From Micro to Nanosystems: An Exploratory Study of Influences on Innovation Teams
What influences microsystems (MEMS) and nanosystems (NEMS) innovation teams apart from technology complexity? Based on in-depth interviews with innovators, this research explores the key influences on innovation teams in the early phases of MEMS/NEMS. Projects are rare and may last from 5 to 10 years or more from idea to concept. As fundamental technology development in MEMS/NEMS is highly complex and interdisciplinary by involving expertise from different basic and engineering disciplines, R&D is rather a 'testing of ideas' with many uncertainties than a clearly structured process. The purpose of this study is to explore the innovation teams- environment and give specific insights for future management practices. The findings are grouped into three major areas: people, know-how and experience, and market. The results highlight the importance and differences of innovation teams- composition, transdisciplinary knowledge, project evaluation and management compared to the counterparts from new product development teams.
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Technology Management, vol. 49, pp. 23-31, Nov-Dec 2006.
[14] G. A. Stevens and J. Burley, "Piloting the Rocket of Radical
Innovation," Research-Technology Management, vol. 46, pp. 16-25,
Mar-Apr 2003.
[15] J. E. McGrath, "Time, Interaction, and Performance (TIP) - A Theory of
Groups," Small Group Research, vol. 22, pp. 147-174, 1991.
[16] S. G. Cohen and D. E. Bailey, "What makes teams work: Group
effectiveness research from the shop floor to the executive suite,"
Journal of Management, vol. 23, pp. 239-290, 1997.
[17] R. G. Cooper, "Fixing the fuzzy front end of the new product process,"
CMA Magazine, vol. 71, p. 21, 1997.
[18] R. G. Cooper and E. J. Kleinschmidt, "Screening new products for
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New Product Development," Sloan Management Review, vol. 38, pp.
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innovation," Industrial Marketing Management, vol. 16, pp. 215-223,
1987.
[21] H. Sun and W. C. Wing, "Critical success factors for new product
development in the Hong Kong toy industry," Technovation, vol. 25,
pp. 293-303, 2005.
[22] M. E. Porter, "What is strategy?," Harvard Business Review, vol. 74,
pp. 61-78, Nov-Dec 1996.
[23] G. Barczak and D. Wilemon, "Team member experiences in new
product development: views from the trenches," R&D Management,
vol. 33, pp. 463-479, Nov 2003.
[24] E. B. Roberts, Fusfield, A. R., "Staffing the Innovative Technology-
Based Organization," Sloan Management Review, vol. 22, pp. 19-34,
1981.
[25] R. T. Keller, "Transformational leadership, initiating structure, and
substitutes for leadership: A longitudinal study of research and
development project team performance," Journal of Applied
Psychology, vol. 91, pp. 202-210, Jan 2006.
[26] R. C. Harris and J. T. Lambert, "Building Effective R&D Teams: The
Senior Manager's Role," Research-Technology Management, vol. 41,
pp. 28-35, Sep-Oct 1998.
[27] G. Gemmill and D. Wilemon, "The Hidden Side of Leadership in
Technical Team Management," Research-Technology Management,
vol. 37, pp. 25-32, Nov-Dec 1994.
[28] F. Norrgren, Schaller, J., "Leadership Style: Its Impact on Cross-
Functional Product Development," Journal of Product Innovation
Management, vol. 16, pp. 377-384, 1999.
[29] R. G. Cooper and E. J. Kleinschmidt, "New products: What separates
winners from losers?," Journal of Product Innovation Management,
vol. 4, pp. 169-184, 1987.
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of cross-functional teams," Journal of Product Innovation
Management, vol. 17, pp. 221-235, 2000.
[31] G. Barczak and D. Wilemon, "Successful Team New Team Leaders,"
Industrial Marketing Management, vol. 21, pp. 61-68, Feb 1992.
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Research, Present Findings, and Future Directions," The Academy of
Management Review, vol. 20, pp. 343-378, 1995.
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the Empirical Literature," International Journal of Management
Reviews, vol. 4, pp. 1-40, 2002.
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Development Process," Journal of Product Innovation Management,
vol. 15, pp. 304-321, 1998.
[35] R. Rothwell, et al., "SAPPHO updated - project SAPPHO phase II,"
Research Policy, vol. 3, pp. 258-291, 1974.
[36] J. M. Howell and C. M. Shea, "Effects of champion behavior, team
potency, and external communication activities on predicting team
performance," Group & Organization Management, vol. 31, pp. 180-
211, Apr 2006.
[37] J. M. Howell and C. A. Higgins, "Champions of Technological
Innovation," Administrative Science Quarterly, vol. 35, pp. 317-341,
Jun 1990.
[38] A. K. Chakrabarti, "Role of Champion in Product Innovation,"
California Management Review, vol. 17, pp. 58-62, 1974.
[39] B. A. Vojak, A. Griffin, R. L. Price, and K. Perlov, "Characteristics of
technical visionaries as perceived by American and British industrial
physicists," R&D Management, vol. 36, pp. 17-26, Jan 2006.
[40] C. Edmondson and I. M. Nembhard, "Product Development and
Learning in Project Teams: The Challenges Are the Benefits," Journal
of Product Innovation Management, vol. 26, pp. 123-138, Mar 2009.
[41] R. Rivas and D. H. Gobeli, "Accelerating innovation at Hewlett-
Packard," Research-Technology Management, vol. 48, pp. 32-39, Jan-
Feb 2005.
[42] R. G. Cooper and E. J. Kleinschmidt, "Determinants of Timeliness in
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@article{"International Journal of Business, Human and Social Sciences:52944", author = "Norbert Burger and Thorsten Staake", title = "From Micro to Nanosystems: An Exploratory Study of Influences on Innovation Teams", abstract = "What influences microsystems (MEMS) and nanosystems (NEMS) innovation teams apart from technology complexity? Based on in-depth interviews with innovators, this research explores the key influences on innovation teams in the early phases of MEMS/NEMS. Projects are rare and may last from 5 to 10 years or more from idea to concept. As fundamental technology development in MEMS/NEMS is highly complex and interdisciplinary by involving expertise from different basic and engineering disciplines, R&D is rather a 'testing of ideas' with many uncertainties than a clearly structured process. The purpose of this study is to explore the innovation teams- environment and give specific insights for future management practices. The findings are grouped into three major areas: people, know-how and experience, and market. The results highlight the importance and differences of innovation teams- composition, transdisciplinary knowledge, project evaluation and management compared to the counterparts from new product development teams.
", keywords = "Innovation teams, early phases, Microsystems, Nanosystems, technology developments.", volume = "4", number = "5", pages = "494-12", }
