Abstract
AbstractThe author has investigated the causes of the relative failure of ETSU‐sponsored energy saving projects. Using a set of characteristics of successful innovations proposed by Twiss the author assessed how far a number of ETSU projects met them. He concludes that the major cause of failure was over‐stressing product performance and under‐stressing market need. This fault was compounded by the effects of a number of organisational variables over which ETSU had too little executive control. He concludes that innovatory projects proceeding under this kind of management system are more likely to fail than succeed and public money should not be spent on them.
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