Robert D. Nixon

A mid-range theory of interfunctional integration, its antecedents and outcomes

Abstract This work explores the importance of barriers to, and means of facilitating, interfunctional integration in design and the commercialization of innovation. Critical barriers include the distinct frames of reference in seperate functional areas, power and political processes. Firms may use loose coupling, integrator, cross-functional appointments/training, multifunctional teams and cultural indoctrination to promote interfunctional integration. It is hypothesized that effective interfunctional integration may be directly-related to value appropriation in commercializing innovations and indirectly related through effects on time-to-market and design and demand uncertainty. Interfunctional integration promotes reciprocal information flow among functions vital to the development, design and implementation of innovations. Therefore, it is a resource that can produce competitive advantage through the creation of value. Furthermore, such integration is very difficult to accomplish, and, therefore, its rarity and difficulty of imitation by competitors adds to competitive advantage. However, effective management of interfunctional integration is crucial or its costs may exceed its benefits. Theoretical propositions and suggestions for further research are presented.

ENTREPRENEURIAL DISCOVERY BY THE WORKING POOR

We test the proposition that it is possible to train the economically vulnerable, working poor of inner cities to make entrepreneurial discoveries. We demonstrate the effective use of a model of constrained, systematic search. We employ an experimental design with a control group using the alertness approach recommended by received theory and a treatment group using systematic search. Our results indicate the systematic search approach works 25 times better among a sample of the working poor. In addition, we operationalize systematic search training protocols and implementation. We conclude by discussing special challenges inherent in training the economically disadvantaged and suggest that the lack of trust of those from outside the local community necessitates the building of bridges to targeted residents. Bridge-building, as an integral part of public policy utilizing large-scale training, might be accomplished through reliance on established community relationships.

Navy Stories Behavior Versus Professional Control

This article proposes contingencies of behavior and professional control. The authors use two autoethnographic accounts to lend support to their theoretically derived propositions that using behavior control, when professional control is expected and appropriate, decreases organizational effectiveness. They argue that the more discrepant the expectations, the more negative will be the effect, especially if the discrepancy persists over time. They suggest that professional control should be employed when intense socialization is present and organization-specific skills have been developed. The autoethnographic accounts are based on lived experiences that occurred in the Canadian Navy while one of the authors was an officer in that navy. The authors argue that the lived experiences help to generalize back to theory—an important step in theory development.