INNOVATION STRATEGY AND THE USE OF PERFORMANCE MEASURES

Abstract

Many corporations have annual expenditures in research and development in the range of billions of U.S. dollars. Senior managers have often been frustrated by the lack of innovation in their organizations and have been looking for better ways to implement an innovation strategy. To provide initial evidence on this significant topic, we conduct an empirical examination and contribute to the existing literature in two important areas. First, we examine how managers choose what measures to pay attention to in managing the innovation process – defined as the process of creative definition, development, and commercialization of substantially new products, services or businesses. We find that managers use measures about specific phases of the innovation process together. For example, measures that inform about the execution stage of the innovation process are grouped together rather than being grouped with measures informative about other phases of the innovation process, such as market performance. This pattern “focused” around specific phases is in contrast to the alternative “balanced” pattern where managers would use measures from various phases of the process together. This result provides the first empirical test of how managers combine measures to filter information about business processes. It also provides important new evidence on the use of measures and provides guidance to the design of measurement systems. Second, this paper provides empirical evidence on the relationship between innovation strategy and the use of measures. Though previous studies have linked innovation strategy and the use of management control systems in general, there is little empirical data on the relationship of strategy and the use of measures and on the innovation process. We find that different dimensions of strategy are positively associated with how managers use different types of measures.

Citation

Davila, T., Epstein, M.J. and Matusik, S.F. (2004), "INNOVATION STRATEGY AND THE USE OF PERFORMANCE MEASURES", Advances in Management Accounting (Advances in Management Accounting, Vol. 13), Emerald Group Publishing Limited, Leeds, pp. 27-58. https://doi.org/10.1016/S1474-7871(04)13002-5