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Innovationsmanagement

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  • Hauschildt, Jürgen

Abstract

The management of innovations requires other procedures and Promoters than the management of routine decisions. First one has to define - according to the individual firm - which decision Problem has to be labelled as "innovative". Thus it will be with-drawn from the ordinary business procedures. Then one has to determine whether the management of Innovation should be a special function within the firm or whether the firm itself should be entirely devoted towards the innovative function. Innovation management is project management without the possibility to plan this project in an orthodox way. The pushing through of initiatives, the exact definition of the problem, the generation of goals and alternatives as well as the control of the process does not allow the thinking in well-organized procedures. Much will be decided by the personalities who determine the Innovation process: Promoters by expertise (experts), promoters by power (sponsors) and Champions provide with special contributions to solve the innovative problem.

Suggested Citation

  • Hauschildt, Jürgen, 1988. "Innovationsmanagement," Manuskripte aus den Instituten für Betriebswirtschaftslehre der Universität Kiel 211, Christian-Albrechts-Universität zu Kiel, Institut für Betriebswirtschaftslehre.
    • Handle: RePEc:zbw:cauman:211
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    File URL: https://www.econstor.eu/bitstream/10419/190938/1/manuskript_211.pdf
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    1. Hauschildt, Jürgen, 1989. "Innovationsstrategien und ihre organisatorischen Konsequenzen," Manuskripte aus den Instituten für Betriebswirtschaftslehre der Universität Kiel 228, Christian-Albrechts-Universität zu Kiel, Institut für Betriebswirtschaftslehre.

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