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Innovation Process (innovation + process)
Kinds of Innovation Process Selected AbstractsThe Problematic Role of Lawyers in the Creativity and Innovation ProcessCREATIVITY AND INNOVATION MANAGEMENT, Issue 4 2000James 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] Modelling Product Innovation Processes, from Linear Logic to Circular ChaosCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2003Jan Buijs Product innovation is the focal point of the Delft Design School in the Netherlands. During its more than thirty years of existence different models of the product innovation process were and are used for education and for research. This paper will describe the development of these models. The first models tried to describe the product innovation process in a logical linear order, but recently this logical order has come under discussion. The most recent models try to show the more chaotic character of the product innovation processes in real corporate life. Although this chaotic model better reflects the product innovation practice, for educational purposes it seems to be less useful than the original logical ones. For our teaching we propose the two versions (logic and chaos) of our innovation model as two sides of one coin. This innovation coin is without proper value with one side left blank. [source] Innovation and Knowledge Management: The Long ViewCREATIVITY AND INNOVATION MANAGEMENT, Issue 3 2001Michael Lester The challenge of the e,Economy is one of technological change and the innovation process affords insights into how this new knowledge can be harnessed across the economy to increase productivity and generate wealth. The conceptual framework for this paper is National Systems of Innovation (NSI) as applied to Australia Edquist (1997); Freeman (1995). NSI allows us to take a holistic view of innovation that realistically blends technology with institutional elements, particularly including issues of collaboration. Taking a Long View (Schwartz (1991), that is, looking back on the legacy of experience with the innovation process, will also facilitate looking forward strategically from Australia's current practices, and to speculate on the prospects. This paper illustrates selectively and not comprehensively, from my own direct experience, the evolution of innovation policies in Australia and speculates on their implications for collaboration in the e,Economy by drawing on selected case studies in Research and Development, Industry and Trade, and the e,Economy. It also draws upon work for my doctorate in knowledge management at the University of Technology. The selection and synthesis of theory inevitably also reflect, however idiosyncratically, my academic training in engineering, politics and economics. [source] An Eco-innovation Case Study of Domestic Dishwashing through the Application of TRIZ ToolsCREATIVITY AND INNOVATION MANAGEMENT, Issue 1 2001Elies Jones The benefits of applying a structured method such as TRIZ (Teoriya Resheniya Izobretatelskikh Zadatch: the Russian theory of inventive problem solving) to Eco-innovation are examined through use of two problem-solving tools from TRIZ in an Eco-innovation case study. A novel problem hierarchy model has been integrated to help identify the systems and sub-systems level innovations required for Eco-innovation. The benefits and shortcomings of the TRIZ tools, and the potential contribution of the problem hierarchy model in the innovation process are discussed. [source] Benchmarking Innovation: A Short ReportCREATIVITY AND INNOVATION MANAGEMENT, Issue 1 2000Zoe Radnor A project is reported that benchmarked ,best practice' mature organisations, with a base in the United Kingdom, on the processes and practices that they perceive underpinned successful innovation projects. The majority of organisations had director level personnel involved in the innovation process but only three had active involvement of the top management. However, the majority saw the greatest level of innovation being obtained through the use of cross-functional teams. Five key innovation supports were identified during the benchmarking exercise. These were top management support for, and involvement in the process; the appointment of an innovation champion or sponsor; rewards for innovative behaviours and ideas; and finally a positive attitude to building on creative ideas, irrespective of their source. It is suggested that benchmarking can play a role in identifying best-practice innovation structures and procedures. [source] The Competitive Foundations of Localized Learning and Innovation: The Case of Women's Garment Production in New York City,ECONOMIC GEOGRAPHY, Issue 4 2002Norma M. Rantisi Abstract: This article considers the relevance of the "local" for firm learning in New York City's Garment District. By documenting the design innovation process in the district's women's wear industry and the ways in which designers draw on the district's specialized services and institutions to assist in the process, the article examines how a localized agglomeration or "cluster" facilitates the development of shared conventions and practices. It also shows how the district confers benefits on firms in indirect ways. Since apparel manufacturers operate in a U.S. regulatory framework that inhibits cooperation, the Garment District's support institutions serve as production intermediaries, providing firms with a means to monitor and observe rival firms' performances and solutions. As such, the case of the Garment District poses interesting challenges to the prevailing conceptions of the "local" as a site for cooperation and suggests the need to rethink the relevance of competition for learning and innovation. [source] Corning creates an