Controlling & Management

, Volume 51, Supplement 3, pp 26–35 | Cite as

Unexpected Allies in Innovation

An Analysis of the Controller’s Contribution to Innovation Processes1
  • Jürgen Weber
  • Eric Zayer
Schnittstelle Innovation & Controlling

█ 1. Introduction

The importance of a constant stream of innovative products to a company’s long term success has long been accepted. The same is true of the need for strong management involvement in innovation. While innovation processes have always been considered a challenging terrain for managers, several trends have recently increased the pressure. For one, growing global competition has raised the need for innovation. Second, the increasing orientation of companies towards shareholder value concepts has forced managers to watch the use of funds and innovations’ contributions to the company more closely. Tight management is needed to guarantee a steady flow of economically successful innovations that create shareholder value. In consequence, managers face the increasingly complex task of integrating innovation processes into the strategic and operational planning and monitoring systems used in other parts of the company.

In this paper, the authors want to put forth the hypothesis...


Innovation Process Senior Management Success Factor Quality Function Deployment Innovation Strategy 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.



  1. Albers, Sönke (1989): Gewinnorientierte Neuproduktpositionierung in einem Eigenschaftsraum, ZfBF, (41) 3, 186 – 209.Google Scholar
  2. Albers, Sönke (2001): Marktdurchsetzung von Innovation, in: Albers, Sönke, Klaus Brockhoff, and Jürgen Hauschildt (eds.): Technologie- und Innovationsmanagement. Leistungsbilanz des Kieler Graduiertenkollegs, Wiesbaden, 79 – 116.Google Scholar
  3. Attuahene-Gima, Kwaku and Felicitas Evangelista (2000): Cross-Functional Influence in New-Product Development. An Explorative Study of Marketing and R&D Perspectives, Management Science (46) 10, 1269 – 1284.Google Scholar
  4. Brockhoff, Klaus (1986): Effizienz von Forschung und Entwicklung. Staudt, Erich (ed.): Das Management von Innovationen, Frankfurt, 343 – 355.Google Scholar
  5. Brockhoff, Klaus (1987): Budgetierungsstrategien für Forschung und Entwicklung, ZfB, (57) 9, 846 – 869.Google Scholar
  6. Brockhoff, Klaus (1989): Schnittstellenmanagement, Stuttgart.Google Scholar
  7. Brockhoff, Klaus (1998): Technology Management as Part of Strategic Planning, R&D Management, (28) 3, 129 – 138.Google Scholar
  8. Brockhoff, Klaus (1999a): Forschung und Entwicklung. Planung und Kontrolle, 5th edition Munich.Google Scholar
  9. Brockhoff, Klaus (1999b): Produktpolitik, 4th edition, Stuttgart.Google Scholar
  10. Brockhoff, Klaus (2001): Innovationsmanagement als Technologiemanagement. Albers, Sönke, Klaus Brockhoff, and Jürgen Hauschildt (eds.): Technologie- und Innovationsmanagement. Leistungsbilanz des Kieler Graduiertenkollegs, Wiesbaden, 17 – 78.Google Scholar
  11. Brockhoff, Klaus and Alok Chrakrabarti (1988): R&D, Marketing Linkage and Innovation Strategy, IEEE Transactions on Engineering Management, (35) 3, 165 – 174.Google Scholar
  12. Brockhoff, Klaus and Alok Chakrabarti (1997): Take a Pro-active Approach to Negotiating Your R&D-Budget, Research Technology Management, (40) 5, 37 – 41.Google Scholar
  13. Bürgel, Hans Dietmar, Christiane Haller, and Markus Binder (1996): F&E Management, Munich. Clement, Michel, Thorsten Litfin, and SvenGoogle Scholar
  14. Vanini (1998): Ist die Pionierrolle ein Erfolgsfaktor?, ZfB, (68) 2, 205 – 226.Google Scholar
  15. Ernst, Holger (2002): Success Factors of New Product Development: A Review of the Empirical Literature, International Journal of Management Reviews, (4) 1, 1 – 40.Google Scholar
  16. Gaiser, Bernd (1993): Schnittstellencontrolling bei der Produktentwicklung, Munich. Gerpott, Thorsten (1999): Strategisches Technologie- und Innovationsmanagement, Stuttgart.Google Scholar
