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This research aims to examine the challenges of recruiting participatory action research (PAR) in managing innovation projects. An enhanced methodology based on PAR was developed to mitigate the challenges related to recruiting PAR in managing innovation projects. The proposed methodology was evaluated by comparing it to established methodologies/frameworks such as Scrum, Design Thinking (DT) and The Lean Startup (TLS). The evaluation aimed to determine the advantages and limitations of the proposed methodology in managing innovation projects.

The proposed enhanced methodology consists of eight steps, ranging from developing an understanding of the industry and business structure to learning and knowledge management. In addition, the enhanced methodology uses other techniques, such as Force field analysis and 12 boundary questions.

The research findings indicate that using the proposed methodology can improve the formalization of collaboration in PAR, enabling the organization to respond better to market changes. It helps define the project scope more clearly, encouraging innovation, addressing communication barriers and considering different worldviews and practical issues. Based on the findings, the proposed enhanced methodology could complement other methodologies/frameworks such as Scrum, DT and TLS.

The current research adds to the existing literature by identifying the challenges of recruiting PAR in managing innovation projects. A deductive reasoning process was utilized because there is no comprehensive research concerning the challenges of recruiting PAR in managing innovation projects. On the other hand, the PAR 4-phase cycle has been reviewed and enhanced to manage innovation projects.

The proposed methodology was used in a new product development project. The case study was done on one of the payment service provider companies that design, develop and deploy a digital product for marketing, installation, repair and maintenance of electronic funds transfer at point of sale devices.

No research has yet sought to identify the challenges of using PAR in innovation project management (IPM). Identifying the challenges associated with applying PAR in the IPM and providing an enhanced methodology to mitigate the challenges could fill a gap in IPM studies.

This paper investigates manager's use of self‐assessment in diagnostic routines to assist organisations embarking on major organisational change involving the adoption of a managerial innovation.

The illustrative case focuses on the comparative adoption of two assessment tools set within a methodology developed via action research to improve the performance of new process development in the specialty chemical industry.

Features of the case context, such as prior commitment to the methodology, contribute to explaining managerial preferences for the non‐financial diagnostic tool over the financial one.

For practitioners the case illustrates how prior commitment can obscure rational considerations when faced with planning and implementing major change, particularly so when introducing managerial innovations. For academics the case study highlights the potential for fruitful research into the design and use of self‐assessment routines that precede or coincide with the adoption and implementation of such managerial innovations.

The paper focuses on self‐assessment routines constructed to aid chemical firms contemplating the adoption of a major managerial innovation; a methodology that entails a radical approach to designing and developing new manufacturing processes for chemical production.

There are many investigations in design methodologies, but there are also divergences and convergences as there are so many points of view. This study aims to evaluate to corroborate and deepen other researchers’ findings, dissipate divergences and provide directing to future work on the subject from a methodological and convergent perspective.

This study analyzes the previous reviews (about 15 reviews) and based on the consensus and the classifications provided by these authors, a significant sample of research is analyzed in the design for additive manufacturing (DFAM) theme (approximately 80 articles until June of 2017 and approximately 280–300 articles until February of 2019) through descriptive statistics, to corroborate and deepen the findings of other researchers.

Throughout this work, this paper found statistics indicating that the main areas studied are: multiple objective optimizations, execution of the design, general DFAM and DFAM for functional performance. Among the main conclusions: there is a lack of innovation in the products developed with the methodologies, there is a lack of exhaustivity in the methodologies, there are few efforts to include environmental aspects in the methodologies, many of the methods include economic and cost evaluation, but are not very explicit and broad (sustainability evaluation), it is necessary to consider a greater variety of functions, among other conclusions

The novelty in this study is the methodology. It is very objective, comprehensive and quantitative. The starting point is not the case studies nor the qualitative criteria, but the figures and quantities of methodologies. The main contribution of this review article is to guide future work on the subject from a methodological and convergent perspective and this article provides a broad database with articles containing information on many issues to make decisions: design methodology; optimization; processes, selection of parts and materials; cost and product management; mechanical, electrical and thermal properties; health and environmental impact, etc.