inclusive culture to drive technology innovation and performanceGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 3 2007Anthony Oshiotse Corning's technology community, charged with doubling the rate at which technology breakthroughs are transformed into major businesses, has undertaken a bold experiment in social innovation to strengthen the interactional aspects of the innovation process. The initiative, creating an inclusive culture (CiCÔ), leverages emotional maturity and personal transformation into enhanced organizational capabilities and competitive advantage. Built on a broader model of diversity/inclusion and the CiCÔ learning model, the process equips individuals with the language, concepts, skills, and behaviors of inclusion. Next steps include building inclusivity concepts and tools into Corning's reinvigorated innovation process, with a focus on teams and work processes. © 2007 by Anthony Oshiotse and Corning Incorporated. [source] Innovation management measurement: A reviewINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 1 2006Richard 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] The value of a ,failed' R&D project: an emerging evaluation framework for building innovative capabilities1R & D MANAGEMENT, Issue 2 2009Maria Elmquist In literature and R&D organizations alike, project success consists in minimizing the deviations from set targets in terms of quality, cost and time. The main management task is to execute and monitor progress to reduce risks , assuming that project attributes are known, necessary resources can be estimated and a reasonable time table can be agreed upon. In such a context, evaluating project success is easy. However, in an innovative context, setting project targets initially is difficult and the contributions of the projects sometimes are of an unexpected nature. This paper investigates if projects can be evaluated in terms of how they contribute to the building of innovative capabilities of the firm instead of independently. Based on a case study at the Régie Autonome des Transports Parisians and the theoretical framework of innovation fields, a framework for evaluating projects from an additional perspective is proposed. Based on the following four criteria: financial resources, the development of a structured, refined and expanded strategic vision, developed competences (with related suppliers) and identification of knowledge gaps (occasionally with related partners for knowledge production), this framework shows how seemingly failed R&D projects can instead be considered as invaluable to the overall innovation process. [source] Opening up the innovation process: the role of technology aggressivenessR & D MANAGEMENT, Issue 1 2009Ulrich Lichtenthaler Besides acquiring external knowledge, many firms have begun to actively commercialize technology, for example, by means of out-licensing. This increase in inward and outward technology transactions reflects the new paradigm of open innovation. Most prior research into open innovation is limited to theoretical considerations and case studies, whereas other lines of research have focused either on external technology acquisition or exploitation. In an integrative view, we consider inward and outward technology transactions as the main directions of open innovation. Moreover, technology aggressiveness, which constitutes an important dimension of technology strategy, is identified as a major determinant of open innovation. Data from a survey of 154 industrial firms are used to test three hypotheses relating technology aggressiveness, external technology acquisition, and external technology exploitation. In addition, clusters of firms with homogeneous strategies regarding technology aggressiveness and open innovation are identified. [source] Strategic dalliances as an enabler for discontinuous innovation in slow clockspeed industries: evidence from the oil and gas industryR & D MANAGEMENT, Issue 2 2008Hannah Noke The concept of ,strategic dalliances', defined as non-committal relationships that companies can ,dip in and out of,' or dally with, while simultaneously maintaining longer-term strategic partnerships with other firms and suppliers , has emerged as a promising strategy by which organizations can create discontinuous innovations. But does this approach work equally well for every sector? Moreover, how can these links be effectively used to foster the process of discontinuous innovation? Toward assessing the role that industry clockspeed plays in the success or failure of strategic dalliances, we provide case study evidence from Twister BV, an upstream oil and gas technology provider, and show that strategic dalliances can be an enabler for the discontinuous innovation process in slow clockspeed industries. Implications for research and practice are discussed, and conclusions from our findings are drawn. [source] Experience-based learning in innovation and productionR & D MANAGEMENT, Issue 2 2008Mark Pruett How can we model and document the impact of experience in product innovation? We use data on the innovation and production histories of 294 product platforms to explore experience-based learning. We extend learning curve concepts from their traditional domain , the production process , into the product innovation process to build and test a richer, quantitative model of learning. The results suggest that learning occurs differently in the innovation process than in production. They also suggest that how and where a firm learns depend in part on the complexity of product components and sub-systems. Finally, we discuss the competitive implications for product innovation. [source] Learning from leading-edge customers at The Sims: opening up the innovation process using toolkitsR & D MANAGEMENT, Issue 3 2006Reinhard