Over-managing and under-managing radical technological innovations: lessons from USA, Japan, and Europe

In this paper we utilize case analysis to determine the actual level of management by executives and the consequences of over managing and under managing. Nine cases are discussed corresponding to products and systems developed by major corporations in the USA (General Electric, Xerox, IBM, Motorola); Japan (Toshiba); Finland (Nokia); France( Merlin-Gerlin). The optimal level of management contingent on the amount of radicalness , the riskness of the innovation, and the stage of development of the project also discussed.