构建适应技术改造项目管理的软环境

从建立规章制度、组织机构、管理队伍、考核机制、约束机制和信息管理系统等方面，论述如何构建适应技术改造项目管理的软环境。     

加强公司治理是确保改革成果的关键

电力体制改革的终极目标，是实现电力工业可持续发展和经济效益的提高。厂网分开、竞价上网的改革正是为了建立一个健康有序的发电市场，培育规范的发电市场主体，以利于电力工业总体改革目标的实现。目前，发电侧改革的进程正在加快，市场主体也在逐渐形成，不久的将来，绝大多数发电企业都将在产权制度、企业地位、领导体制和管理结构上发生质的变化，建立现代企业制度成为发电企业的必然选择。一些发电企业的主管部门和企业领导已经清醒地认识到这一点，公司制改组成为一股潮流。在已改制为公司化运作的发电企业中，有经营业绩好的，也…     

Commitment to Innovation: The Impact of Top Management Team Characteristics

Many organizational and environmental factors influence a firm's commitment to innovation. Among the organizational factors, the perceptual lens of the top management team and the team's dynamics are posited to have a significant direct impact on the firm's commitment to innovation. This study revisits the classic arguments of Hayes and Abernathy and empirically examines several of their propositions.
The results clearly indicate a positive relationship between the technical orientation of the TMT/CEO and above-average R&D intensity. This effect remains even after controlling for the impact of performance in prior periods and firm diversification. Overall, these results suggest that establishing a high level of commitment to innovation will be promoted or impeded in many organizations because of the predispositions of the CEO and top management team.     

From Experience: Linking Product Innovation to Business Growth

Industry pundits often take managers to task for their supposedly myopic approach to planning and decision making. These sweeping generalizations gloss over the complex challenges confronting the managers who must ensure that their firms enjoy ongoing revenue growth opportunities. In place of pat answers, those managers require analysis and planning tools that offer clearer insights into the effects their decisions have on their firms' continued business success. As Marv Patterson points out, however, determining the effects of product innovation decisions poses a particular challenge for management, because the consequences of those decisions typically do not become evident until long after the decisions have been made. Presenting a conceptual model that links product innovation activities to revenue growth, he identifies three drivers of revenue growth, and explains how these growth drivers are linked by a set of mathematical relationships that can be presented in the form of an enterprise-specific growth table. He applies the model to three types of enterprises, and he discusses the key implications that the model holds for the business leaders who must keep shareholders satisfied. He depicts the relationship between a company and its customers as a closed-loop system in which the company converts labor, parts, and material into products, which it delivers to customers. The company invests a portion of the resulting revenue stream in the resources that generate new products. By effectively and continually applying a sufficiently large investment in this innovation engine, the company creates an ongoing stream of new products. The revenues from these new products more than offset the drop in revenues from products that are approaching obsolescence. He identifies three factors that drive revenue growth from these investments in the innovation engine: the fraction of revenues invested in product innovation, new product revenue gain, and the behavior of revenue over time for a particular business. Using a graph called a product vintage chart, he demonstrates that for a large company, the revenue contributions of a particular new-product year (or vintage) fall into a regular pattern over time, which enables a company to determine mathematical relationships for revenue growth as a function of R&D investment and new product revenue growth. In this way, senior managers can gain clearer understanding of the interplay between product innovation, R&D investment, revenue growth, and profitability over time.     

建筑业产业定位与工程价值变化周期

在由工程项目实施期和从事施工建造活动双重限制所定义的建筑业发展空间内，建筑业实现效率和效益提升的路径狭窄。以建设项目的工程价值变化周期为基本依托，从广义建筑业和广义建设项目生命周期概念出发，构造建筑业新的发展空间，在工程建设项目的价值规划、价值形成、价值实现、价值消失诸过程中寻求以工程功能发挥价值最大化为导向、以建筑业附加价值最大化为着眼点的建筑业新增长路径，拓展事业组合，是建筑业增长的重要突破点。     

Strategic Orientation and Product Innovation: Exploring a Decompositional Approach

While a considerable body of research examines the strategic orientation–innovation relationship, findings in that literature have been mixed. This article calls attention to an underinvestigated problem: the composite, multidimensional conceptualization and measurement of most strategic orientations, which likely contribute to the mixed findings in the literature. To address this issue, the researchers explore a decompositional approach to the strategic orientation–product innovation relationship. The authors utilize the stimulus‐organism‐response framework to select, decompose, and recast a set of strategic orientation components previously identified to be essential to product innovation. To produce more nuanced insights, the authors also decompose product innovation outcomes into breakthrough versus incremental. Furthermore, the sample is decomposed by product type to assess the generalizability of the conceptual model across manufactured goods and services firms. The authors test the conceptual model with a sample of 222 executives of services and manufacturing firms in Germany and Switzerland using partial least squares. By decomposing the strategic orientation effects into direct, indirect, total, and specific components, the detailed empirical analysis yields several new insights. Overall, the results suggest that the relationship between strategic orientation and product innovation is more complex than previously identified in the literature. For example, the results demonstrate that technology orientation works to augment innovation differently in services versus manufacturing firms. More specifically, a focus on technology boosts only breakthrough innovation in manufacturing firms, and only indirectly by enhancing an organization's open‐mindedness. In contrast, services firms extract additional benefits from investing in technology directly (and for both incremental and breakthrough innovation), as well as indirectly by increasing open‐mindedness. The authors also identify complementary as well as suppressing effects on product innovation outcomes from different strategic orientation components. Based on the findings in this study, future research avenues are identified, and managers are advised to consider each component of alternative strategic orientations individually and evaluate the capabilities aligned with components to assess their interdependencies.     

