Technology enterprise leaders encounter an intense global competition in the marketplace not experienced in former traditional domestic markets. To compete effectively, leaders have the opportunity to transition from a classic vertical integration strategy to an open innovation strategy. This enables the enterprise to create disruptive change in new markets using proprietary company innovations and technologies by creating spin-out companies led by entrepreneurial employees. The study examined results of Innovation Initiative Program by a major U.S. defense firm to encourage employee entrepreneurial spirit and assist employees to form innovative start-up ventures for spin-out of company proprietary technologies and innovations into new markets. The study examined factors that caused program to termination after only 5 years of operation and recommends program changes to the to make it more effective as a means to implement an open innovation strategy. The research identified six emergent themes: (a) Participant interest and motivation was high for a variety of reasons; (b) program objectives and processes were inconsistent and changed frequently; (c) the program realized significant successes in spite of changing objectives and processes; (d) there were significant program deficiencies leading to the ultimate termination; (e) major distractions within the firm and conditions outside the firm contributed to the ultimate program termination; (f) simple changes to program organization and leadership can make the program successful in the company and in other organizations. The study offers a four-factor model for program success in large and mid-sized process-oriented technology firms, not-for-profit institutions, government organizations, and universities.
|Advisor:||Morris, Johnny L.|
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 69/08, Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior, Colleges, Universities, and Professional Schools|
|Keywords:||Bureaucracy, Corporate culture, Entrepreneurship, Innovation, Open innovation strategy, Technology, Technology enterprise|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be