Prügl Recently, toolkits for user innovation and design have been proposed as a promising means of opening up the innovation process to customers. Using these tools, customers can take on problem-solving tasks and design products to fit their individual needs. To date, arguments in favor of this new concept have been limited to the idea of satisfying each user's needs in a highly efficient and valuable way. The aim of this empirical study is to extend our knowledge of how users deal with ,the invitation to innovate' and how attractive individual user designs might be to other users. In studying the users of toolkits for the immensely popular computer game The Sims, we found that (1) users are not ,one-time shoppers', in fact, their innovative engagement is rather long-lasting, continuous, evolving, and intense. We also found that (2) leading-edge users do not merely content themselves with the official toolkits provided by the manufacturer. They employ user-created tools to push design possibilities even further. (3) Moreover, individual user designs are not only attractive to the creators themselves; instead, certain innovative solutions are in high demand among other users. Based on our findings, we discuss how toolkits and their users might add to the process of innovation in general. We argue that toolkits could serve as a promising market research tool for guiding a firm's new product development efforts. Furthermore, toolkits may serve as a crèche for interested but inexperienced users who could evolve into leading-edge users over time. These innovative users might then be integrated into more radical product development efforts. [source] Managing innovation in a knowledge intensive technology organisation (KITO)R & D MANAGEMENT, Issue 5 2002Audrey Verhaeghe This study aims to add to the existing knowledge of how innovation works in organisations. By understanding how to assess/evaluate processes that support and enable innovation, managers can better manage innovation as a business process. This paper addresses elements of organisational behaviour that relate to people management where innovation and technology management is concerned. Perception plays a crucial role in driving behaviour and therefore the widely accepted business scorecard methodology has been used to measure innovation practices in the organisation. The research was done in a knowledge intensive technology organisation (KITO) in South Africa. Interviews with managers of R&D were conducted. These interviews were used to adapt an existing audit instrument to suit the technology,based organisation. Thereafter, a comprehensive audit of innovation was conducted at three different management levels using the adapted instrument. Over 100, mostly R&D managers, were asked to complete a scorecard,based questionnaire and to draw a visual representation (VR) of innovation. The results of the interviews, audit and VRs were used to produce a management framework that is not only applicable to a KITO, but can also be used widely to improve innovation through enhanced visual understanding of any technology,based organisation. The results of the study indicate that measuring innovation through a validated instrument is highly valuable. The Holistic System Framework for innovation and the measurement instrument facilitated (1) management of, and (2) organisational learning about innovation. The comprehensive audit indicated, on a strategic level, the strengths and weaknesses of the innovation process as practised in the organisation. The instrument is valuable at a strategic management level as it indicates where in the organisation the gaps exist regarding the management of the process of innovation with the aim to create a competitive advantage. [source] Innovation and collaboration in the geographic information systems (GIS) industry: evidence from Canada and the United StatesR & D MANAGEMENT, Issue 3 2000Valerie Hartung This paper examines the role of collaborative technical activity in the innovation performance of Canadian and US companies in the geographic information systems (GIS) industry. This young but rapidly growing sector produces specialised hardware and software for cartographic applications (computer mapping). Evidence from a sample of 384 companies suggests that innovation is strongly dependent upon in-house R&D. The results also suggest that a firm's propensity to operate within a collaborative network varies directly with its R&-intensity. A description of the main benefits and costs of collaboration is presented. Although there is no statistical association between innovation and the incidence of external collaboration, the evidence suggests that R&D partnerships contribute to the innovation process in a number of important ways. The key contribution lies in the speed of product commercialisation. A related finding is that collaborators tend to generate radical innovations more frequently than less successful and/or non-collaborators. [source] Managing learning in informal innovation networks: overcoming the Daphne-dilemmaR & D MANAGEMENT, Issue 2 2000Joan E. Van Aken In this article we discuss the nature and productivity of informal innovation networks, i.e. informal collaborative arrangements between organizations engaged in product or process innovation. Such networks can be used in any phase of the innovation process, but their informal nature makes them especially suited for its fuzzy front end. We explore their potential in technology exchange and learning on the basis of a combination of organization network theory and knowledge management theory. We discuss issues in network governance and network operational management and discuss the basic dilemma , which we named the Daphne-dilemma , facing attempts to improve the productivity