Richard Leifer

An Information Processing Approach for Deciding Upon Control Strategies and Reducing Control Loss in Emerging Organizations

Control in emerging organizations is becoming increasingly problematic due to the need for increasing employee discretion of behavior stemming from greater uncertainty of how to accomplish tasks. Traditional control processes, based on the use of rules and supervision, are largely ineffective for effectively controlling behavior where there is uncertainty and ambiguity about how to successfully carry out tasks. This problem is approached here from an information processing perspective. Our contention is that effective control of tasks, that is, assuring goal attainment, is the result of linking the information processing (IP) requirements of tasks with information processing capabilities of three control strategies: objective controls, normative controls and self-management. A set of propositions are proposed suggesting that as IP requirements increase, there is greater reliance on normative and self-management control strategies for effective task completion. However, these high IP capability strategies will be effective only to the extent that the opportunity for control loss inherent in these strategies is reduced through investments in bonding and trust.

Understanding Organizational Transformation Using a Dissipative Structure Model

Organizational transformation, qualitative and fundamental changes in an organization, occurs as a result of an organizations adaptive mechanisms being overwhelmed by internally or externally induced contingencies. Current approaches to change derived from equilibrium models are not adequate to describe the transformation phenomena. An emerging paradigm, dissipative structure, provides an alternative perspective on transformation by proposing that non-equilibrium conditions provide the opportunity for a new organizational order, resulting in an increased ability to manage complexity. Conditions, processes, and functioning of organizations from this perspective are discussed.

Using Simultaneous Structures to Cope With Uncertainty

The article discusses a study pertaining the corporate use of simultaneous structures in work units to cope with uncertainty. A work unit in this context refers to a supervisor and their subordinat...

Commercializing discontinuous innovations: bridging the gap from discontinuous innovation project to operations

Since 1995, a multidisciplinary team of researchers has deployed case study methodology to follow the progress of 12 discontinuous innovation projects in ten large RD (2) assembling a transition team; (3) establishing an oversight board; (4) developing a transition plan; (5) providing transition funding from corporate sources; (6) laying the groundwork for a big market; and (7) engaging senior management champions.

Effective control of new product projects: The interaction of organization culture and project leadership

In all organizations where technological innovation plays a key role, a state of creative tension exists between those responsible for technological development of new products and the organizations need to satisfy customer demands. The need to maintain a balanced state of tension is clear. When the balance swings too far in the direction of technological development, technological wizardry runs amok. When it swings too far in the direction of satisfying customer demands, innovativeness can be stifled and technological stagnation can result. Maintaining a state of creative tension is important, then, for producing viable and technologically innovative products. A key task confronting managers, therefore, is fostering innovation while at the same time controlling and channelling it to meet the business needs of the organization. Perhaps nowhere is this need greater than in the new product development process. Edward McDonough and Richard Leifer report the results of a study which suggest that this task may be accomplished by relying on a bounded delegation style of project leadership and a culture which emphasizes a business orientation.

A framework for linking the structure of information systems with organizational requirements for information sharing

Abstract:This paper describes relations between organizational structures and IS structures based on requirements for information sharing. Information sharing is defined as a linking concept between organizational and IS structures. Task characteristics, technological interdependency, work teams, and networked structures of organizations determine information sharing requirements. Adopting the paradigm of the organizational fit school, this paper postulates that for IS structures to be effective they should possess capacities for matching information sharing requirements.

Deep structures: real information requirements determination

Abstract We argue that a class of information is missing in the traditional ways of performing information requirements determination (IRD) activities. This “deep structure” information consists of the values, beliefs and unwritten rules in an organization. Previous research shows that failure to identify this is one of the reasons why information systems (IS) fail. Here, therefore, focus group methodology is suggested as a preprocess for IRD processes for uncovering latent information. Further, in order to see how effective the focus group method is for eliciting deep structure information, a laboratory experiment was conducted. The results suggest, first, that deep structure information is qualitatively different from surface structure information and second, that information gathered using the focus group methodology contains more deep structure information than that using traditional interviews. Implications are discussed.

Corporate Venture Capital Models for Promoting Radical Innovation

Because of the substantial technical, market, organizational and resource uncertainties associated with radical innovation projects, project team members and the managers who sit on decision-making boards frequently view traditional resource allocation processes as ineffective. Yet, the resource acquisition effort necessitated by inefficient or ineffective project funding mechanisms requires substantial time and energy from the project team, thereby diminishing the capacity of the team to focus on resolving technical and market uncertainties. Firms recognizing this difficulty are experimenting with new corporate venture capital models. This exploratory study employs in-depth, semi-structured interviews with representatives of Lucent, 3M, Norte I Networks, and Proctor & Gamble to obtain a rich description of the venture capital models that are emerging in support of radical innovation.

Research versus development: Differences and similarities

Results of a field study designed to assess structural and communication differences between research units and development units indicated that development units were characterized as having more routine jobs, having more interunit dependence and coordination, having more communication outside the work unit but less within the larger organization, and were less tightly structured than research units. These results are somewhat contrary to commonly accepted notions of structuring and controlling research and development units. Results are integrated with traditional notions about managing research and development in the context of more recent requirements of research units to be more accountable and effective than previously appreciated.

A implementação de inovação radical em empresas maduras

There is increasing evidence of the importance of radical or breakthrough innovation to long-term firm success in the competitive marketplace today. Although this recognition has permeated many established companies, there is uncertainty about how to accomplish such innovation. This article is based on a six-year longitudinal study of 12 radical-innovation projects in 10 large, mature companies. The life cycle of radical-innovation projects is unlike those of incremental projects, because of an abundance of uncertainties and discontinuities. These characteristics require that radical-innovation projects be managed quite differently from incremental ones. Seven key strategic imperatives are offered for successfully implementing radical innovation.