Interpretive barriers to successful product innovation in large firms.

Dougherty, D. (1992). Interpretive barriers to successful product innovation in large firms. Organization Science, 3(2), 179-202.

Type

Journal article

Intellectual base

Primary research

Year

1992

Volume

3

Issue

2

Pages

179-202

DOI

10.1287/orsc.3.2.179

DOI registrant

Institute for Operations Research and the Management Sciences

Link

https://doi.org/10.1287/orsc.3.2.179

Cited from

economics_finance, organizational_management, systems_cybernetics

Cited by

6 citations across 6 artifacts.

Each citation links to the sentence it supports in the citing article.

Primes

• Coordination

  • This sourceShows that departmental thought-worlds and product routines block cross-functional knowledge integration; an interpretive-coordination barrier in innovation.

• Division of Labor
  • Listed in the references but not attached to a specific claim.
• Environmental Coupling Strength
  • Listed in the references but not attached to a specific claim.
• Layered Coordination & Oversight
  • Listed in the references but not attached to a specific claim.
• Oversight Capacity
  • Listed in the references but not attached to a specific claim.
• Systemic Fragmentation
  • The information-opacity pattern where knowledge, insights, or problem-solutions generated in one unit remain localized and invisible to other units that could benefit

    Supported in partVerified against the publisher's abstract

    Dougherty's abstract reports that departmental thought worlds keep innovators from synthesizing expertise, i.e. knowledge generated in one unit stays localized and unavailable to others.

    “The paper describes in some depth differences among the thought worlds which keep innovators from synthesizing their expertise.”

    Read by an automated reader; not a human review. How support was checked

Verification

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Registry ID ref:e91e4921ccb8 · see in the full table