Cagan, J. and Vogel, G. M. (2002). Creating Breakthrough Products: Innovation from Product Planning to Program Approval. Prentice Hall.
11. Carney, T. F. (1990). Collaborative Inquiry Methodology. Windsor, Ontario, Canada, University of Windsor, Division of Instructional Development.
12. Chandler, A. (1962). Strategy and Structure. MIT Press.
13. Clark, K. and Fujimoto, T. (1991). Product Development Performance: Strategy, Organization, and Management in the World Auto Industry. Harvard Business School Press, Boston, Massachusetts.
14. Cooper, R. G. (1993). Winning at New Products: Accelerating the Process from Idea to Launch. 2nd ed, Addison Wesley Publishing Company.
15. Cooper, R. G., Edgett, S. and Kleinschmidt, E. (1997). Portfolio management in new product development: Lessons from the leaders-I. Research Technology Management, pp. 16-28.
16. Cooper, R. G., Edgett, S. and Kleinschmidt, E. (1999). Portfolio management in new product development: Lessons from the leaders, phase I. Project Portfolio Management: Selecting and Prioritizing Projects for Competitive Advantage, Dye, L. E. and Pennypacker, J. S. (eds.) Center for Business Practices, West Chester, PA.
17. Crossan, M. and Berdrow, I. (2003). Organizational learning and strategic renewal. Strategic Management Journal, 24: 1087-1105.
18. Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic Management Journal, 23: 1095-1121.
19. Eisenhardt, K. M. and Zbaracki, M. J. (1992). Strategic decision making. Strategic Management Journal (Special Issue: Fundamental Themes in Strategy Process Research): 17-37.
20. Eisenhardt, K. (1989). Building theories from case study research. Academy of Management Review, 14, 4: 532-550.
21. Englund, R. L. and Graham, R. I. (1999). From experience: Linking projects to strategy. Journal of Product Innovation Management, 16: 52-64.
22. Groenveld, P. (1997). Roadmapping integrates business and technology. Research Technology Management, 40, 5: 48-55.
23. Hart, S. L. (1992). An integrative framework for strategy-making processes. The Academy of Management Review, 17, 2: 327-351.
24. Hatch, M. (1997). Organization Theory: Modern, Symbolic and Postmodern Perspectives. New York, Oxford UP.
25. Hauschildt, J. (1999). Promotors and champions in innovations - development of a research paradigm. The Dynamics of Innovation - Strategic and Managerial Implications. Brockhoff, K., Chakrabarti, A. K. and Hauschildt, J. (eds).
26. Hertenstein, J. H. and Platt, M. B. (2000). Performance measures and management control in new product development. Accounting Horizons, 14, 3: 303-323.
27. Hirsjärvi, S. and Hurme, H. (2001). Tutkimushaastattelu - teemahaastattelun teoria ja käytäntö. Yliopistopaino. Helsinki (in Finnish).
28. Kaplan, R. and Norton, D. (1992). The balanced scorecard - measures that drive performance. Harvard Business Review, pp. 71-79.
29. Kaplan, R. and Norton, D. (1996). The Balanced Scorecard: Translating Strategy into Action. United States of America, Harvard Business School Press.
30. Khurana, A. and Rosenthal, S. R. (1997). Integrating the fuzzy-front-end of new product development. Sloan Management Review, 38, 2: 103-120.
31. Kim, J. andWilemon, D. (2002). Strategic issues in managing innovation's fuzzy front-end. European Journal of Innovation Management, 5, 1: 27-39.
32. Koen, P. et al. (2001). Providing clarity and a common language to the "fuzzy front end". Research and Technology Management, 44, 2: 46-55.
33. Lees, G. and Wright, M. (2004). The effect of concept formulation on concept test scores. The Journal of Product Innovation Management, 21, 6: 389-400.
34. Loch, C. (2000). Tailoring product development to strategy: Case of a European technology manufacturer. European Management Journal, 18, 3: 246-258.
35. McGrath, M. (2001). Product Strategy for High-Technology Companies. Burr Ridge, Illinois.
36. Miles, B. and Huberman, A. M. (1990). Qualitative Data Analysis: A Sourcebook of New Methods. Sage publications.
37. Mintzberg, H. and Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6, 3: 257-272.
38. Mintzberg, H. (1987). The strategy concept I: Five Ps for strategy. California Management Review, Fall, pp. 11-24.
39. Mintzberg, H., Quinn, J. B. and Ghoshal, S. (1995). The Strategy Process. Prentice Hall Europe.
40. Nobelius, D. and Trygg, L. (2002). Stop chasing the front end process - management of the early phases in product development projects. International Journal of Project Management, 20: 331-340.
41. Noble, C. H. (1999). The eclectic roots of strategy implementation research. Journal of Business Research, 45: 119-134.
42. Phaal, R. C., Farrukh, J. P. and Probert, D. R. (2004). Technology roadmapping - a planning framework for evolution and revolution. Technological Forecasting and Social Change, 71: 5-26.
43. Quinn, J. (1985). Managing innovation: Controlled chaos. Harvard Business Review, May- June.
44. Quinn, J. B. (1978). Strategic change: Logical incrementalism. Sloan Management Review, 20, 1: 7-21.
45. Reid, S. E. and de Brentani, U. (2004). The fuzzy front end of new product development for discontinuous innovations: A theoretical model. Journal of Product Innovation Management, 21: 170-184.
46. Simons, R. (1995). Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal. Harvard Business School Press, Boston, Massachusetts.
47. Trott, P. (2002). Innovation Management and New Product Development. 2nd edition, Pearson Education Limited, Gosport.
48. Wheelwright, S. C. and Clark, K. B. (1992). Creating project plans to focus product development. Harvard Business Review, 70, 2: 70-83.
49. Yin, R. K. (1994). Case Study Research. Designs and Methods. 2nd Edition, Sage Publications, London, Great Britain.
50. Zhang, Q. and Doll, W. J. (2001). The fuzzy front end and success of new product development: A causal model. European Journal of Innovation Management, 4, 2: 95-112.