Replication strategy Methodological reflection on Case Study 1

advisable not to abandon a deterministic proposition too soon and to wait for further test results before it is concluded that a proposition in its current form definitely cannot be maintained. This is the strategy proposed in Case Study 1.

5.4 Case Study 2: Theory-testing research: testing a necessary condition

Testing a theory of ideal typical organizational configurations for successful product innovations 2 by Ferdinand Jaspers and Jan Van den Ende

5.4.1 Introduction

Product innovation is an important strategy for the growth and survival of firms. Innovation is an inherently uncertain exercise, however, requiring firms to organize their innovative activities to deal with the challenges of innovation projects as much as possible. In this section we test a theory that considers multiple dimensions of the organizational form for innovation projects. In contrast to “trad- itional” univariate or interaction models, this type of theory provides the possibility of testing the explanatory power of a group of concepts holistically. Such typological theories are more in line with managerial practice, as multiple decisions have to be made simultaneously and not in isolation.

5.4.2 Theory

5.4.2.1 Object of study

The object of study in this case study is product innovation projects. 2 This chapter is based on: Jaspers, F. and Van den Ende, J. 2005, Organizational Forms for Innovation in System Industries: A Typology Test with Case Studies on the Development of Mobile Telecom Applications, In: Wynstra, J.Y.F., Dittrich, K. and Jaspers, F.P.H. Eds., 2005, Dealing with dualities, Proceedings of the 21st IMP Conference, 1–3 September 2005, Rotterdam. Rotterdam: RSM Erasmus University. ISBN: 90-9019-836-9.

5.4.2.2 Concepts

The concepts of interest in this study are: ■ type of product innovation; ■ success; ■ organizational configuration. In this study we consider six types of innovation to components of a larger product e.g. Henderson and Clark, 1990; Teece, 1996: 1. incremental innovation for core components; 2. incremental innovation for peripheral components; 3. modular innovation; 4. architectural innovation for core components; 5. architectural innovation for peripheral components; 6. radical innovation. These types of innovation are defined by the extent of component change incremental or radical, the extent of change to the interface between the component and the rest of the product incremental or radical, and the distinction between core and peripheral components for innovations that involve incremental component change. Table 5.3 shows how we define the six types of innovation. The extent of component change reflects the level of uncertainty regarding the component’s underlying technologies. Radical compon- ent change pertains to a component based on entirely new technolo- gies. This causes a high level of uncertainty since it is very likely that many technical problems need to be solved. In contrast, incremental Table 5.3 Six types of innovation that change a product’s components and interfaces Component change Incremental, core Incremental, Radical peripheral Incremental Incremental Incremental Modular innovation for innovation for innovation core components peripheral Product components interface Radical Architectural Architectural Radical change innovation for innovation for innovation core components peripheral components