Abstract

Innovation and change are important aspects of every marketing manager's job. This article uses an organizational behavior perspective to improve the understanding of the process and determinants of innovation and change. Frameworks of the marketing system and the change process are developed to alert the manager to what can be done to increase the probability of successfully implementing change. The major attributes of change and the systems aspect of the process with resulting interdependencies are discussed. The over-all costs involved in change are described-both the direct and indirect monetary costs to the organization and the psychological costs to the people. Innovation as it is generally used is an ambiguous concept. It refers to a new and better solution to a problem. The extent to which a development is new or better is determined by a subjective measure the judgments of the people making the assessment. Thus, the process by which a company institutes an altered strategy is within our area of investigation, whether the company is the first to do so or a follower.