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Promotors or Champions? Pros and Cons of Role Specialisation for Economic Process

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Abstract

According to the Great-Man Theory, the creation of something new used to be accredited solely to one outstanding individual: the champion. This prevailing notion in A nglo- American research was first challenged by Witte (1973), who concluded that an innovation cannot be a one-man decision, since the creation of something new usually involves highly complex and multi-person decision processes. Witte’s model credits the success not to one all-around individual, but to the cooperation of several different specialized persons (so called promotors). Even though the Great-Man Theory is still leading the discussion, the idea of specialized promotors should not be underestimated. I n this article we discuss the circumstances under which specialized promotors or generalized champions are better suited for economic progress. We find extensive empirical proof for both roles.

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Authors and Affiliations

  1. Technology and Innovation Management, University of Zürich, Plattenstraße 14, CH-8032, Zürich, Switzerland

    Katja Rost (Assistant Professor, Chair for Organization Theory)

  2. Technical University of Berlin, Straße des 17. Juni 135, H 71, D-10623, Berlin, Germany

    Katharina Hölzle (Ph.D. candidate, Chair for Innovation and Technology Management)

  3. Technical University of Berlin, Straße des 17. Juni 135, H 71, D-10623, Berlin, Germany

    Hans-Georg Gemünden (Head of Chair for Innovation and Technology Management)

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  1. Katja Rost
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  2. Katharina Hölzle
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  3. Hans-Georg Gemünden
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Correspondence to Katja Rost.

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The authors would like to thank the reviewers for their valuable and helpful comments.

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Rost, K., Hölzle, K. & Gemünden, HG. Promotors or Champions? Pros and Cons of Role Specialisation for Economic Process. Schmalenbach Bus Rev 59, 340–363 (2007). https://doi.org/10.1007/BF03396754

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