Over the years, many authors have stressed that successful new product development requires the support of top management. Harvey Hegarty and Richard Hoffman explore this involvement through survey data obtained from top managers employed by a cross‐cultural sample of organizations. Reported influence on innovations varied by the respondents' functional specialties rather than their cultural backgrounds. However, both the use of strategic management activities and their association with influence on innovations were found to vary across cultures.
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Hegarty et al. (1990) studied this question.
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