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Innovative Firms (innovative + firm)
Selected AbstractsUnderstanding the Advantages of Open Innovation Practices in Corporate Venturing in Terms of Real OptionsCREATIVITY AND INNOVATION MANAGEMENT, Issue 4 2008Wim Vanhaverbeke Part of the advantages of using open innovation (compared to closed innovation) in corporate venturing can be explained by applying the real options approach. Open innovation in risk-laden activities such as corporate venturing has the following advantages: (i) benefits from early involvement in new technologies or business opportunities; (ii) delayed financial commitment; (iii) early exits reducing the downward losses; and (iv) delayed exit in case it spins off a venture. We furthermore argue that these benefits do not automatically materialize. Innovative firms have to learn new skills and routines to develop the full ,real option' potential of open innovation practices. [source] Barriers to Innovation among Spanish Manufacturing SMEsJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 4 2009Antonia Madrid-Guijarro Innovation is widely recognized as a key factor in the competitiveness of nations and firms. Small firms that do not embrace innovation within their core business strategy run the risk of becoming uncompetitive because of obsolete products and processes. Innovative firms are a perquisite for a dynamic and competitive economy. This paper reports on the results of a study that examined barriers to firm innovation among a sample of 294 managers of small and medium-sized enterprises (SMEs) in Spain. The study examined the relation between (1) product, process, and management innovation and (2) 15 obstacles to innovation, which can limit a firm's ability to remain competitive and profitable. Findings of the study show that barriers have a differential impact on the various types of innovation; product, process, and management innovation are affected differently by the different barriers. The most significant barriers are associated with costs, whereas the least significant are associated with manager/employee resistance. Additionally, the results demonstrate that the costs associated with innovation have proportionately greater impact on small than on larger firms. The findings can be used in the development of public policy aimed at supporting and encouraging the innovation among SMEs in Spain. Government policies that encourage and support innovation among all firms, especially small firms, can help countries remain competitive in a global market. Public policy that encourages innovation can enable firms to remain competitive and survive, both of which have direct implications for employment and a country's economic viability. The results may also be insightful for managers who are attempting to encourage innovation. Understanding barriers can assist managers in fostering an innovative culture by supporting new ideas or by avoiding an attitude that creates resistance to new ideas. [source] Employment Adjustment at the Firm Level.LABOUR, Issue 1 2002A Theoretical Model, an Empirical Investigation for West German Manufacturing Firms In this paper, employment adjustment at the firm level is estimated with a large panel of business survey data from West German manufacturing. The specification is based on a framework of monopolistic competition in the product market. Special emphasis is devoted to the analysis of the impact of demand uncertainty, capacity constraints, technological change and competition. The empirical results reveal that demand uncertainty and capacity constraints significantly affect employment adjustment. Innovative firms are more successful; they increase employment and exhibit a higher utilization of capacities. Employment adjustment also depends on competition. In monopolistic markets, the volatility of employment is higher. [source] Modified Stage-Gate® Regimes in New Product Development,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 1 2007John E. Ettlie The purpose of this research was to explore the nature of the Stage-Gate®process in the context of innovative projects that not only vary in new product technology (i.e., radical versus incremental technology) but that also involve significant new product development technology (i.e., new virtual teaming hardware-software systems). Results indicate that firms modify their formal development regimes to improve the efficiency of this process while not significantly sacrificing product novelty (i.e., the degree to which new technology is incorporated in the new offering). Four hypotheses were developed and probed using 72 automotive engineering managers involved in supervision of the new product development process. There was substantial evidence to creatively replicate results from previous benchmarking studies; for example, 48.6% of respondents say their companies used a traditional Stage-Gate®process, and 60% of these new products were considered to be a commercial success. About a third of respondents said their companies are now using a modified Stage-Gate®process for new product development. Auto companies that have modified their Stage-Gate®procedures are also significantly more likely to report (1) use of virtual teams; (2) adoption of collaborative and virtual new product development software supporting tools; (3) having formalized strategies in place specifically to guide the new product development process; and (4) having adopted structured processes used to guide the new product development process. It was found that the most significant difference in use of phases or gates in the new product development process with radical new technology occurs when informal and formal phasing processes are compared, with normal Stage-Gate®usage scoring highest for technology departures in new products. Modified Stage-Gate®had a significant, indirect impact on organizational effectiveness. These findings, taken together, suggest companies optimize trade-offs between cost and quality after they graduate from more typical stage-process management to modified regimes. Implications for future research and management of this challenging process are discussed. In general, it was found that the long-standing goal of 50% reduction in product development time without sacrificing other development goals (e.g., quality, novelty) is finally within practical reach of many firms. Innovative firms are not just those with new products but also those that can modify their formal development process to accelerate change. [source] OPEN KNOWLEDGE DISCLOSURE: AN OVERVIEW OF THE EVIDENCE AND ECONOMIC MOTIVATIONSJOURNAL OF ECONOMIC SURVEYS, Issue 2 2007Julien Pénin Abstract This paper reviews current literature on open knowledge disclosure strategies used by firms. It is usually acknowledged that for an innovative firm that does not benefit from a natural protection (such as lead time advance) the best strategy is to keep an innovation secret as