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Biegelbauer, P. (2016). How different forms of policy learning influence each other: Case studies from Austrian innovation policy-making. Policy Studies, 37(2), 129–146.
Bodewes, W. E. . (2002). Formalization and innovation revisited. European Journal of Innovation Management, 5(4), 214–223.
Bowers, J., & Khorakian, Al. (2014). Integrating risk management in the innovation project. European Journal of Innovation Management, 17(1), 25–40.
Brown, M. G., & Svenson, R. A. (1988). Measuring R&D productivity. Research Technology Management, 41(6), 105–110.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Burns, T., & Stalker, G. M. (1961). The Management of Innovation (2nd ed.). London: Tavistock Publications.
Chesbrough, H. W. (2004). The era of open innovation. MIT Sloan Management Review, 45(2), 26–32.
Crawhall, R. J. (2013). Time to innovate: Reflections and recommendations on time management for innovative managers. Technology Innovation Management Review, 3(9), 13–19.
Curry, E., & Donnellan, B. (2014). Implementing sustainable IT strategy: case of Intel. Journal of Information Technology Teaching Cases, 4(1), 41–48.
Damanpour, F. (1991). Organizational innovation: a meta-analysis of effects of determinants and moderators. Academy of Management Journal, 34(3), 555–590.
Dutt, N., Vidal, E. and Mcgahan, A. (2016) ‘How open system intermediaries address institutional failures: The case of business incubators in emerging-market countries’, Academy of Management Journal, 59(3), 818– 840.
Eisendhardt, K. M. (1985). Control: Organizational and economic approach. Management Science, 31(2), 134–149.
Ferguson, S. M., & Olert, M. R. (2015). Competitive pressure and technology adoption: Evidence from a policy reformation in Western Canada. American Journal of Agricultural Economics, 98(2), 422–446.
Fleming, L., & Waguespack, D. M. (2007). Brokerage, boundary spanning, and leadership in open innovation communities. Organization Science, 18(2), 165–180.
Golestani, A., & Gras, R. (2014). Can we predict the unpredictable? Scientific Reports, 4(6384), 1–6.
Gregory, R. ., & Keil, M. (2013). Control balancing in information systems development offshoring projects. MIS Quarterly, 37(4), 1211–1232.
Gudono. (2016). Teori organisasi (3rd ed.). Jogjakarta: FEB-UGM.
Heiskanen, A., Newman, M., & Eklin, M. (2008). Control, trust, power, and the dynamics of information systems outsourcing relationships: A process study of contractual software development. Journal of Strategic Information Systems, 17(4), 268–286.
Hermanowicz, J. C. (2013). The longitudinal qualitative interview. Qualitatibve Sociology, 36(March), 189–208.
Hoegl, M., Lichtenthaler, U., & Muethel, M. (2011). Is your company ready for open innovation? MIT Sloan Management Review, 53(1), 45.
Iamratanakul, S., F. Badir, Y., Siengthai, S., & Sukhotu, V. (2014). Indicators of best practices in technology product development projects. International Journal of Managing Projects in Business, 7(4), 602.
Kaplan, R. S., & Norton, D. P. (2008). The Execution Premium. Boston, Massachusets: Harvard Business School Publishing.
Karlsson, M., Trygg, L., & Elfström, B. O. (2004). Measuring R&D productivity: Complementing the picture by focusing on research activities. Technovation, 24(3), 179–186.
Kirsch, L. J. (1997). Portfolios of Control Modes and IS Project Management. Information Systems Research.
Ko, W. W., & Liu, G. (2019). How information technology assimilation promotes exploratory and exploitative innovation in the small and mediumâ€sized firm context: The role of contextual ambidexterity and knowledge base. The Journal of Product Innovation Management, 36(4), 442-466.
Lecerf, M., & Omrani, N. (2020). SME Internalization: The impact of information technology and innovation. Journal of the Knowledge Economy, 11, 805-824.
Lichtenthaler, U., Hoegl, M., & Muethel, M. (2011). Is your company ready for open innovation? MIT Sloan Management Review, 53(1), 45.
Miles, R. E., & Snow, C. C. (2003). Organization strategy, structure, and process. California: Stanford University Press.
Munns, A. K., & Bjeirmi, B. F. (1996). The role of project management in achieving project success. International Journal of Project Management, 14(2), 81–87.
Nahartyo, E. (2013). Desain dan Impelemntasi Riset Eksperimen (2nd ed.). Yogyakarta: UPP STIM YKPN.
