Bart, Christopher Kenneth
General managers control new and existing products different Bart, Christopher Kenneth. - 1993 - 341 - 361
This article presents some initial findings from an ongoing research project on the way that divisional general managers of targe organizational units control new product innovations. (Control, in this instance, refers to the set of procedures, systems, and actions that general managers use to monitor, evaluate, influence, or define what subordinates are doing.) The research presented here focuses on three broad questions: 1. Do divisional general managers of large organizational units control their new product activities differently from their more established operations? 2. Is a new product's innovation strategy related to the nature and degree of divisional general manager control - and, if so, in what way? 3. Is a divisional general manager's choice of control methods related to his/her unit's new product output? The results were based on in-depth interviews with the general managers of 26 large Canadian-based divisions in 12 firms. All the firms were significant competitors in the North American market and all were actively engaged in new product activities. Firm size ranged from $210 million to $5 billion in sales. The following is a summary of the study's...
General managers control new and existing products different Bart, Christopher Kenneth. - 1993 - 341 - 361
This article presents some initial findings from an ongoing research project on the way that divisional general managers of targe organizational units control new product innovations. (Control, in this instance, refers to the set of procedures, systems, and actions that general managers use to monitor, evaluate, influence, or define what subordinates are doing.) The research presented here focuses on three broad questions: 1. Do divisional general managers of large organizational units control their new product activities differently from their more established operations? 2. Is a new product's innovation strategy related to the nature and degree of divisional general manager control - and, if so, in what way? 3. Is a divisional general manager's choice of control methods related to his/her unit's new product output? The results were based on in-depth interviews with the general managers of 26 large Canadian-based divisions in 12 firms. All the firms were significant competitors in the North American market and all were actively engaged in new product activities. Firm size ranged from $210 million to $5 billion in sales. The following is a summary of the study's...