Revealing dynamics and consequences of fit and misfit between formal and informal networks in multi-institutional product development collaborations

The study presents a longitudinal examination about dynamics and consequences of fit and misfit between formally ascribed design interfaces and informal communication networks in two large multi-institutional product development collaborations in space industry. Findings: (1) formally ascribed design interfaces and informal communication networks correlate only marginally. The main reason is that informal communication is much more dense than ascribed: (2) although the formally ascribed design interfaces change, the structure of informal communication remains largely stable throughout time; (3) the most intriguing finding is that this communicational misfit is associated with higher effectiveness, but, it negatively impacts the institutional unit's efficiency. (C) 2008 Elsevier B.V. All rights reserved

Revealing dynamics and consequences of fit and misfit between formal and informal networks in multi-institutional product development collaborations

The study presents a longitudinal examination about dynamics and consequences of fit and misfit between formally ascribed design interfaces and informal communication networks in two large multi-institutional product development collaborations in space industry. Findings: (1) formally ascribed design interfaces and informal communication networks correlate only marginally. The main reason is that informal communication is much more dense than ascribed; (2) although the formally ascribed design interfaces change, the structure of informal communication remains largely stable throughout time; (3) the most intriguing finding is that this communicational misfit is associated with higher effectiveness, but, it negatively impacts the institutional unit's efficiency.

Managing Innovation Driven Companies: Approaches in Practice

Emphasizing the practical side of Technology and Innovation Management, this book includes significant contributions to the practice of strategizing, management of competences and innovation management. While the findings are research-based, each contribution has 'managerial implications' which cover the recommended implementation