Digital service innovation (DSI) is a type of technological innovation that is recognized in practice in the innovation structure of companies. Given the breadth of digital technologies that enable digital services and the variety of these services, analysis is needed to discern the nature of these services, as well as the process that culminates in co-innovation. The literature on DSI is fragmented and spread across multiple research areas. This fragmentation impedes conceptualization of the elements that constitute DSI. This paper describes the nature of DSI through the process and elements of initiation, adoption and routinization of DSI in the context of digital service platforms (DSPs).

This paper presents a single exploratory case study of a provider of a leading digital solution in customer relations. The data analysis is based on abductive reasoning.

The paper conceptualizes the nature of DSI and describes the process and elements of DSI (phases, actors, functions and interactions). It contributes to building a common language for DSI research in service management. The analysis shows that DSI in DSPs is synonymous with co-innovation. This paper offers insight into how co-innovation occurs, using hybrid agile methodologies with the coordination of multiple actors and multilateral interactions.

The originality and value of the study reside in its conceptualization and analysis of what is meant by DSI. The components of the service and the technological requirements for not only provision but also ideation and development appear to be inseparable. The study unveils the mechanisms that turn a digital service solution into a co-innovative proposal. This knowledge can facilitate scalability in digital services.

The Gemba‐Kaizen approach is a key business process strategy employed by companies (multinationals also) to enhance their manufacturing performance. However, whilst there is significant research information available on implementing management systems in a sequential manner, there is little information available relating to the application of this approach to provide a single and highly effective methodology for process innovation in the context of the Gemba‐Kaizen approach in multinational companies. Therefore, the purpose of this paper is to develop and apply a process innovation framework in terms of methodology for multinational companies. The research question that governs the study is: How is the Gemba‐Kaizen approach applied in an organisational context such as that of a multinational food company in Mexico?

An exploratory case study was conducted. One multinational food company (chocolate) which has been established in Mexico for at least 19 years was selected. The paper chronicles the design and application of a process innovation framework in the context of the Gemba‐Kaizen approach. In total, four methods were used to gather data: direct observation; participative observation; documentary analysis; and semi‐structured interviews.

This paper proposes a process innovation framework using the Gemba‐Kaizen approach. The development, refinement and implementation of a process innovation framework in the context of the Gemba‐Kaizen approach has been achieved, working closely with a multinational food company. Consequently, as a result of the application, a conceptual framework was established, based on the results of comparing theory and fieldwork: this provides a glimpse into the relationship of the Gemba‐Kaizen approach with other improvement methodologies, known as Process Redesign, in the organisation analysed.

Derived to describe the case study on how to apply the Gemba‐Kaizen approach through process innovation methodology, the paper may prove to be of value to practitioners and managers involved in the field. Similarly, a section on managerial implications has also been included.

The paper contributes to the limited existing literature on the Gemba‐Kaizen system and subsequently disseminates this information in order to provide impetus, guidance and support towards increasing the development of companies, in an attempt to move the Mexico manufacturing (food) sector towards world‐class manufacturing performance.

Innovation project development is becoming more important in boosting competitiveness of universities and enterprises. It will not be possible to ensure rapid economic growth of enterprises without competitive innovations and without their introduction into education and business practice. The object of the research paper is innovations in teaching entrepreneurship. The subject of the research paper is analysis of the effective entrepreneurship education at the universities. The objective of the research paper is to study the integration process of technological business environment (TBE), intellectual capital (IC) formation, innovation project (IP) development at the universities and enterprises.

