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JOURNAL ARTICLE
Organizing for Radical Product Innovation: The Overlooked Role of Willingness to Cannibalize
Rajesh K. Chandy and Gerard J. Tellis
Journal of Marketing Research
Vol. 35, No. 4 (Nov., 1998), pp. 474-487
Published by: American Marketing Association
第一段是一个Key hypothesis说large company比较喜欢搞radical innovation。然后跳出两个人build on 这个假设说因为large company规模大可以分散风险之类的种种优势。Conversely,又跳出两个人反对说small company比较喜欢搞radical innovation,因为。。。。然后又有两个人说其实中型company才最喜欢搞radical innovation,因为。。。
Abstract
Why are some firms more successful at introducing radical product innovations than others? Following Schumpeter (1942), many researchers have suggested that firm size is the key organizational predictor of radical product innovation. The authors provide an alternate view and argue that one key variable that differentiates firms with strong radical product innovation records from others is the firms' willingness to cannibalize their own investments. The authors identify three organizational factors that drive a firm's willingness to cannibalize. Results from a survey of three high-tech industries tend to support the alternate view that willingness to cannibalize is a more powerful driver of radical product innovation than firm size is. These results suggest a need to reconsider conventional wisdom on firm size, cannibalization, and organizational synergy.
cannibalize (verb) = (of a company) to reduce the sales of one of its products by introducing a similar new product
第一段是一个Key hypothesis说large company比较喜欢搞radicalinnovation。然后跳出两个人build on 这个假设说因为largecompany规模大可以分散风险之类的种种优势。Conversely,又跳出两个人反对说small company比较喜欢搞radical innovation,因为。。。。然后又有两个人说其实中型company才最喜欢搞radical innovation,因为。。。
Much of the research on the causes of organizational innovation is rooted in Schumpeter’s (1942) seminal work. His notion of “creative destruction,” in which innovations destroy the market positions of firms committed to old technology, first drew attention to the powerful effects of radical innovation on the economy and the fortunes of individual firms. A key Schumpeterian hypothesis is that large firms innovate more “intensively” than small firms do (Scherer 1992, p. 1422). This hypothesis has been the subject of ex- tensive and continuing research (Cohen 1995). More than 100 research articles have studied the effects of size on innovation (Acs and Audretsch 1991). However, results of the research have been decidedly mixed (Scherer 1991).
第二个人说大 公司太Bureaucratic and unwilling to take risk所以小公司才有办法创新,第三个人说那中型公司最好了.最后一个最重要的说不是大小,是看公司是否willing to cannibals 我想大概是吃掉旧的产品来改进成新的、更好的产品。好象有一题是问大公司如果愿意来改善就如何如何
Authors such as Galbraith (1952) and Ali (1994) build on Schumpeter's basic arguments and suggest that large firms have many advantages over small ones in their ability to produce radical innovations. They note that large firms enjoy economies of scale in research and development, can spread risks widely, and have greater access to financial resources. Other researchers argue that, as firms become large, they become more bureaucratic, slower to react, and less willing to take risks (e.g., Mitchell and Singh 1993). As a result, they are less likely to produce radical innovations than smaller firms that do not possess these handicaps. These two views are contradictory. In addition, some authors suggest that the relationship between innovative productivity and size is bell-shaped (e.g., Ettlie and Rubenstein 1987). Medium-sized firms are positioned best for radical product innovation, because unlike small firms they possess the critical mass for research but do not suffer from the bureaucratic inertia of large firms. Conversely, Pavitt (1990) argues for a U-shaped curve. He suggests that the "proportions of significant innovations made by both large and small firms have been increasing at the expense of the medium-sized firms in between" (p. 23). Perhaps medium-sized firms have the liabilities of large and small firms and few of their strengths.
]By vincci(700)
还有一堆人争论大中小公司哪个更愿意技术革新,后来一老哥说你们丫都不对,size是浮云,willingness才是王道这篇。。。问题有细节,某XX和XX会同意以下哪个(第一段争论大中小公司里面出现的)这都很容易人名回去定位巨清楚。。。还有一个是说如果一个公司reluctant to cannibalize会如何
Willingness to cannibalize is critical because firms that dominate markets often are reluctant to embrace or foster radical innovations in their markets. Their reluctance derives from the established base of specialized investments with which they serve such markets. Nevertheless, organizational forces can compensate for the negative effects of specialized investments on willingness to cannibalize. In particular, the presence of internal markets, influential product champions, and future market focus can overcome the reluctance to cannibalize and motivate radical product innovations. Thus, willingness to cannibalize mediates the relationship between these organizational factors and radical product innovation. Although marketing managers have little control over their firm’s size, they have considerable influence over these organizational factors (e.g., Kohli and Jaworski 1990; Menon, Bharadwaj, and Howell 1996). In Figure 1, we summarize these effects. The subsequent sections explain each of the concepts.
第二段就是一个人出来反驳第一段中的观点,说他们只注重organization,size,而忽视了最重要的问题,他认为公司是否愿意革新的关键是a company will cannibalize,下面有解释,即新的技术可能会使旧的产品obsolete。文章到这儿就没有了。 反正最重要的一句话就是, a large company will cannibalize (好像是这个单词吧) its innovation. 对此有解释:就是take innovation so soon that their products will soon obsolete. (这句话说得真awkward. 不是原话 ) 注意,这里考题了。考的是CR类型的, 好像是问assumption.
Although not every technological breakthrough becomes a radical product innovation, radical product innovations do have the potential to render existing products obsolete. Thus, a firm’s willingness to cannibalize is a vital factor that drives managerial support for radical innovation (e.g., Nault and Vandenbosch 1996).
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