The innovation process as a political process-How organisational politics can influence the technological newness of product innovations

International Journal of Innovation Management

Volumn 17, Issue 4, 2013, Pages

  Weissenberger Eibl, Marion A ^a,b   Teufel, Benjamin ^a  

^a FRAUNHOFER INSTITUTE FOR SYSTEMS AND INNOVATION RESEARCH ISI   (Germany)

^b KARLSRUHE INSTITUTE OF TECHNOLOGY   (Germany)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84883723827     PISSN: 13639196     EISSN: None     Source Type: Journal    
DOI: 10.1142/S1363919613500102     Document Type: Article

References (114)

1. Aldrich, HE and J Pfeffer (1976). Environments of organizations. Annual Review of Sociology, 2, 79-105.
2. Allen, DK, D Colligan, A Finnie and T Kern (2000). Trust, power and interorganizational information systems: The case of the electronic trading community TransLease. Information Systems Journal, 10(1), 21-40.
3. Andersen, TJ (2004). Integrating decentralized strategy making and strategic planning processes in dynamic environments. Journal of Management Studies, 41(8), 1271-1299.
4. Ansoff, HI and EJ McDonnell (1990). Implanting Strategic Management, 2nd Edition. Englewood Cliffs, NJ: Prentice Hall International.
5. Ansoff, HI, RP Declerck and RL Hayes (1976). From Strategic Planning to Strategic Management, 4th Edition. New York, NY: Wiley.
6. Audia, PG, JH Freeman and PD Reynolds (2006). Organizational foundings in community context: Instruments, manufacturers and their interrelationship with other organizations. Administrative Science Quarterly, 51(3), 381-419.
7. Baldridge, JV (1971). Power and Conflict in the University: Research in the Sociology of Complex Organizations. New York, NY: John Wiley & Sons.
8. Bacharach, SB and EJ Lawler (1980). Power and Politics in Organizations. San Francisco, CA: Jossey-Bass.
9. Barry, B and DL Shapiro (1992). Influence tactics in combination-The interactive effects of soft versus hard tactics and rational exchange. Journal of Applied Social Psychology, 22(18), 1429-1441.
10. Blickle, G (1997). Der Aufklärer als Diabolos? Anmerkungen zur Mikropolitik-Debatte. Organisationsentwicklung, 16(1), 62-66.
11. Blickle, G (2004). Einflusskompetenz in Organisationen. Psychologische Rundschau, 55(2), 82-93.
12. Bogner, A and W Menz (2009). Experteninterviews in der qualitativen Sozialforschung. In Experteninterviews: Theorien, Methoden, Anwendungsfelder, 3rd Edition. A Bogner, B Littig and W Menz (Eds.), pp. 7-31.Wiesbaden: VS Verlag für Sozialwissenschaften.
13. Bogumil, J and J Schmid (2001). Politik in Organisationen. Opladen: Leske und Budrich.
14. Bosetzky, H (1988). Mikropolitik, Machiavellismus und Machtkumulation. In Mikropolitik: Rationalitat, Macht und Spiele in Organisationen, W Küpper and G Ortmann (Eds.). Opladen: Westdeutscher Verlag.
15. Buchanan, DA and RJ Badham (2008). Power, Politics, and Organizational Change, 2nd Edition. London, UK: Sage Publications.
16. Burns, T and GM Stalker (1961). The Management of Innovation. London, UK: Tavistock.
17. Cabral-Cardoso, C (1996). The politics of technology management: Influence and tactics in project selection. Technology Analysis & Strategic Management, 8(1), 47-58.
18. Cobb, AT and N Margulies (1981). Organization development: A political perspective. Academy of Management Review, 6(1), 49-59.
19. Cooper, RG, SJ Edgett and EJ Kleinschmidt (1998). Portfolio Management for New Products. Reading, MA: Addison Wesley.
20. Cooper, RG, SJ Edgett and EJ Kleinschmidt (2001). New problems, new solutions: Making portfolio management more effective. Research Technology Management, 43(2), 18-33.
