Technological Innovation in the Pharmaceutical Industry: The Use of Organizational Control in Managing Research and Development

By Laura B. Cardinal. 2001

891 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1f4af18bbaa46f3e07b30d150fe7c6b9398c01c4

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Citations in the corpus

The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, neutral): “For example, Cardinal (2001) finds that different control mechanisms actually foster radical and incremental innovation.”
Team-level predictors of innovation at work: a comprehensive meta-analysis spanning three decades of research. (2009, background): “Other studies rely on objective criteria to assess innovation at work, counting the number of contributions to a suggestion system or the number of patents or new products (Cardinal, 2001; Frese, Teng, & Wijnen, 1999; Pirola-Merlo & Mann, 2004).”
Doing More with Less: Innovation Input and Output in Family Firms (2016, background): “Inparticular,intoday ’ s hypercompetitive industries with shortened product life cycles, innovation has been considered one of the most important competitive advantages for firms (Cardinal, 2001; Dess & Picken, 2000; Tushman & O ’ Reilly, 1996).”
A multidimensional view of intellectual capital: the impact on organizational performance (2015, background): “In the twenty-first century, organizations encounter a more fierce and dynamic context that is described by the combination of globalization, advanced technology, shortened product-life cycles, and network partnerships (Cardinal, 2001; Hayes et al., 2005).”
Management control systems in innovation companies: a literature based framework (2014, background): “Additionally, of particular relevance for innovation companies, several authors warn that too intensive action control may result in routine actions and a resistance to change (Merchant 1985b; Jaworski 1988; Cardinal 2001; Sarin 2001; Bonner 2005).”
The Influence Of Human Capital On The Innovativeness Of Firms (2010, background): “…the innovation process is a knowledge management process (Ahuja, 2000; Cohen & Levinthal, 1990; Nahapiet & Ghoshal, 2002; Nonaka & Takeuchi, 1995; Subramaniam & Youndt, 2005; Tsai & Ghoshal, 1998), or that the different innovative capacities vary on the type of knowledge needed (Cardinal, 2001).”
If someone is watching, I'll do what I'm asked: mandatoriness, control, and information security (2009, methodology): “…behavior and outcome control by specifying desired behaviors for employees to follow and rewarding them for doing so (behavior control), or articulating desired targets for employees to achieve and basing rewards on whether employees achieved these targets (outcome control) (Cardinal, 2001).”
Organizational Controls and Performance Outcomes: A Meta‐Analytic Assessment and Extension (2018, positive): “Fifth, controls researchers have argued that the level of analysis is important when investigating organizational controls as outcomes, behaviours, and culture vary across organizational levels (Cardinal, 2001; Ouchi, 1977).”
Routinization, work characteristics and their relationships with creative and proactive behaviors (2006, background): “Although the idea that routines atwork are detrimental for creativity is widespread (Anderson et al., 2004; Cardinal, 2001; De Jong & Kemp, 2003; West, 2002), empirical evidence for this argument is sparse.”
Incumbent Performance in the Face of a Radical Innovation: Towards a Framework for Incumbent Challenger Dynamics (2012, neutral): “Aiken and Hage (1971), Cardinal (2001),”