Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Product and process innovation in process industry: a new perspective on development

Product and process innovation in process industry: a new perspective on development Purpose – The purpose of this paper is to opens up the research and development (R&D) organisation by separating product and process innovation and exploring these activities in terms of the structural variable of centralisation versus decentralisation. Design/methodology/approach – Case studies of three multinational firms, representing food and beverage, mining and minerals, and pulp and paper industry. Findings – Dual structures may exist within the R&D organisation, one for product innovation and one for process innovation. Consequently, it is suggested that the conventional notion of R&D organisational design, equating R&D more or less with product innovation, does not present a complete picture for many firms. Research limitations/implications – Opening up the R&D organisation will help further the understanding link between the organisational structuring of product and process innovation, and the efforts of organisations to develop resources and competitive advantages. Practical implications – The findings have implications for managing the strategy‐organizational fit concerning innovation in process industry. Originality/value – The conventional view regarding R&D as a single entity – either centralised or decentralised – does not present a complete picture. This paper clarifies the link between strategic innovation determinants and the organisational configuration of R&D. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Strategy and Management Emerald Publishing

Product and process innovation in process industry: a new perspective on development

Download PDF
16 pages

Loading next page...
 
/lp/emerald-publishing/product-and-process-innovation-in-process-industry-a-new-perspective-cmciNhEPGV
Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
1755-425X
DOI
10.1108/17554250910982499
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to opens up the research and development (R&D) organisation by separating product and process innovation and exploring these activities in terms of the structural variable of centralisation versus decentralisation. Design/methodology/approach – Case studies of three multinational firms, representing food and beverage, mining and minerals, and pulp and paper industry. Findings – Dual structures may exist within the R&D organisation, one for product innovation and one for process innovation. Consequently, it is suggested that the conventional notion of R&D organisational design, equating R&D more or less with product innovation, does not present a complete picture for many firms. Research limitations/implications – Opening up the R&D organisation will help further the understanding link between the organisational structuring of product and process innovation, and the efforts of organisations to develop resources and competitive advantages. Practical implications – The findings have implications for managing the strategy‐organizational fit concerning innovation in process industry. Originality/value – The conventional view regarding R&D as a single entity – either centralised or decentralised – does not present a complete picture. This paper clarifies the link between strategic innovation determinants and the organisational configuration of R&D.

Journal

Journal of Strategy and Management – Emerald Publishing

Published: Aug 7, 2009

Keywords: Research and development; Process management; Product innovation; Strategic management; Resource management

References

  • Where do resources come from? The role of idiosyncratic situations
    Ahuja, G.; Katila, R.
  • Strategic assets and organizational rent
    Amit, R.; Schoemaker, P.J.H.
  • Technological discontinuities and dominant designs: a cyclical model of technological change
    Anderson, P.; Tushman, M.L.
  • R&D, organization structure, and the development of corporate technological knowledge
    Argyres, N.S.; Silverman, B.S.
  • Technological newness: an empirical study in the process industries
    Barnett, B.D.; Clark, K.B.
  • Firm resources and sustained competitive advantage
    Barney, J.B.
  • The Management of Innovation
    Burns, T.; Stalker, G.M.
  • Strategy and Structure: Chapters in the History of the American Industrial Enterprise
    Chandler, A.D.
  • R&D Strategy and Organisation: Managing Technical Change in Dynamic Contexts
    Chiesa, V.
  • The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail
    Christensen, C.M.
  • Firm size and the nature of innovation within industries: the case of process and product R&D
    Cohen, W.M.; Klepper, S.
  • A dual‐core model of organizational innovation
    Daft, R.L.
  • Organizational innovation: a meta‐analysis of effects of determinants and moderators
    Damanpour, F.
  • Product and process innovations: a review of organizational and environmental determinants
    Damanpour, F.; Aravind, D.
  • Theories of organizational structure and innovation adoption: the role of environmental change
    Damanpour, F.; Gopalakrishnan, S.
  • Sustained product innovation in large, mature organizations: overcoming innovation‐to‐organization problems
    Dougherty, D.; Hardy, C.
  • The ambidextrous organization: designing dual structures for innovation
    Duncan, R.B.
  • Changes in the strategic management of technology: results of a global benchmarking study
    Edler, J.; Meyer‐Krahmer, F.; Reger, G.
  • Building theories from case study research
    Eisenhardt, K.M.
  • Innovation in the copper industry
    Eltringham, G.A.
  • Classification of R&D organizational structures in relation to strategies
    Eto, H.
  • Organization strategy and structural differences for radical versus incremental innovation
    Ettlie, J.E.; Bridges, W.; O'Keefe, R.
  • Revisiting an identity‐based view of sustainable competitive advantage
    Fiol, M.
  • Size, technology, environment and the structure of organizations
    Ford, J.D.; Slocum, J.W.
  • The resource‐based theory of competitive advantage: implications for strategy formulation
    Grant, R.M.
  • Firm‐specificity in corporate applied R&D
    Helfat, C.E.
  • Low‐tech industries: Knowledge base and organisational structures
    Hirsch‐Kreinsen, H.
  • Product and process development intensity in process industry: a conceptual and empirical analysis of the allocation of company resources for the development of process technology
    Lager, T.
  • A structural analysis of process development in process industry – a new classification system for strategic project selection and portfolio balancing
    Lager, T.
  • Success factors for the development of process technology in process industry. Part 2: a ranking of success factors on an operational level and a dynamic model for company implementation
    Lager, T.; Hörte, S.‐Å.
  • Core capabilities and core rigidities: a paradox in managing new product development
    Leonard‐Barton, D.
  • Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
    Leonard‐Barton, D.
  • Product and process innovation in biopharmaceuticals: a new perspective on development
    Lim, L.P.; Garnsey, E.; Gregory, M.
  • Corporate diversification and organizational structure: a resource‐based view
    Markides, C.C.; Williamson, P.J.
  • Structure in Fives: Designing Effective Organizations
    Mintzberg, H.
  • The Theory of the Growth of the Firm
    Penrose, E.T.
  • Research and development in the pulp and paper industry: year 2000 and beyond
    Phillips, R.B.
  • The new logic of high‐tech R&D
    Pisano, G.P.; Wheelwright, S.C.
  • The core competence of the corporation
    Prahalad, C.K.; Hamel, G.
  • A conceptual scheme for organizational analysis
    Pugh, D.S.; Hickson, D.J.; Hinings, C.R.; Macdonald, K.M.; Turner, C.; Lupton, T.
  • Managing discontinuous innovation
    Rice, M.P.; O'Connor, G.C.; Peters, L.S.; Morone, J.G.
  • Benchmarking the strategic management of technology I
    Roberts, E.B.
  • Third Generation R&D: Managing the Link to Corporate Strategy
    Roussel, P.A.; Erickson, T.J.; Saad, K.N.
  • Dynamic capabilities and strategic management
    Teece, D.J.; Pisano, G.P.; Shuen, A.
  • Product and Process Innovation in the Food Industry
    Traill, B.; Grunert, K.G.
  • A dynamic model of process and product innovation
    Utterback, J.M.; Abernathy, W.J.
  • A resource‐based view of product development
    Verona, G.
  • A resource‐based view of the firm
    Wernerfelt, B.
  • Case Study Research: Design and Methods
    Yin, R.K.
  • Innovations & Organizations
    Zaltman, G.; Duncan, R.; Holbeck, J.