Nofiany, D., Indarti, B., Lukito-Budi, A.S., Manik, H.F.G.G. (2021). The dynamics between balanced and combined ambidextrous strategies: A paradoxical affair about the effect of entrepreneurial orientation on SME’s performance. Journal of Entrepreneurship in Emerging Economies. Forthcoming publication. 10.1108/JEEE-09-2020-0331
Organ, D. W., & Greene, C. N. (1981). The effects of formalization on professional involvement : A Compensatory process approach. Administrative Science Quarterly, 26(2), 237–252.
Ouchi, W. G. (1980). Market, bureaucracies, and clans. Administrative Science Quarterly, 25(1), 129–141.
Pasciaroni, C. (2016). Knowledge organizations and high-tech regional innovation systems in developing countries: Evidence from Argentina. Journal of Technology Management and Innovation, 11(2), 22–32.
Pfeffer, J., & Salancik, G. R. (1978). The external controls of organizations: A resource dependence perspective. New York: Harper & Row.
Phoocharoon, P. (2013). Embedding from inside: Transformational teacher on promoting transformational leadership behavior through innovative-driven action Learning. International Journal of Innovation, Management and Technology, 4(2), 213–217.
Phugh, D. S., Hickson, D. J., Hinnings, C. R., & Turner, C. (1968). Dimensions of organizational structure. Administrative Science Quarterly, 13: 65–105.
Prifling, M., Gregory, R., & Beck, R. (2009). Changing psychological contracts and their effect on control modes in IT offshore outsourcing projects: A case from the financial services industry. Proceeding of the 42nd Hawaii International Conference on System Sciences. CA: Los Alamitos: IEEE Computer Society Press.
Project Management Institute. (2013). Project management book of knowledge (PMBOK) (5th ed.). Pennsylvania: Project Management Institute, Inc.
Randolph, W. a, & Posner, B. Z. (1988). What every manager needs to know about project management. Sloan Management Review, 29(4), 65–73.
Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership. Leadership Quarterly, 22(5), 956–974.
Sauer, C., Liu, L., & Johnston, K. (2001). When project managers are kings. Project Management Journal, 32(4), 39-49.
Scaringella, L., Miles, R., & Truong, Y. (2017). Customers involvement and firm absorptive capacity in radical innovation: the case of technological spin-offs. Technological Forecasting and Social Change, 120, 144-162.
Shibeika, A., & Harty, C. (2016). Diffusion of digital innovation in construction : a case study of a UK engineering firm. Construction Management and Economics, 33(5-6), 453–466.
Shin, K., Kim, S. J., & Park, G. (2016). How does partner type in R&D alliances impact technological innovation performance? A study on the Korean biotechnology industry. Asia Pacific Journal of Management, 33(1), 141–164.
Simon, H. . (1976). Administrative behavior: A study of decision-making processes in administrative organization. New York: The Free Press NY.
Sine, W. D., Mitsuhashi, H., & Kirsch, D. (2006). Revisiting burns and stalker: Formal structure and new venture performance dots. The Academy of Management Journal, 49(1), 121–132.
Susilo, A., Heales, J., & Rohde, F. (2009). Project management effectiveness: The choice - formal or informal controls. Australasian Journal of Information Systems, 15(1), 153–167.
Un, C. A., & Asakawa, K. (2015). Types of R&D collaborations and process innovation: The benefit of collaborating upstream in the knowledge chain. Journal of Production and Innovation Management, 32(1), 138–153.
van der Panne, G., van Beers, C., Kleinknecht, A. (2003). Success and failure of innovation: A literature review. International Journal of Innovation Management, 7(3), 309-338.
Wiener, M., Mähring, M., Remus, U., & Saunders, C. (2016). Control configuration and control enactment in information systems projects: Review and expanded theoretical framework. MIS Quarterly, 40(3), 741–774.
Willow, A. (2000). Centrifugal and centripetal forces in radical new product development under time pressure, 25(2), 389–408.
Wiredu, G. O. (2012). Information systems innovation in public organisations: an institutional perspective. Information Technology & People, 25(2), 188–206.
Yukl, G. (2012). Leadership in organizations (8th ed.). Harlow, UK: Pearson Education Limited.
Zhang, M. J. (2011). Firm-level performance impact of IS support for product innovation. European Journal of Innovation Management, 14(1), 118–132.
Biegelbauer, P. (2016). How different forms of policy learning influence each other: Case studies from Austrian innovation policy-making. Policy Studies, 37(2), 129–146.
Bodewes, W. E. . (2002). Formalization and innovation revisited. European Journal of Innovation Management, 5(4), 214–223.
Bowers, J., & Khorakian, Al. (2014). Integrating risk management in the innovation project. European Journal of Innovation Management, 17(1), 25–40.
Brown, M. G., & Svenson, R. A. (1988). Measuring R&D productivity. Research Technology Management, 41(6), 105–110.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Burns, T., & Stalker, G. M. (1961). The Management of Innovation (2nd ed.). London: Tavistock Publications.