Remodularization of a Product Line: Adding Complexity to Project Management

Faced with ever-tighter schedules, product development professionals employ various methods for staying at least one step ahead of the competition. In particular, an autonomous, cross-functional team offers an effective structure for meeting the sometimes conflicting objectives of timely delivery of a high-quality, easily manufactured product. To complicate matters, however, companies must manage not only individual projects, but also entire product lines. Changes in product and process technology eventually necessitate revamping of the product architecture—that is, the remodularization of a product line. Can an autonomous project team provide the long-term perspective necessary for such efforts? Or, does remodularization of a product line require centralized oversight by functional management? Mats Lundqvist, Niklas Sundgren, and Lars Trygg explore this issue by examining product development efforts at two Swedish manufacturing companies. Specifically, their study explores this research question: Does a high degree of project autonomy limit the possibility for effective remodularization of product architecture? Both companies were involved in remodularization projects with stringent requirements for project cost and duration, but the companies employed markedly different managerial models in these efforts. One company took a centralized approach, except that two design engineers worked full time on the project. The other company used the autonomous model, with two exceptions: functional managers worked closely with some project members during the task specification phase of the project; and the project leader, though a heavyweight in many respects, did not have formal decision-making power. The latter project demonstrated that an autonomous project team can maintain a long-term perspective during development of a product. In other words, this project team was able to meet challenging time and cost objectives while developing a product consisting of highly compatible modules and subsystems. Although a centralized management approach might be expected to offer greater efficiency, the company using that approach failed to meet project goals for development time, product cost, and long-term product line effectiveness. However, the shortcomings of that effort are more directly attributable to the management style of the project leader than to the management structure employed.     

The Innovation Manual: Integrated Strategies and Practical Tools for Bringing Value Innovation to the Market by David Midgley

Books reviewed in this issue:

• ? The Innovation Manual: Integrated Strategies and Practical Tools for Bringing Value Innovation to the Market
• ? Sensory Marketing
• ? Agile Product Management with Scrum: Creating Products that Customers Love

     

PERSPECTIVE: The World's Top Innovation Management Scholars and Their Social Capital*

Using 959 articles reflecting the work of 1,179 scholars, this study ranks the world's top scholars in innovation management (IM) on the basis of the number of research articles published across 14 top academic journals in technology and innovation management, marketing, and management between 1990 and 2004. Twenty‐three scholars have at least eight articles in this period. Michael Song has the most (31), followed by Robert Cooper, Roger Calantone, William Souder, and Elko Kleinschmidt, who have published at least 17 articles in the 15‐year period. Surprisingly, the list of schools that either trained or currently employ these top scholars is quite different from Linton's (2004) recent ranking of the top business schools in the management of technology. Guided by social capital theory, the present study analyzes the embeddedness characteristics of IM scholars to determine the extent to which social capital explains scholarly productivity. A current controversy in the social capital literature is the embeddedness characteristics that create social capital. On the one hand, the closure perspective argues that social capital results from strong relational ties with others in a dense, local neighborhood of actors who are relatively disconnected from others. On the other hand, the brokerage perspective argues that social capital is created when actors have relational ties that span these dense, local neighborhoods. The findings in the present study support both perspectives. Furthermore, the results suggest that strategic orientation is a contingency variable that clarifies the conditions in which closure‐ or brokerage‐based embeddedness is appropriate. Specifically, scholars pursuing an entrepreneurial publication strategy are more productive when their relational embeddedness is consistent with the brokerage perspective of social capital creation, whereas scholars pursuing a focused publication strategy are more productive when their relational embeddedness is consistent with the closure perspective of social capital creation. The results have implications for both the IM scholar community and the social capital literature. Whether IM scholars are pursuing an entrepreneurial strategy that capitalizes on emergent knowledge across various theories and perspectives or pursuing a focused strategy by concentrating on gaining deep understanding of a specific stream of research, there are many avenues and opportunities for improving publication performance through the formation of new social capital. Finally, the empirical support for the contingency variable strategic orientation is consistent with recent speculation that both perspectives are important and suggests that future work should focus on further identification and clarification of contingency factors associated with them.     

Firms' Growth,Size and Age: A Nonparametric Approach

This paper offers empirical evidence of firm failurerates as well as the mean of the distribution ofrealized growth rates, distinguishing between thesample of non-failing firms and the sample of allfirms, failing and non-failing. Attention is directedat identifying a set of characteristics, in particularthe size and age of firms, systematically related tothe patterns of firm growth and exit, using a panel ofSpanish manufacturing firms. The two maincontributions of the paper are the use ofnonparametric techniques and the analysis of issuesignored in other studies like theregression-to-the-mean bias and the measurement oflearning effects. We find evidence that failure ratesand the mean growth rate of successful firms declinewith size and age. When failing firms are integrated,there are no significant differences in the meangrowth rate across the age and size of firms.Regression-to-the-mean does not prove to be asubstantial factor behind the negative relationshipbetween size and growth of surviving firms.