The development of high-speed non-impact printers by General Electric (failure) and Xerox (success): a dual case study Online publication date: Thu, 31-Mar-2005
by Pier A. Abetti
International Journal of Entrepreneurship and Innovation Management (IJEIM), Vol. 2, No. 4/5, 2002
Abstract: In this dual case, we discuss how two leading innovative corporations, with excellent R&D facilities and deep pockets, developed independently high-speed non-impact printers. We describe in parallel the tour stages and three milestones of the process of technological innovation within the two companies. We analyse the key technical, marketing, financial, organisational and managerial factors that contributed to failure at General Electric and to commercial and financial success at Xerox. We emphasise the importance of (1) the choice of technology, (2) market research and especially (3) internal entrepreneurship for achieving success. In both cases, we discuss the ambiguous role of higher management that ranged from initial enthusiasm to hostility and neglect and finally to belated support. We conclude with lessons learned and guidelines that may be useful to R&D managers, business managers and internal entrepreneurs who intend to develop major technological innovations within established companies.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Entrepreneurship and Innovation Management (IJEIM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook