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Innovation Management (innovation + management)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

Kinds of Innovation Management

product innovation management

Selected Abstracts

The value increment of mass-customized products: an empirical assessment

JOURNAL OF CONSUMER BEHAVIOUR, Issue 4 2006
Martin Schreier
The primary argument in favour of mass customization is the delivery of superior customer value. Using willingness-to-pay (WTP) measurements, Franke and Piller (2004), Journal of Product Innovation Management, 21, 401,415 have recently shown that customers designing their own watches with design toolkits are willing to pay premiums of more than 100% (,WTP). In the course of three studies, we found that this type of value increment is not a singular occurrence but might rather be a general phenomenon, as we again found average ,WTPs of more than 100% among customers designing their own cell phone covers, T-shirts and scarves. Building on this, we discuss the sources of benefits that are likely to explain this tremendous value increment. We argue that compared to conventional standard products, a mass-customized product might render the following utilitarian and hedonic benefits: (1) First, the output might be beneficial as self-designed products offer a much closer fit between individual needs and product characteristics. In addition to this mere functional benefit, extra value might also stem from (2) the perceived uniqueness of the self-designed product. As the customer takes on the role of an active co-designer, there may also be two general ,do-it-yourself effects': (3) First, the process of designing per se is likely to allow the customer to meet hedonic or experiential needs (process benefit). (4) Customers may also be likely to value the output of self-design more highly if they take pride in having created something on their own (instead of traditionally buying something created by somebody else). This is referred to as the ,pride of authorship' effect. Copyright © 2006 John Wiley & Sons, Ltd. [source]

In Search of the Classics: A Study of the Impact of JPIM Papers from 1984 to 2003,

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 4 2010
Wim Biemans
The Journal of Product Innovation Management (JPIM) was launched in 1984 and over its first two decades of existence evolved into the leading journal in the field of innovation and the management of technology. During these 20 years JPIM contributed to the field by publishing 488 academic papers. This paper is a follow-up study to an earlier study that looked at how JPIM evolved in terms of knowledge stock and knowledge flows during the first two decades (published in JPIM, March 2007). That paper looked at what was published during the first 20 years, which sources were cited, and which journals cited JPIM papers. This study takes a closer look at the impact of JPIM on the field of innovation and the management of technology by identifying the most classic papers published in JPIM during its first two decades of existence. This study used multiple research methods to identify 64 candidate potential classics from the 488 papers published in the first 20 years of JPIM's existence, to analyze how they differ from the other 424 papers published in the journal, and to investigate authors' motivations for writing these papers. Finally, using survey responses from the Product Development and Management Association (PDMA) membership and other academics in innovation and new product development, the research then determines which 5 of the 64 candidate papers are considered to be the "most classic" papers published and the factors driving that determination. The findings show that classic papers are those presenting a "pioneering idea" in the field that creates buzz in both the academic and practitioner worlds. High numbers of citations are indeed the outcome of these endeavors, but being a classic requires more than having high numbers of citations. Authors of the true classics generally have worked hard to disseminate their research, usually to both academics and practitioners, perhaps also contributing to the network buzz created by their findings. While one of the five most classic papers represented the first investigation into a particular stream of research, the other four were culminations of a significant body of research, providing a distinct summary of known information on a topic at the time they were published and a clear road forward for future research on the topic. These bodies of knowledge have yet to be superseded by other culminating papers. [source]

Growth and Development of a Body of Knowledge: 16 Years of New Product Development Research, 1989,2004,

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2008
Albert L. Page
In this study, a content analysis was performed on 815 articles focused on new product development (NPD) published in 10 selected leading marketing, management, NPD, and research and development (R&D) journals from 1989 to 2004. Journals selected were a combination of leading journals in the discipline and publications that included NPD articles. NPD articles were classified by a series of key attributes including methodology employed, domains of knowledge utilized, and broad topics explored. The resulting data were then studied to discern trends over time or common characteristics within domains, methodologies, or journals. The study of NPD has grown since the Journal of Product Innovation Management (JPIM) was launched in 1984. This study shows strong growth in the number of articles on NPD in each category of journal selected. The research in the articles has changed: The early focus on a few selected success factors or a staged development process has evolved and broadened over the 16-year period. More variables and more sophisticated models are being studied in NPD articles. The study found a continuing evolution in research topics and increased sophistication in quantitative techniques over the 16-year period. Overall this review of the NPD literature uncovers encouraging signs of a maturing discipline. However, there are concerns about continuing issues in methodology, insufficient study of service innovation, and continued focus on process characteristics instead of other antecedents of NPD success. The service sector seems to be understudied, even as the reality of a service economy is generally acknowledged. The call in a recent meta-analysis to focus more on market and product characteristics and less on process characteristics has not yet been heeded, even by marketing researchers. [source]

