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Erfolg substanzieller Innovationen — der Innovationsgrad als Einflussfaktor

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Veränderungen in Organisationen

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Eine Annahme im Innovationsmanagement ist, dass innovative Aufgaben eine grundlegend andere Vorgehensweise als Routineentscheidungen verlangen (Hauschildt & Salomo, 2007). Während kritische Managementaktivitäten und Erfolgsfaktoren von gewöhnlichen Neuproduktentwicklungsprojekten bereits ausführlich erforscht wurden (Montoya-Weiss & Calantone, 1994; Brown & Eisenhardt, 1995; Ernst, 2002), stellen substanzielle Innovationen noch immer eine große Herausforderung dar. Denn solche auch als radikale Innovationen bezeichnete Vorhaben sind mit extremen Risiken und Unsicherheiten behaftet (Song & Montoya-Weiss, 1998; Leifer et al., 2000). Der Innovationsgrad als das Ausmaß der Neuartigkeit ist deshalb zu einem Schlüsselkonstrukt geworden (Schlaak, 1999). Kenntnis über Art und Stärke seines Einflusses auf den Innovationserfolg ist sowohl für die Auswahl von Innovationsprojekten als auch für das problemspezifische Management dieser Vorhaben von entscheidender Bedeutung.

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  1. Fakultät VIII, Wirtschaft und Management, Institut für Technologie und Management, Technische Universität Berlin, Straße des 17. Junil35, H71, 10623, Berlin

    Prof. Dr. Hans Georg Gemünden

  2. Institut für Technologie und Management, Lehrstuhl für Innovations- und Technologiemanagement, Technische Universität Berlin, Straße des 17. Juni 135, Sekr. H71, 10623, Berlin

    Dipl.Ing. Alexander Kock MSc.

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Gemünden, H.G., Kock, A. (2008). Erfolg substanzieller Innovationen — der Innovationsgrad als Einflussfaktor. In: Fisch, R., Müller, A., Beck, D. (eds) Veränderungen in Organisationen. VS Verlag für Sozialwissenschaften. https://doi.org/10.1007/978-3-531-91166-3_9

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