of informal innovation networks: too little management effort may lead to under-exploitation of their potential and poor productivity, but too much management effort may destroy their informal nature and hence their creative and explorative potential. [source] Market Orientation and R&D Effectiveness in High-Technology Firms: An Empirical Investigation in the Biotechnology Industry,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2010Luigi M. De Luca There seems to be lack of consensus among informed scholars about the importance a of market orientation for high-technology firms. This paper gives a comprehensive review of existing empirical studies on the relationship between market orientation and innovation performance and pinpoints two limitations in this research stream that might be at the origin of such controversy. First, extant research often overlooked key innovation outcomes for high-technology firms, such as those related to research and development (R&D) performance. Second, organizational conditions that can ensure an optimal integration of market knowledge in the innovation process have been less analyzed in the case of these firms. Against this background, the present study contributes to the literature by providing a test of the effect of market orientation on R&D effectiveness and the moderating role of knowledge integration in this relationship, using a sample of Italian biotechnology firms. The study's objectives are addressed in two steps. The first one consists of an in-depth qualitative study based on semistructured interviews in five biotechnology firms. The second step consists of a follow-up survey of 50 biotechnology firms. Results from hierarchical multiple regression analysis show that the different dimensions of a market orientation have diverse effects on R&D effectiveness of high-technology firms: whereas interfunctional coordination has a positive main effect, the effect of customer orientation is moderated by knowledge integration, and competitor orientation has no effect on R&D effectiveness. Post hoc analyses also show two additional results involving a broader set of dependent variables. First, R&D effectiveness mediates the effects of customer orientation and interfunctional coordination on organizational performance. Second, market orientation does not appear to significantly affect R&D efficiency. The present study contributes to current literature in two main respects. First, it adds to previous work on market orientation and innovation by proposing a new dependent variable,R&D effectiveness,which offers a better perspective to understand the impact of market orientation on innovation performance in high-technology contexts. Second, while part of the current debate on the role of market orientation in high-tech markets seems to be polarized by positions that sustain its potential drawbacks or, on the contrary, its advantages, this study's findings on the moderating role of knowledge integration shed light on important contingency factors, such as organizational capabilities. The authors discuss the study's limitations and provide directions for future research. [source] Transformational Leadership and Organizational Innovation: The Roles of Internal and External Support for Innovation,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2009Lale Gumusluo Leadership has been suggested to be an important factor affecting innovation. A number of studies have shown that transformational leadership positively influences organizational innovation. However, there is a lack of studies examining the contextual conditions under which this effect occurs or is augmented. Therefore, this study aimed to investigate the impact of transformational leadership on organizational innovation and to determine whether internal and external support for innovation as contextual conditions influence this effect. Organizational innovation was conceptualized as the tendency of the organization to develop new or improved products or services and its success in bringing those products or services to the market. Transformational leadership was hypothesized to have a positive influence on organizational innovation. Furthermore, this effect was proposed to be moderated by internal support for innovation, which refers to an innovation supporting climate and adequate resources allocated to innovation. Support received from external organizations for the purposes of knowledge and resource acquisition was also proposed to moderate the relationship between transformational leadership and organizational innovation. To test these hypotheses, data were collected from 163 research and development (R&D) employees and managers of 43 micro- and small-sized Turkish entrepreneurial software development companies. Two separate questionnaires were used to collect the data. Employees' questionnaires included measures of transformational leadership and internal support for innovation, whereas managers' questionnaires included questions about product innovations of their companies and the degree of support they received from external institutions. Organizational innovation was measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. Hierarchical regression analysis was used to test the hypothesized effects. The results of the analysis provided support for the positive influence of transformational leadership on organizational innovation. This finding is significant because this positive effect was identified in micro- and small-sized companies, whereas previous research focused mainly on large companies. In addition, external support for innovation was found to significantly moderate this effect. Specifically, the relationship between transformational leadership and organizational innovation was stronger when external support