Twenty Years of the Journal of Product Innovation Management: History, Participants, and Knowledge Stock and Flows

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2007
Wim Biemans
The Journal of Product Innovation Management (JPIM) serves as a marketplace for science-based, innovative ideas that are produced and consumed by scholars and businesspeople. Now that JPIM has existed for 20 years, two intriguing questions emerge: (1) How has the journal evolved over time in terms of knowledge stock, that is, what are the characteristics of the growing stock of knowledge published by JPIM over the years; and (2) how has the journal evolved in knowledge flow, that is, how is JPIM influenced by other scientific publications and what is its impact on other journals? In terms of knowledge stock, over 35% of the articles published over the 20 years investigate processes and metrics for performance management. The next most frequently published area was strategy, planning, and decision making (20%), followed by customer and market research (17%). The dominant research method used was a cross-sectional large-sample survey, and the focus most usually is at the project level of the firm. The large majority of JPIM authors (60%) have a marketing background, with the remaining 40% representing numerous functional domains. Academics at all levels publish in JPIM, and though most authors hail from North America, the Dutch are a significant second group. JPIM was analyzed from a knowledge-flow perspective by looking at the scientific sources used by JPIM authors to develop their ideas and articles. To this end a bibliometric analysis was performed by analyzing all references in articles published in JPIM. During 1984,2003 JPIM published 488 articles, containing 10,314 references to journals and 6,533 references to other sources. Some 20% of these references (2,020) were self-references to JPIM articles. The remaining 8,294 journal references were to articles in 287 journals in the fields of management (25%), marketing (24%), and management of technology (14%). However, it should be pointed out that many domains were dominated by a limited number of journals. The second component of knowledge flow concerns the extent to which the ideas developed in JPIM are consumed by other authors. Again, bibliometric analysis was used to analyze data from the Social Sciences Citation Index (SSCI) about citations to JPIM in other journals. For the period 1984,2005, the SSCI registered 7,773 citations to JPIM in 2,067 articles published in 278 journals (including the 2,020 self-citations in JPIM). The functional areas most frequently citing JPIM are management of technology (25%), marketing (15%), management (14%), and operations management and management science (9%). Again, several domains were found to be dominated by a limited number of journals. At the level of individual journals the analysis shows a growing impact of JPIM on management of technology journals. The knowledge-flow analysis demonstrates how JPIM functions as a bridge between the knowledge from various domains and the body of knowledge on management of technology. It suggests a growing specialization of the field of technology innovation management, with JPIM being firmly entrenched as the acknowledged leading journal. [source]

Innovation management in context: environment, organization and performance

INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 3 2001
Joe Tidd
Several decades of research into innovation management have failed to provide clear and consistent findings or coherent advice to managers. In this paper, I argue that this is because innovation management ,best practice, is contingent on a range of factors, and that we need better characterizations of the technological and market contingencies which affect the opportunity for, and constraints on, innovation. I review research on innovation together with relevant studies from organizational behaviour and strategic management, and develop a model which may help to guide future innovation research on the relationships between environmental contingencies, organization configurations and performance. I identify uncertainty and complexity as the key environmental contingencies that influence organizational structure and management processes for innovation. [source]

Continuous and Discontinuous Innovation: Overcoming the Innovator Dilemma

CREATIVITY AND INNOVATION MANAGEMENT, Issue 4 2007
Mariano Corso
Challenged by competition pressures and unprecedented pace of change, firms can no longer choose whether to concentrate on the needs of today's customers or on the anticipation of those of tomorrow: they must be excellent in both. This requires managing two related balancing acts: on the one side, being excellent in both exploitation and exploration of their capabilities and, on the other side, being excellent in managing both incremental and radical innovation. These balances are critical since exploitation and exploration, on the one side, and incremental and radical innovation, on the other, require different approaches that have traditionally been considered difficult to combine within the same organization. Working on evidence and discussion from the 7th CINet Conference held in Lucca (Italy) in 2006, this Special Section is aimed at contributing to theory and practice on these two complex balancing acts that today represent a hot issue in innovation management. [source]

The Problematic Role of Lawyers in the Creativity and Innovation Process

CREATIVITY AND INNOVATION MANAGEMENT, Issue 4 2000
James Tunney
In the literature on creativity and innovation management, the role of law is often peripheral. There is an urgent need to inject law into creativity and innovation management discourse. However there is a deeper reflexive need. Legal systems are in urgent need of reform and repair. They urgently need input from people who genuinely understand about creativity and innovation management in relation to the operation of overall systems. This is a call for a greater dialogue between creativity management and the legal establishment. [source]