21. Crozier, M and E Friedberg (1979). Macht und Organisation. Königstein/Ts: Athenäum-Verlag.
22. Cyert, RM and JG March (1963). A Behavioral Theory of the Firm. Englewood Cliffs, NJ: Prentice Hall.
23. Dahl, RA (1957). The concept of power. Behavioral Science, 2(3), 201-215.
24. Daniel, HZ, DJ Hempel and N Srinivasan (2003). Project selection: A process analysis. Industrial Marketing Management, 32(1), 39-54.
25. De Bono, E (1985). Six Thinking Hats: An Essential Approach to Business Management. Boston, MA: Little, Brown & Company.
26. Denzau, AT and RJ Mackay (1983). Gatekeeping and monopoly power of committees-An analysis of sincere and sophisticated behavior. American Journal of Political Science, 27(4), 740-761.
27. Deschamps, JP (2005). Different leadership skills for different innovation strategies. Strategy and Leadership, 33(5), 31-38.
28. Dutton, JE, SJ Ashford, RM O'Neill and KA Lawrence (2001). Moves that matter: Issue selling and organizational change. Academy of Management Journal, 44(4), 716-736.
29. Elšik, W (1997). Zwischen handeln und struktur: Ansätze zur politik in organisationen. In Mikropolitik-Politische Prozesse in Organisationen, M Auer (Ed.). Wien: Sonderzahl Verlagsges.
30. Enkel, E (2006). Chancen und risiken der kundenintegration. In Management von Innovation und Risiko: Quantensprunge in der Entwicklung erfolgreich managen, 2nd Edition, O Gassmann and C Kobe (Eds.), pp. 171-186.Berlin, Heidelberg and New York: Springer.
31. Emerson, RM (1962). Power-dependence relations. American Sociological Review, 27(1), 31-41.
32. Engwall, M and A Jerbrant (2003). The resource allocation syndrome: The prime challenge of multi-project management? International Journal of Project Management, 21(6), 403-409.
33. Enns, HG, SL Huff and CA Higgins (2003). CIO lateral influence behaviors: Gaining peers' commitment to strategic information systems. MIS Quarterly, 27(1), 155-176.
34. Falbe, CM and G Yukl (1992). Consequences for managers of using single influence tactics and combinations of tactics. Academy of Management Journal, 35(3), 638-652.
35. Fink, RC, LF Edelman, KJ Hatten and WL James (2006). Transaction cost economics, resource dependence theory, and customer-supplier relationships. Industrial and Corporate Change, 15, 497-529.
36. Finkelstein, S (1997). Interindustry merger patterns and resource dependence: A replication and extension of Pfeffer (1972). Strategic Management Journal, 18, 787-810.
37. Frost, PJ and CP Egri (1990a). Influence of political action on innovation: Part I. Leadership and Organization Development Journal, 11(1), 17-25.
38. Frost, PJ and CP Egri, (1990b). Influence of political action on innovation: Part II. Leadership and Organizational Development Journal, 11(2), 4-12.
39. Garz, H, S Günther and C Moriabadi (2006). Portfolio-Management: Theorie und Anwendung, 4th Edition. Frankfurt am Main: Bankakad.-Verl.
40. Hajer, M (2003). Policy without polity? Policy analysis and the institutional void. Policy Sciences, 36(2), 175-195.
41. Hawley, AH (1950). Human Ecology. New York, NY: Ronald Press.
42. Henderson, RM and KB Clark (1990). Architectural innovation-The reconfiguration of existing product technologies and the failure of established firms. Administrative Science Quarterly, 35(1), 9-30.
43. Herstatt, C and C Lettl (2006). Marktorientierte Erfolgsfaktoren technologiegetriebener Entwicklungsprojekte. In Management von Innovation und Risiko: Quantensprunge in der Entwicklung erfolgreich managen, 2nd Edition, O Gassmann and C Kobe (Eds.), pp. 145-169.Berlin: Springer.
44. Hickson, DJ, CR Hinings, CA Lee, RE Schneck and JM Pennings (1971). Strategic contingencies theory of intraorganizational power. Administrative Science Quarterly, 16(2), 216-229.