was at high levels than when there was no external support. This study is the first to investigate and empirically show the importance of this contextual condition for organizational innovation. The moderating effect of internal support for innovation, however, was not significant. This study shows that transformational leadership is an important determinant of organizational innovation and encourages managers to engage in transformational leadership behaviors to promote organizational innovation. In line with this, transformational leadership, which is heavily suggested to be a subject of management training and development in developed countries, should also be incorporated into such programs in developing countries. Moreover, this study highlights the importance of external support in the organizational innovation process. The results suggest that technical and financial support received from outside the organization can be a more important contextual influence in boosting up innovation than an innovation-supporting internal climate. Therefore, managers, particularly of micro- and small-sized companies, should play external roles such as boundary spanning and should build relationships with external institutions that provide technical and financial support. The findings of this study are especially important for managers of companies that plan to or currently operate in countries with developing economies. [source] Design, Meanings, and Radical Innovation: A Metamodel and a Research Agenda,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 5 2008Roberto Verganti Recent studies on design management have helped us to better comprehend how companies can apply design to get closer to users and to better understand their needs; this is an approach usually referred to as user-centered design. Yet analysis of design-intensive manufacturers such as Alessi, Artemide, and other leading Italian firms shows that their innovation process hardly starts from a close observation of user needs and requirements. Rather, they follow a different strategy called design-driven innovation in this paper. This strategy aims at radically change the emotional and symbolic content of products (i.e., their meanings and languages) through a deep understanding of broader changes in society, culture, and technology. Rather than being pulled by user requirements, design-driven innovation is pushed by a firm's vision about possible new product meanings and languages that could diffuse in society. Design-driven innovation, which plays such a crucial role in the innovation strategy of design intensive firms, has still remained largely unexplored. This paper aims at providing a possible direction to fill this empty spot in innovation management literature. In particular, first it proposes a metamodel for investigating design-driven innovation in which a manufacturer's ability to understand, anticipate, and influence emergence of new product meanings is built by relying on external interpreters (e.g., designers, firms in other industries, suppliers, schools, artists, the media) that share its same problem: to understand the evolution of sociocultural models and to propose new visions and meanings. Managing design-driven innovation therefore implies managing the interaction with these interpreters to access, share, and internalize knowledge on product languages and to influence shifts in sociocultural models. Second, the paper proposes a possible direction to scientifically investigate the management of this networked and collective research process. In particular, it shows that the process of creating breakthrough innovations of meanings partially mirrors the process of creating breakthrough technological innovations. Studies of design-driven innovation may therefore benefit significantly from the existing body of theories in the field of technology management. The analysis of the analogies between these two types of radical innovations (i.e., meanings and technologies) allows a research agenda to be set for exploration of design-driven innovation, a relevant as well as underinvestigated phenomenon. [source] Situated Learning for an Innovation Economy: E-Commerce and Technology as a Mediator for Rural High School Students' Sense of Mastery and Self-EfficacyANTHROPOLOGY OF WORK REVIEW, Issue 2 2005Karen L. Michaelson Abstract Practitioners focusing on technology and workforce development reference the need to prepare individuals for an Innovation Economy. Yet innovation is socially constructed, as much social as it is technical. Observation of 160 high school students from very rural schools participating in a school-based e-commerce curriculum indicates that there are knowledge sets acquired through carefully constructed experiential learning that foster a context for innovation. This counters factors in the traditional education/workforce development system that impede the development of innovators, including a narrows skills-based focus and the demonization of failure. Situating innovation in historical context and in the lived experience of individual networks helps to understand the innovation process and provides a framework for the development of effective educational experiences. [source] The knowledge,space dynamic in the UK bioeconomyAREA, Issue 3 2009Kean Birch The loss of manufacturing employment to lower cost economies has meant that countries like the UK have sought to promote innovation in areas such as biotechnology. The emergence of the ,bioeconomy', however, has been highly uneven, with concentrations of activity in certain countries and particular regions in those countries. In the UK, for example, there are four major concentrations of the bioeconomy. Each of these concentrations exhibit distinct patterns of knowledge and spatial