Innovation management measurement: A review

INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 1 2006
Richard Adams
Measurement of the process of innovation is critical for both practitioners and academics, yet the literature is characterized by a diversity of approaches, prescriptions and practices that can be confusing and contradictory. Conceptualized as a process, innovation measurement lends itself to disaggregation into a series of separate studies. The consequence of this is the absence of a holistic framework covering the range of activities required to turn ideas into useful and marketable products. We attempt to address this gap by reviewing the literature pertaining to the measurement of innovation management at the level of the firm. Drawing on a wide body of literature, we first develop a synthesized framework of the innovation management process consisting of seven categories: inputs management, knowledge management, innovation strategy, organizational culture and structure, portfolio management, project management and commercialization. Second, we populate each category of the framework with factors empirically demonstrated to be significant in the innovation process, and illustrative measures to map the territory of innovation management measurement. The review makes two important contributions. First, it takes the difficult step of incorporating a vastly diverse literature into a single framework. Second, it provides a framework against which managers can evaluate their own innovation activity, explore the extent to which their organization is nominally innovative or whether or not innovation is embedded throughout their organization, and identify areas for improvement. [source]

Innovation management in context: environment, organization and performance

Developing a sustainable culture of innovation management: a prescriptive approach

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2005
Mohamed Zairi
This paper proposes an approach to innovation management, which produces seamlessness, unleashes full creative potential, integrates activities, delivers superior performance, and builds a sustainable culture. At the heart of World Class innovation is the role of senior management. This paper argues that senior managers have to exercise interest and commitment to innovation activity and have to play a more transparent role in nurturing the development of a sustainable innovation culture. Other critical aspects found through comprehensive research to be inherent factors and key triggers of success are also covered in this paper with prescriptive steps that can help in the establishment of sustainable innovation activity. Copyright © 2005 John Wiley & Sons, Ltd. [source]

Relationships between innovation stimulus, innovation capacity, and innovation performance

R & D MANAGEMENT, Issue 5 2006
Daniel I. Prajogo
This paper examines the integration of the human and technological aspects of innovation management by modelling the innovation stimulus , innovation capacity relationship in determining innovation performance. The research framework developed in this study was tested amongst 194 managers of Australian firms. The survey responses indicate that both the relationships between innovation stimulus and innovation capacity and between innovation capacity and innovation performance are significant and strong. However, innovation stimulus does not show any direct effect on innovation performance, suggesting that its effect is mediated through innovation capacity. The overall practical implication that can be drawn from the findings is that to achieve high innovation performance, organizations first need to develop the behavioural and cultural context and practices for innovation (i.e. stimulus), and only within such conducive environments is it possible for organizations to develop innovative capacity in research and development and technology so as to more effectively deliver innovation outcomes and performance. [source]

Twenty Years of the Journal of Product Innovation Management: History, Participants, and Knowledge Stock and Flows

PERSPECTIVE: The World's Top Innovation Management Scholars and Their Social Capital,

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2007
Jeff Thieme
Using 959 articles reflecting the work of 1,179 scholars, this study ranks the world's top scholars in innovation management (IM) on the basis of the number of research articles published across 14 top academic journals in technology and innovation management, marketing, and management between 1990 and 2004. Twenty-three scholars have at least eight articles in this period. Michael Song has the most (31), followed by Robert Cooper, Roger Calantone, William Souder, and Elko Kleinschmidt, who have published at least 17 articles in the 15-year period. Surprisingly, the list of schools that either trained or currently employ these top scholars is quite different from Linton's (2004) recent ranking of the top business schools in the management of technology. Guided by social capital theory, the present study analyzes the embeddedness characteristics of IM scholars to determine the extent to which social capital explains scholarly productivity. A current controversy in the social capital literature is the embeddedness characteristics that create social capital. On the one hand, the closure perspective argues that social capital results from strong relational ties with others in a dense, local neighborhood of actors who are relatively disconnected from others. On the other hand, the brokerage perspective argues that social capital is created when actors have relational ties that span these dense, local neighborhoods. The findings in the present study support both perspectives. Furthermore, the results suggest that strategic orientation is a contingency variable that clarifies the conditions in which closure- or brokerage-based embeddedness is appropriate. Specifically, scholars pursuing an entrepreneurial publication strategy are more productive when their relational embeddedness is consistent with the brokerage perspective of social capital creation, whereas scholars pursuing a focused publication strategy are more productive when their relational embeddedness is consistent with the closure perspective of social capital creation. The results have implications for both the IM scholar community and the social capital literature. Whether IM scholars are pursuing an entrepreneurial strategy that capitalizes on emergent knowledge across various theories and perspectives or pursuing a focused strategy by concentrating on gaining deep understanding of a specific stream of research, there are many avenues and opportunities for improving publication performance through the formation of new social capital. Finally, the empirical support for the contingency variable strategic orientation is consistent with recent speculation that both perspectives are important and suggests that future work should focus on further identification and clarification of contingency factors associated with them. [source]