Chesbrough, H. W. (2004). The era of open innovation. MIT Sloan Management Review, 45(2), 26–32.
Crawhall, R. J. (2013). Time to innovate: Reflections and recommendations on time management for innovative managers. Technology Innovation Management Review, 3(9), 13–19.
Curry, E., & Donnellan, B. (2014). Implementing sustainable IT strategy: case of Intel. Journal of Information Technology Teaching Cases, 4(1), 41–48.
Damanpour, F. (1991). Organizational innovation: a meta-analysis of effects of determinants and moderators. Academy of Management Journal, 34(3), 555–590.
Dutt, N., Vidal, E. and Mcgahan, A. (2016) ‘How open system intermediaries address institutional failures: The case of business incubators in emerging-market countries’, Academy of Management Journal, 59(3), 818– 840.
Eisendhardt, K. M. (1985). Control: Organizational and economic approach. Management Science, 31(2), 134–149.
Ferguson, S. M., & Olert, M. R. (2015). Competitive pressure and technology adoption: Evidence from a policy reformation in Western Canada. American Journal of Agricultural Economics, 98(2), 422–446.
Fleming, L., & Waguespack, D. M. (2007). Brokerage, boundary spanning, and leadership in open innovation communities. Organization Science, 18(2), 165–180.
Golestani, A., & Gras, R. (2014). Can we predict the unpredictable? Scientific Reports, 4(6384), 1–6.
Gregory, R. ., & Keil, M. (2013). Control balancing in information systems development offshoring projects. MIS Quarterly, 37(4), 1211–1232.
Gudono. (2016). Teori organisasi (3rd ed.). Jogjakarta: FEB-UGM.
Heiskanen, A., Newman, M., & Eklin, M. (2008). Control, trust, power, and the dynamics of information systems outsourcing relationships: A process study of contractual software development. Journal of Strategic Information Systems, 17(4), 268–286.
Hermanowicz, J. C. (2013). The longitudinal qualitative interview. Qualitatibve Sociology, 36(March), 189–208.
Hoegl, M., Lichtenthaler, U., & Muethel, M. (2011). Is your company ready for open innovation? MIT Sloan Management Review, 53(1), 45.
Iamratanakul, S., F. Badir, Y., Siengthai, S., & Sukhotu, V. (2014). Indicators of best practices in technology product development projects. International Journal of Managing Projects in Business, 7(4), 602.
Kaplan, R. S., & Norton, D. P. (2008). The Execution Premium. Boston, Massachusets: Harvard Business School Publishing.
Karlsson, M., Trygg, L., & Elfström, B. O. (2004). Measuring R&D productivity: Complementing the picture by focusing on research activities. Technovation, 24(3), 179–186.
Kirsch, L. J. (1997). Portfolios of Control Modes and IS Project Management. Information Systems Research.
Ko, W. W., & Liu, G. (2019). How information technology assimilation promotes exploratory and exploitative innovation in the small and mediumâ€sized firm context: The role of contextual ambidexterity and knowledge base. The Journal of Product Innovation Management, 36(4), 442-466.
Lecerf, M., & Omrani, N. (2020). SME Internalization: The impact of information technology and innovation. Journal of the Knowledge Economy, 11, 805-824.
Lichtenthaler, U., Hoegl, M., & Muethel, M. (2011). Is your company ready for open innovation? MIT Sloan Management Review, 53(1), 45.
Miles, R. E., & Snow, C. C. (2003). Organization strategy, structure, and process. California: Stanford University Press.
Munns, A. K., & Bjeirmi, B. F. (1996). The role of project management in achieving project success. International Journal of Project Management, 14(2), 81–87.
Nahartyo, E. (2013). Desain dan Impelemntasi Riset Eksperimen (2nd ed.). Yogyakarta: UPP STIM YKPN.
Nofiany, D., Indarti, B., Lukito-Budi, A.S., Manik, H.F.G.G. (2021). The dynamics between balanced and combined ambidextrous strategies: A paradoxical affair about the effect of entrepreneurial orientation on SME’s performance. Journal of Entrepreneurship in Emerging Economies. Forthcoming publication. 10.1108/JEEE-09-2020-0331
Organ, D. W., & Greene, C. N. (1981). The effects of formalization on professional involvement : A Compensatory process approach. Administrative Science Quarterly, 26(2), 237–252.
Ouchi, W. G. (1980). Market, bureaucracies, and clans. Administrative Science Quarterly, 25(1), 129–141.
Pasciaroni, C. (2016). Knowledge organizations and high-tech regional innovation systems in developing countries: Evidence from Argentina. Journal of Technology Management and Innovation, 11(2), 22–32.