inputs into the innovation process, meaning that it is important to consider the knowledge,space dynamic in and of each region. [source] Consumer integration in sustainable product developmentBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 5 2007Esther Hoffmann Abstract Changes in production and consumption patterns are a crucial element of the sustainability agenda. Communication between product developers and users, and user integration in product development, can serve as a means for organizational as well as individual learning processes, resulting in sustainable product development. Recent approaches to innovation research describe the role of users in the innovation process as essential. However, conventional market research gives consumers a passive role as a mere object of research instead of considering them as possible innovators themselves. Improved methods, such as INNOCOPE (innovating through consumer-integrated product development), tested in this study with a cycle manufacturer and resulting in a new product, a pedelec, are needed for effective communication, activating consumers and enabling them to promote sustainability goals. Through co-operative product development processes key factors facilitating and obstructing the adoption of sustainable innovations may be identified. Such processes can enhance the emergence and diffusion of sustainable product innovations and different forms and bodies of knowledge can be combined. Integrating users' contextual everyday knowledge of the product with the technical knowledge of companies may lead to mutual learning, technical innovations and changes in consumer behaviour. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment. [source] Alignment and Alliances for Research Institutes Engaged in Product Innovation.CREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2003Two Case Studies Research institutes mainly engage in product innovation for the purpose of applying, testing and usually also transferring knowledge or technology. Managing product innovation processes in this type of environment leads to various problems with the establishment and managent of alliances and alignment. In this paper a systematic analysis of product innovation at two energy research institutes is presented, paying explicit attention to the strategic alliances in terms of alignment mechanisms. The cases illustrate clearly how the research institutes manage their external networks for product innovation, allowing comparison of the strengths and weaknesses of the two research institutes, and an indication of lessons to be learned from each other. The systematic analysis contributes to the identifying of the appropriate product innovaiton objectives to be pursued through strategic alliances, as well as the determination of suitable alignment mechanisms for product innovation. Lessons learned are presented in the area of context and contingency influences, crossing organizational barriers, differences in culture and the balancing of operational effectiveness and strategic flexibility. [source] Modelling Product Innovation Processes, from Linear Logic to Circular ChaosCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2003Jan Buijs Product innovation is the focal point of the Delft Design School in the Netherlands. During its more than thirty years of existence different models of the product innovation process were and are used for education and for research. This paper will describe the development of these models. The first models tried to describe the product innovation process in a logical linear order, but recently this logical order has come under discussion. The most recent models try to show the more chaotic character of the product innovation processes in real corporate life. Although this chaotic model better reflects the product innovation practice, for educational purposes it seems to be less useful than the original logical ones. For our teaching we propose the two versions (logic and chaos) of our innovation model as two sides of one coin. This innovation coin is without proper value with one side left blank. [source] The Implementation of Innovation by a Multinational Operating in Two Different Environments: A Comparative StudyCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2002Mohamed Zain The aim of the paper is to examine the innovation initiatives and processes followed by two subsidiaries of a German multinational company operating in Europe and Asia and to compare the innovativeness of their operations in these two locations. The study examined the innovation processes followed by the two subsidiary firms operating in Germany and Malaysia, the actual problems faced by them, the critical success factors involved in the implementation, and the work climates of the firms. Interestingly, it was found that both firms followed similar innovation processes. Nevertheless, different types of problems and critical success factors were applicable to both firms. The results showed that the Malaysian subsidiary faced more behavioural problems while the German subsidiary encountered more technical problems. Further, the study showed that a lack of knowledge was the common problem faced equally by both firms. The study demonstrated that the German subsidiary had better working climate compared to its counterpart in Malaysia. Finally, the German subsidiary was found to be more innovation,active than the Malaysian subsidiary as it introduced more types of innovation, interacted with more types of entity in the external environment and introduced more types of training. [source] Principles and Practices of Knowledge Creation: On the Organization of "Buzz" and "Pipelines" in Life Science CommunitiesECONOMIC GEOGRAPHY, Issue 4 2008Jerker Moodysson abstract This