45. Hinings, CR, DJ Hickson, JM Pennings and RE Schneck (1974). Structural conditions of intraorganizational power. Administrative Science Quarterly, 19(1), 22-44.
46. Homburg, C, JP Workman Jr and H Krohmer (1999). Marketing's influence within the firm. The Journal of Marketing, 63(4), 1-17.
47. Johannessen, JA, B Olsen and GT Lumpkin (2001). Innovation as newness: What is new, how new, and new to whom? European Journal of Innovation Management, 4(1), 20-31.
48. Jones, O, K Green and R Coombs (1994). Technology management: Developing a critical perspective. International Journal of Technology Management, 9(2), 156-171.
49. Jones, O and G Stevens (1999). Evaluating failure in the innovation process: The micropolitics of new product development. R&D Management, 29(2), 167-178.
50. Kelle, U and S Kluge (1999). Vom Einzelfall zum Typus. Opladen: Leske und Budrich.
51. Kelle, U (2003). Die Entwicklung kausaler Hypothesen in der qualitativen Sozialforschung. ZDM, 35(6), 232-246.
52. Kipnis, D, SM Schmidt and I Wilkinson (1980). Intraorganizational influence tactics-Explorations in getting ones way. Journal of Applied Psychology, 65(4), 440-452.
53. Koen, PA, GM Ajamian, S Boyce, A Clamen, E Fisher, S Fountoulakis, A Johnson, P Puri and R Seibert (2002). Fuzzy front end: Effective methods, tools, and techniques. In The PDMA Toolbook for New Product Development, P Belliveau, A Griffin and S Somermeyer (Eds.), pp. 5-35.New York, NY: John Wiley & Sons.
54. Knights, D and F Murray (1994). Managers Divided: Organisation Politics and Information Technology Management. Chichester: Wiley.
55. Küpper, W and G Ortmann (1988). Mikropolitik: Rationalitat, Macht und Spiele in Organisationen. Opladen: Westdeutscher Verlag.
56. Krishnan, V and KT Ulrich (2001). Product development decisions: A review of the literature. Management Science, 47(1), 1-21.
57. Langerak, F, E Peelen and E Nijssen (1999). A laddering approach to the use of methods and techniques to reduce the cycle time of new-to-the-firm products. Journal of Product Innovation Management, 16(2), 173-182.
58. Lawrence, P and J Lorsch (1967). Organization and Environment: Managing Integration and Differentiation. Boston, MA: Harvard Business School Press.
59. Liebold, R and R Trinczek (2009). Experteninterview. In Handbuch Methoden der Organisationsforschung: Quantitative und qualitative Methode, S Kühl, P Strodtholz and A Taffertshofer (Eds.). Wiesbaden: VS Verlag für Sozialwissenschaften.
60. Lühring, N (2007). Innovationsfördernde Organisationsstrukturen unter Berücksichtigung früher Innovationsphasen. In Management der fruhen Innovationsphasen: Grundlagen-Methoden-Neue Ansatze, 2nd Edition, C Herstatt and B Verworn (Eds.), pp. 136-164.Wiesbaden: Gabler Verlag.
61. Mackie, JL (1974). The Cement of the Universe: A Study of Causation. Oxford, UK: Clarendon Press.
62. MacMillan, IC. (1978). Strategy Formulation: Political Concepts. St Paul, MN: West Publishing.
63. Markham, SK (2000). Corporate championing and antagonism as forms of political behavior: An R&D perspective. Organization Science, 11(4), 429-447.
64. Martino, JP (1995). Research and Development Project Selection. New York, NY: John Wiley & Sons Inc.
65. Martinsuo, M and P Lehtonen (2007). Role of single-project management in achieving portfolio management efficiency. International Journal of Project Management, 25(1), 56-65.
66. Markowitz Harry, M (1952). Portfolio selection. Journal of Finance, 7(1), 77-91.
67. Mayring, P (1990). Qualitative Inhaltsanalyse: Grundlagen und Techniken, 2nd Edition. Weinheim: Deutscher Studienverlag.