Pfeffer, J., & Salancik, G. R. (1978). The external controls of organizations: A resource dependence perspective. New York: Harper & Row.
Phoocharoon, P. (2013). Embedding from inside: Transformational teacher on promoting transformational leadership behavior through innovative-driven action Learning. International Journal of Innovation, Management and Technology, 4(2), 213–217.
Phugh, D. S., Hickson, D. J., Hinnings, C. R., & Turner, C. (1968). Dimensions of organizational structure. Administrative Science Quarterly, 13: 65–105.
Prifling, M., Gregory, R., & Beck, R. (2009). Changing psychological contracts and their effect on control modes in IT offshore outsourcing projects: A case from the financial services industry. Proceeding of the 42nd Hawaii International Conference on System Sciences. CA: Los Alamitos: IEEE Computer Society Press.
Project Management Institute. (2013). Project management book of knowledge (PMBOK) (5th ed.). Pennsylvania: Project Management Institute, Inc.
Randolph, W. a, & Posner, B. Z. (1988). What every manager needs to know about project management. Sloan Management Review, 29(4), 65–73.
Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership. Leadership Quarterly, 22(5), 956–974.
Sauer, C., Liu, L., & Johnston, K. (2001). When project managers are kings. Project Management Journal, 32(4), 39-49.
Scaringella, L., Miles, R., & Truong, Y. (2017). Customers involvement and firm absorptive capacity in radical innovation: the case of technological spin-offs. Technological Forecasting and Social Change, 120, 144-162.
Shibeika, A., & Harty, C. (2016). Diffusion of digital innovation in construction : a case study of a UK engineering firm. Construction Management and Economics, 33(5-6), 453–466.
Shin, K., Kim, S. J., & Park, G. (2016). How does partner type in R&D alliances impact technological innovation performance? A study on the Korean biotechnology industry. Asia Pacific Journal of Management, 33(1), 141–164.
Simon, H. . (1976). Administrative behavior: A study of decision-making processes in administrative organization. New York: The Free Press NY.
Sine, W. D., Mitsuhashi, H., & Kirsch, D. (2006). Revisiting burns and stalker: Formal structure and new venture performance dots. The Academy of Management Journal, 49(1), 121–132.
Susilo, A., Heales, J., & Rohde, F. (2009). Project management effectiveness: The choice - formal or informal controls. Australasian Journal of Information Systems, 15(1), 153–167.
Un, C. A., & Asakawa, K. (2015). Types of R&D collaborations and process innovation: The benefit of collaborating upstream in the knowledge chain. Journal of Production and Innovation Management, 32(1), 138–153.
van der Panne, G., van Beers, C., Kleinknecht, A. (2003). Success and failure of innovation: A literature review. International Journal of Innovation Management, 7(3), 309-338.
Wiener, M., Mähring, M., Remus, U., & Saunders, C. (2016). Control configuration and control enactment in information systems projects: Review and expanded theoretical framework. MIS Quarterly, 40(3), 741–774.
Willow, A. (2000). Centrifugal and centripetal forces in radical new product development under time pressure, 25(2), 389–408.
Wiredu, G. O. (2012). Information systems innovation in public organisations: an institutional perspective. Information Technology & People, 25(2), 188–206.
Yukl, G. (2012). Leadership in organizations (8th ed.). Harlow, UK: Pearson Education Limited.
Zhang, M. J. (2011). Firm-level performance impact of IS support for product innovation. European Journal of Innovation Management, 14(1), 118–132.
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Affiliations
Andy Susilo Lukito-Budi
Atma Jaya Catholic University of Indonesia
How to Cite
1.
Lukito-Budi A. Control Mechanisms and Leadership Styles: A Conceptual Framework for Innovation Projects. MAJ [Internet]. 15Apr.2021 [cited 19Nov.2024];10(1):11-2. Available from: http://journal.unnes.ac.id/sju/maj/article/view/42688
Control Mechanisms and Leadership Styles: A Conceptual Framework for Innovation Projects
Vol 10 No 1 (2021): Management Analysis Journal
Submitted: Nov 17, 2020
Published: Apr 15, 2021
Abstract
This is a conceptual paper discussing how to undertake innovation in an organization as a project, and the components of the structure and leadership style as factors that support the implementation of the project. It reviews previous research related to organizational, leadership and control theories. It focuses on introducing the role of leadership and control structures into innovation projects. The suggested structure to be adopted is a mixed combination of organic and mechanical structures. This article argues the importance of the existence of a control mechanism to regulate the project; this functions as a set of tools to control the dynamics of the organizational structure in the project. It also reveals transformational leadership as the most suitable leadership style to control and deliver a successful innovation project. At the end, this article proposes several propositions to be tested further in empirical work. Some discussions about optional research methods are also presented.