  17. Gupta, Ashok, S.P. Raj, and David Wilemon (1986): A Model for Studying R&D-Marketing Interface in the Product Innovation Process, Journal of Marketing, (50) 4, 7 – 17.Google Scholar
  18. Hauschildt, Jürgen and Alok Chakrabarti (1998): Arbeitsteilung im Innovationsmanagement. Hauschildt, Jürgen and Hans Georg Gemünden (eds.): Promotoren, Wiesbaden, 67 – 88.Google Scholar
  19. Hauschildt, Jürgen and Edgar Kirchmann (1998): Zur Existenz und Effizienz von Prozesspromotoren. Hauschildt, Jürgen and Hans Georg Gemünden (eds.): Promotoren, Wiesbaden, 89 – 110.Google Scholar
  20. Homburg, Christian, Jürgen Weber, René Aust, and Jan-Thido Karlshaus (1998): Interne Kundenorientierung der Kostenrechnung. Ergebnisse der Koblenzer Studie, Vallendar.Google Scholar
  21. Hope, Jeremy and Robin Fraser (2003): Beyond Budgeting, Stuttgart, Horváth, Péter (2003): Controlling, Munich Kaplan, Robert and David Norton (1996): The Balanced Scorecard, Boston, MA.Google Scholar
  22. Kotler, Philip and Friedhelm Bliemel (1999): Marketing-Management. Analyse, Planung, Umsetzung und Steuerung, 9th edition, Stuttgart.Google Scholar
  23. Kreikebaum, Hartmut (1991): Strategische Unternehmensplanung, 4th edition, Stuttgart. Littkemann, Jörn (1997): Innovationen und Rechnungswesen, Wiesbaden.Google Scholar
  24. McCarthy, Jerome (1981): Basic Marketing. A Managerial Approach, 9th edition, Homewood. Mehrwald, Herwig (1999): Das ‚Not-Invented- Here’-Syndrom (NIH) in Forschung und Entwicklung, Frankfurt.Google Scholar
  25. Menon, Anil and Rajan Varadarajan (1992): A Model of Marketing Knowledge Use within Firms, Journal of Marketing, (56) 4, 53 – 71.Google Scholar
  26. Rossel, Alfred (1988): Controlling im F.u.E.- Bereich eines Pharma-Unternehmens. Konzeptionen, Controller Magazin, (13) 6, 326 – 330.Google Scholar
  27. Sabisch, Helmut (1991): Produktinnovationen, Stuttgart. Schewe, Gerhard (1992): Imitationsmanagement, Stuttgart.Google Scholar
  28. Schon, Donald (1963): Champions for Radical New Inventions, Harvard Business Review, (41) 2, 77 – 86.Google Scholar
  29. Schulz-Moll, Patricia, Mark Esser, and Udo Klein-Bölting (2003): Brand Investment Controlling, Zeitschrift für Controlling und Management, (47) 3, 165 – 169.Google Scholar
  30. Seidenschwarz, Werner (1993): Target Costing, Munich.Google Scholar
  31. Stippel, Nicola (1999): Innovationscontrolling, Munich.Google Scholar
  32. Stockbauer, Herta (1989): F&E-Controlling, Wien.Google Scholar
  33. Stockbauer, Herta (1991): F&E-Budgetierung aus der Sicht des Controlling, Controlling, (3) 3, 136 – 143,Google Scholar
  34. Trigeorgis, Lenos (1996): Real Options. Managerial Flexibility in Resource Allocation, Cambridge.Google Scholar
  35. Walter, Achim and Hans Georg Gemünden (1998): Beziehungspromotoren als Förderer inter-organisationaler Austauschprozesse: Empirische Befunde. Hauschildt, Jürgen and Hans Georg Gemünden (eds.): Promotoren, Wiesbaden, 133 – 158.Google Scholar
  36. Weber, Jürgen (2002): Einführung in das Controlling, 9th edition, Stuttgart.Google Scholar
  37. Weber, Jürgen (2003): Controlling in unterschiedlichen Führungskontexten – ein Überblick, Zeitschrift für Controlling und Management, (47) 3, 183 – 192.Google Scholar
  38. Weber, Jürgen, Bernhard Hirsch, Stefan Linder, and Eric Zayer (2003): Verhaltensorientiertes Controlling, Vallendar.Google Scholar
  39. Weber, Jürgen and Stefan Linder (2003): Budgetierung – Better Budgeting oder Beyond Budgeting?, Vallendar.Google Scholar
  40. Werner, Hartmut (1997): Strategisches Forschungs- und Entwicklungs-Controlling, Wiesbaden.Google Scholar
  41. Witte, Eberhard (1973): Organisation für Innovationsentscheidungen. Das Promotoren-Modell, Göttingen.Google Scholar

Copyright information

© Gabler Verlag Wiesbaden GmbH 2007

Authors and Affiliations

  • Jürgen Weber
  • Eric Zayer

There are no affiliations available

Personalised recommendations