68. Meuser, M and U Nagel (2009). Experteninterview und der wandel der wissensproduktion. In Experteninterviews: Theorien, Methoden, Anwendungsfelder, 3rd Edition, A Bogner, B Littig and W Menz (Eds.), pp. 35-60.Wiesbaden: VS Verlag für Sozialwissenschaften.
69. Mill, JST (1843/1973). A System of Logic, Ratiocinative and Inductive, Being a Connected View of the Principles of Evidence and the Methods of Scientific Investigation. Toronto and Buffalo: University of Toronto Press.
70. Mintzberg, H (1983). Power in and around Organizations, 2nd Edition. Englewood Cliffs, NJ: Prentice Hall.
71. Mikkola, JH (2001). Portfolio management of R&D projects: Implications for innovation management. Technovation, 21(7), 423-435.
72. Neuberger, O (1995). Mikropolitik. Stuttgart: Ferdinand Enke Verlag.
73. Neuberger, O (2006). Mikropolitik und Moral in Organisationen: Herausforderung der Ordnung, 2nd Edition. Stuttgart: Lucius und Lucius.
74. Olson, EM, OC Walker, RW Ruekert and JM Bonner (2001). Patterns of cooperation during new product development among marketing, operations and R&D: Implications for project performance. The Jourmal of Product Innovation Management, 18(4), 258-271.
75. Ortmann, G (1988). Macht, Spiel, Konsens. In Mikropolitik: Rationalitat, Macht und Spiele in Organisationen, W Küpper and G Ortmann (Eds.), pp. 13-56. Opladen: Westdeutscher Verlag
76. Ortmann, G. (1990). Computer und Macht in Organisationen. Opladen: Westdeutscher Verlag.
77. Ozer, M (2005). Factors which influence decision making in new product evaluation. European Journal of Operational Research, 163(3), 784-801.
78. Papke-Shields, K and MK Malhotra (2008). Manufacturing managers' perceptions of functional power in manufacturing organizations. International Journal of Operations and Production Management, 28(9), 858-874.
79. Pavitt, K (1990). What we know about the strategic management of technology. California Management Review, 32(3), 17-26.
80. Pettigrew, AM (1973). The Politics of Organizational Decision Making. London, UK: Tavistock.
81. Pfeffer, J and GR Salancik (1974). Organizational decision making as a political process-The case of a university budget. Administrative Science Quarterly, 19(2), 135-151.
82. Pfeffer, J and A Leong (1976). Resource allocations in united funds: Examination of power and dependence. Social Forces, 55(3), 775-790.
83. Pfeffer, J and P Nowak (1976). Joint ventures and interorganizational interdependence. Administrative Science Quarterly, 21(3), 398-418.
84. Pfeffer, J and GR Salancik (1978). The External Control of Organizations: A Resource Dependence Perspective. New York, NY: Harper Row.
85. Pfeffer, J (1981). Power in Organizations. Marshfield, WI: Pitman Publishing.
86. Prasad, L and AH Rubenstein (1992). Conceptualizing organizational politics as a multidimensional phenomenon: Empirical evidence from a study of technological innovations. IEEE Transactions on Engineering Management, 39(1), 4-12.
87. Provan, KG, JM Beyer and C Kruytbosch (1980). Environmental linkages and power in resource-dependence relations between organizations. Administrative Science Quarterly, 25, 200-225.
88. Ragin, CHC (1987). The Comparative Method. Moving Beyond Qualitative and Quantitative Strategies. Berkeley, CA: University of California Press.
89. Raisch, S and J Birkinshaw (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. Journal of Management, 34(3), 375-409.
90. Raisch, S, J Birkinshaw, G Probst and ML Tushman (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science, 20(4), 685-695.
91. Rich, P (1992). The organizational taxonomy: Definition and design. Academy of Management Review, 17(4), 758-781.
92. Rotemberg, JJ and G Saloner (1995). Overt interfunctional conflict (and its reduction through business strategy). RAND Journal of Economics, 26(4), 630-653.
