Contingency Theory: Qualitative Research

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As noted, based on contingency theory, we conducted a qualitative research to identify contingency factors that can explain the different types of organizational structure for non-incremental innovation projects. We observed one notable contingency is the most predominant high uncertainty innovation projects of the established firms (science based versus business based innovation projects, e.g.). After, we create three categories to try grouping the main results. Each category was analyzed according to five aspects: i) autonomous for decision making and resources allocation, ii) support from the high leadership of the mainstream firm, iii) interface between the internal structure and mainstream firm, and external agents, iv) organizational…show more content…
It is an organizational configuration focused on grouping employees in the same department or unit, according to a specialized or similar set of activities. As Daft (2001) stated, functional structures group “employees together who perform similar functions or work process or who bring similar knowledge and skills to bear (p.96)” In short, employees have one clearly superior (hierarchically) person. Furthermore, Jones (2010) highlight that, the functional organizational are grouped by specialties, such as production, marketing, accounting and…show more content…
One important aspect of this organizational configuration is the physical separation from the existing established firms. As Raisch (2008) declares that one internal organizational structure for promoting the development of non-incremental innovation projects in established firms enjoys considerable autonomy through their control of most activities. A wide literature covers different success cases from this type of organizational configuration, as firm sales growth performance, (He and Wong, 2004), firm survival (Laplume and Dass, 2012), improving products innovation rates (O’Reilly and Tushman, 2013), new markets explored (Raisch, 2008). This success was achieved by the existence of integrated elements, such as: a senior team explicitly support, and a separate but aligned organizational architectures (O’Reilly and Tushman,

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