article links up with the debate in economic geography on "local buzz" and "global pipelines" as two distinct forms of interactive knowledge creation among firms and related actors and argues for a rethinking of the way social scientists should approach interactive knowledge creation. It highlights the importance of combining the insights from studies of clusters and innovation systems with an activity-oriented approach in which more attention is paid to the specific characteristics of the innovation processes and the conditions underpinning their organization. To illustrate the applicability and added value of such an alternative approach, the notion of embeddedness is linked with some basic ideas adopted from the literature on knowledge communities. The framework is then applied to a study of innovation activities conducted by firms and academic research groups working with biotechnology-related applications in the Swedish part of the Medicon Valley life science region. The findings reveal that local buzz is largely absent in these types of activities. Most interactive knowledge creation, which appears to be spontaneous and unregulated, is, on closer examination, found safely embedded in globally configured professional knowledge communities and attainable only by those who qualify. [source] Understanding Remigration and Innovation , An Appeal for a Cultural Economic GeographyGEOGRAPHY COMPASS (ELECTRONIC), Issue 5 2009Claudia Klaerding The acquisition of new knowledge is a crucial capital of highly skilled remigrants and its utilisation in home countries can play a major role for regional economic development. By reviewing the remigration literature it is shown that remigrants are able to create innovation in their home countries and promote regional development. But also theoretical deficits can be identified regarding the structural conditions of transferring new knowledge across regions which precedes potential innovation processes. Recent theoretical ideas cannot sufficiently explain why remigrants become innovative to varying degrees depending on their home regions. A cultural approach of economic geography is needed to highlight the cultural construction of the economy. It allows for remigrants to be perceived as knowledge brokers, which crucially influences the returnee's capacity to innovate. [source] Innovation and transportation's technologiesJOURNAL OF ADVANCED TRANSPORTATION, Issue 1 2000Article first published online: 19 JAN 2010, William L. Garrison I critique the innovation processes that yield transportation's technologies, and to aid my analysis I look back to take advantage of the accumulation of experiences and insights marked by the millennium. I identify supply, transport, and user systems. Transport systems move things; supply systems provide fuel, pavements, and other inputs to transport activities; and user systems combine transport with other activities for socially useful purposes. The discussion then shifts from structure to behavior, and a short review of the emergence of today's systems reminds us that technological advances may improve the provision of old services, offer new ways of doing old things, or induce qualitative changes that enable doing new things. With these structural and behavioral matters in mind, I challenge the reader to judge the present situation and the future. [source] A Capability-Based Framework for Open Innovation: Complementing Absorptive CapacityJOURNAL OF MANAGEMENT STUDIES, Issue 8 2009Ulrich Lichtenthaler abstract We merge research into knowledge management, absorptive capacity, and dynamic capabilities to arrive at an integrative perspective, which considers knowledge exploration, retention, and exploitation inside and outside a firm's boundaries. By complementing the concept of absorptive capacity, we advance towards a capability-based framework for open innovation processes. We identify the following six ,knowledge capacities' as a firm's critical capabilities of managing internal and external knowledge in open innovation processes: inventive, absorptive, transformative, connective, innovative, and desorptive capacity. ,Knowledge management capacity' is a dynamic capability, which reconfigures and realigns the knowledge capacities. It refers to a firm's ability to successfully manage its knowledge base over time. The concept may be regarded as a framework for open innovation, as a complement to absorptive capacity, and as a move towards understanding dynamic capabilities for managing knowledge. On this basis, it contributes to explaining interfirm heterogeneity in knowledge and alliance strategies, organizational boundaries, and innovation performance. [source] Public,private partnerships and developing-country agriculture: Evidence from the international agricultural research systemPUBLIC ADMINISTRATION & DEVELOPMENT, Issue 4 2010David J Spielman Abstract This study examines the role of public,private partnerships (PPPs) in promoting pro-poor productivity-enhancing technological innovation in the international agricultural research system. The study examines the extent to which PPPs are being used to overcome market and institutional failures that otherwise inhibit the development and dissemination of technologies targeted specifically to small-scale, resource-poor farmers in developing countries. Drawing on a survey of 75 PPP projects in the international system, findings suggest that while PPPs are changing the way the system manages its research agenda, few partnerships lead to joint innovation processes with the private sector. This indicates the need for closer examination of organizational practices, cultures, and incentives in the international agricultural research system. Copyright © 2010 John Wiley & Sons, Ltd. [source] | |||||||||||||||||||||||||