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INTEGRATING MARKETING AND R&D PROJECT PERSONNEL WITHIN INNOVATION PROJECTS: AN INFORMATION UNCERTAINTY MODEL *
Author(s) -
Souder William E.,
Moenaert Rudy K.
Publication year - 1992
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/j.1467-6486.1992.tb00675.x
Subject(s) - interdependence , uncertainty reduction theory , process (computing) , contingency theory , reduction (mathematics) , business , knowledge management , industrial organization , contingency , convergence (economics) , computer science , process management , marketing , economics , mathematics , linguistics , philosophy , geometry , communication , sociology , political science , law , operating system , economic growth
Technological innovation within the firm can be modelled as a process of uncertainty reduction. The four major sources of uncertainty are user needs, technological environments, competitive environments, and organizational resources. Reducing these uncertainties is the responsibility of the marketing and R&D functions within the firm. Because these functions are reciprocally interdependent, their success in reducing uncertainty requires integration and collaboration between them. A contingency framework is developed which shows the effect and the determinants of interfunctional information transfer. It is argued that the synergistic results of integration can best be understood as a within‐role increase of uncertainty reduction, and a between‐role convergence of functional uncertainty reduction. The implications of the model are discussed.