93. Ruekert, RW and OC Walker (1987). Interactions between marketing and research and development departments in implementing different business strategies. Strategic Management Journal, 8(3), 233-248.
94. Salancik, GR and J Pfeffer (1977). Who gets power-and how they hold on to it: A strategic contingency model of power. Organizational Dynamics, 5(3), 3-21.
95. Saxberg, BO and JW Slocum Jr. (1968). The management of scientific manpower. Management Science, 14(8), 473-489.
96. Schnell, R, PB Hill and E Esser (2005). Methoden der Empirischen Sozialforschung, 7th edn. München: Oldenbourg.
97. Sim, EW, A Griffin, RL Price and BA Vojak (2007). Exploring differences between inventors, champions, implementers and innovators in creating and developing new products in large, mature firms. Creativity and Innovation Management, 16(4), 422-436.
98. Singh, S and JD McKeen (2008). Selecting IT projects: Political activity and procedural rationality. Journal of Information Technology Management, 19(4), 35-59.
99. Seidemann, W (1999). Portfoliomanagement zur Steigerung der Entwicklungseffektivitat: Eine empirische Analyse. München: TCW Transfer-Centrum GmbH & Co.
100. Smith, DJ (2007). The politics of innovation: Why innovations need a godfather. Technovation, 27(3), 95-104.
101. Somech, A and A Drach-Zahavy (2002). Relative power and influence strategy: The effects of agent/target organizational power on superiors' choices of influence strategies. Journal of Organizational Behavior, 23(2), 167-179.
102. Song, XM, MM Montoya-Weiss and JB Schmidt (1997). Antecedents and consequences of cross-functional cooperation: A comparison of R&D, manufacturing, and marketing perspectives. Journal of Product Innovation Management, 14(1), 35-47.
103. Sydow, J (2003). Kompetenzentwicklung in Netzwerken: Eine typologische Studie. Wiesbaden: Westdt. Verlag.
104. Teufel, B (2012). Der Einfluss von Mikropolitik auf das Produktentwicklungsportfolio technologieintensiver Unternehmen-Eine theoretische und empirische Analyse. Stuttgart: Fraunhofer IRB Verlag.
105. Tsebelis, G and G Garrett (1996). Agenda setting power, power indices, and decision making in the European Union. International Review of Law and Economics, 16(3), 345-361.
106. Tushman, ML and CA O'Reilly III (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8-30.
107. Van de Ven, AH, DE Polley, R Garud and S Venkataraman (1999). The Innovation Journey. New York, NY: Oxford University Press.
108. Vigoda-Gadot, E (2003). Developments in Organizational Politics: How Political Dynamics Affect Employee Performance in Modern Work Sites. Cheltenham: Edward Elgar Publishing.
109. Wunderer, R and J Weibler (1992). Vertikale und laterale einflusstrategien: Zur replikation und kritik des "Profiles of Organizational Influence Strategies (POIS)" und seiner konzeptionellen Weiterführung. Zeitschrift fur Personalforschung, 6(4), 515-534.
110. Weissenberger-Eibl, MA and B Teufel (2011). Organizational politics in new product development project selection: A review of the current literature. European Journal of Innovation Management, 14(1), 51-73.
111. Welge, MK, A Al Laham and P Kajüter (2000). Praxis des Strategischen Managements: Konzepte, Erfahrungen, Perspektiven. Wiesbaden: Betriebswirtschaftlicher Verlag Gabler.
112. Whitley, R (2000). The institutional structuring of innovation strategies: Business systems, firm types and patterns of technical change in different market economies. Organization Studies, 21(5), 855-886.
113. Yamaguchi, I (2009). Influences of organizational communication tactics on trust with procedural justice effects: A cross-cultural study between Japanese and American workers. International Journal of Intercultural Relations, 33(1), 21-31.
114. Yukl, G and JB Tracey (1992). Consequences of influence tactics used with subordinates, peers, and the boss. Journal of Applied Psychology, 77(4), 525-535.