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.
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