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Many of the organizational problems that are inherent in the integration of innovation-producing activities come to light in the form of difficulties experienced in achieving implementation of output. Such difficulties are common not only in operations research but in most forms of innovative activity, among them R&D. Growing out of the work that has been pursued at Northwestern in research programs on both the R&D process and the management of operations research/management science (OR/MS) activities, this paper examines the systemic causes of such implementation problems. We have hypothesized that the environment in which innovative activity is carried on is an important determinant of the mode and effectiveness of project implementations. Specifically, we have considered how goal operationally differences, such as may be found between government and business organizations, will influence the strategic behavior of the managers of innovative groups. The data in this paper come primarily from our OR/MS studies in approximately one hundred United States business and government organizations.
Radnor et al. (Tue,) studied this question.