long as possible or to protect it through an exclusive patent. However, in apparent contrast to this traditional view, many studies suggest that firms often disclose important parts of their knowledge through scientific publications, conferences, the Internet, etc. This paper aims to provide an overview first of the evidence supporting the existence of open knowledge disclosure and second of the economic motivations that encourage rational, profit seeking firms to adopt these behaviours. [source] Reputation for Product Innovation: Its Impact on Consumers,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2010David H. Henard Just as firms compete for customers, they also vie for reputational status across their relevant constituent groups. To many firms, a reputation as an innovative company is something that is both prized and actively sought after. Despite an abundance of anecdotal evidence pointing to several firms' active pursuit of an innovative reputation, there is little empirical evidence to evaluate the soundness of this pursuit. On a general level, this research recognizes that firms compete for competitive advantage via their tangible and intangible resources. Much of the innovation literature centers on the tangible impact that new product development initiatives have on outcomes of innovation. Yet research investigations of the less tangible facets of innovation, such as a reputation, remain relatively uninvestigated despite their promise as a source of sustainable competitive advantage. This study investigates the effects of a corporate reputation for product innovation (RPI) and its impact on consumers. Consumer involvement levels are proposed to mediate the relationship between RPI and consumer outcomes. Empirical results indicate that a high consumer perceived RPI, via the involvement construct, leads to excitement toward and heightened loyalty to the innovative firm. A more positive overall corporate image and tolerance for occasional product failures are also positive outcomes noted in the results. Contrary to expectations, a high perceived RPI does not lead to a consumer propensity to pay price premiums. [source] Early supplier integration: the dual role of purchasing in new product developmentR & D MANAGEMENT, Issue 2 2010Holger Schiele Interest in early supplier integration in new product development (NPD) has increased as an open innovation approach has become more common in firms. To support supplier integration, the purchasing function of a firm can assume a new ,dual' role: contributing to NPD while also managing overall costs. Previous research has offered few insights into how the purchasing function should best be organised so that it will fulfil this dual role. This paper reports on the results of a consortial benchmarking study in which an industry,academic consortium visited and analysed six best-practice firms. The findings describe how innovative firms organise their purchasing function, distinguishing between ,advanced sourcing' and ,life-cycle sourcing' units. The results include the tools that these firms use, such as regular innovation meetings with suppliers and technology roadmaps linking firm strategy, innovation strategy and sourcing strategies. The paper also recommends that researchers shift from a narrow focus on a single project to a broader consideration of supplier and organisational issues in NPD. [source] New technologies, organisation and age: firm-level evidence,THE ECONOMIC JOURNAL, Issue 509 2006Patrick Aubert We investigate the relationships between new technologies, innovative workplace practices and the age structure of the workforce in a sample of French firms. We find evidence that the wage-bill share of older workers is lower in innovative firms and that the opposite holds for younger workers. This age bias affects both men and women. It is also evidenced within occupational groups. More detailed analysis of employment inflows and outflows shows that new technologies essentially affect older workers through reduced hiring opportunities. In contrast, organisational innovations mainly affect their probability of exit, which decreases much less than for younger workers following reorganisation. [source] The Performance Impact of Content and Process in Product Innovation ChartersTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 1 2007Chris Bart The significance of product innovation charters (PICs) cannot be overemphasized, as they provide understanding and a tool for setting organizational goals, charting strategic direction, and allocating resources for new product portfolios. In a unique way, a PIC represents a sort of mission statement mutation for new products. With the backdrop of strategy formulation and product innovation literatures, this article investigates the impact of both content specificity within PICs and satisfaction with the PIC formulation process on new product performance in North American corporations. A survey was undertaken among executives knowledgeable about their organization's new product development process. The respondents included chief executive officers, vice presidents, directors, and managers. The findings demonstrate that significant differences exist both in PIC content specificity and process satisfaction between highly innovative and low innovative firms. The study also shows that PIC specificity in terms of the factors mission content and strategic directives positively influences new product performance. Further, the study demonstrates that satisfaction with the process of formulating PICs plays a positive and powerful mediating role in the PIC specificity,performance relationship. The results suggest that product innovation charters, like their mission statement cousins, may be of more value than most managers realize. The study shows that achieving a state of organizational satisfaction with a PIC's formulation process is critical for obtaining better new product performance. Directions for future research also are suggested. [source] R&D INVESTMENT, CREDIT RATIONING AND SAMPLE SELECTIONBULLETIN OF ECONOMIC RESEARCH, Issue 2 2007Claudio A. Piga D45; G21; G32; E51 ABSTRACT We study whether R&D-intensive firms are liquidity constrained, by modelling their antecedent decision to apply for credit. This sample selection issue is relevant when studying a borrower,lender relationship, as the same factors can influence the decisions of both parties. We find firms with no or low R&D intensity to be less likely to request extra funds. When they do, we observe a higher probability of being denied credit. Such a relationship is not supported by evidence from the R&D-intensive firms. Thus, our findings lend support to the notion of credit constraints being severe only for a sub-sample of innovative firms. Furthermore, the results suggest that the way in which the R&D activity is organized may differentially affect a firm's probability of being credit constrained. [source] | |||||||||||||||||||