The tasks advanced in order to reach the objective: to identify the concept of IC, IP, the methodology of IP development at the universities, their main actions and methods; to carry out analysis of the TBE in Latvia, indicators characterizing it environment, the factors of TBE influencing IC, IP development at the universities and enterprises; to estimate the IP development as the teaching method at the universities and business practice in Latvia. The research period is from the year 2007 till the year 2020. This is the first research on the analysis of indicators of TBE influencing IC formation, IP development at the universities; the efficiency of involvement of academic staff in the formation of IC and IP development into entrepreneurship education in Latvia; definition of the IP development as the teaching method and presentation of its theoretical and practical interpretation.

The purpose of this paper is to question the appropriateness of current lab types for addressing wicked problems. A new lab type, a Systemic Innovation Lab, is proposed which combines the features of existing labs that are suited to addressing wicked problems.

Characteristics of initiatives that are considered appropriate for addressing wicked problems and existing lab types that contain any of these characteristics are identified. These lab types are Social Innovation Labs, Living Labs, Urban Living Labs, Urban Transition Labs and Public Sector Innovation Labs. The proposed new lab type is reasoned by combining the features of existing labs that are suited to addressing wicked problems. How the new lab would work in practice is illustrated with a case study.

When addressing wicked problems, labs need to take a systemic design and not a service design approach. They also need to focus on addressing complex problems, take a place-based and transition approach, enable coherent action by diverse actors, involve users as co-creators, support a networked governance approach and recognize government as an enabler of change.

This paper provides a new lab type designed specifically for addressing wicked problems. This new lab supports practitioners that take a systemic design, solution ecosystem and systemic innovation approach. Systemic design is based on a core set of principles that are a crossover between design and complexity theory.

For the first time, this paper analyzes different lab types to determine their appropriateness for addressing wicked problems. It also proposes a new lab type whose sole purpose is addressing wicked problems.

Mastering innovation in highly regulated markets might require companies to overcome significant barriers. Rules, laws and limitations on social, economic and institutional dimensions can hinder the ability of a company to transfer knowledge within and across organizational boundaries. However, as recent research in innovation management increasingly advocates user involvement and early understanding of user needs as best practices, the inability to freely interact with customers due to highly regulated market restrictions can hinder the company’s capability to innovate. Hence, this paper aims to shed light on how an emerging managerial approach, such as Design Sprint, can support companies operating in highly regulated markets to overcome user involvement limitations and boost human-centered innovation.

This paper sheds light on how to boost innovation in a highly regulated market by leveraging an in-depth case study. The study investigates the use of the Design Sprint approach adopted by the pharmaceutical multinational Johnson & Johnson to revise the way its R&D department orchestrates the new product development process, overcoming the user involvement challenges of highly regulated markets.

In analyzing six different projects undertaken in the past two years, the findings illustrate three microfoundational dimensions of the Design Sprint approach in highly regulated markets, the so-called 3T model: team, time and tools. Indeed, deploying the Design Sprint in a highly regulated market has proven that being able to experiment in the early stages, building rough prototypes in real-time and openly collaborating with partners is crucial to boost innovation and anticipate constraints.

The paper sheds light on the Design Sprint approach by initially grounding an emerging managerial approach on organizational and management theory, leveraging the lens of microfoundations. In doing so, this study suggests how Design Sprint is based on the pillars of experimentation, knowledge transfer and co-creation usually neglected in highly regulated markets where user involvement is challenging. Finally, this study discloses the importance of using a design-based methodology in fostering innovation in highly regulated markets.

The purpose of this paper is to document and analyse the processes underpinning the Southern African Social Innovation Camp (the Camp). This paper details the theoretical basis on which the Camp was designed and assesses the ways in which the participants experienced the camp in light of these theoretical principles.

A qualitative research design was used with four sources of data: participant reviews of the Camp, in-depth interviews with stakeholders, the researcher’s field notes and a reflective blog posted online by one of the participants. Data were analysed using thematic content analysis.

Three themes emerged from the analysis. The Camp as a foreign but safe space that moves people out of their comfort zones, enabling innovative thinking; the importance of discipline and rigour in self-organising groups; and the interplay of diversity feedback and trust/mistrust. The theoretical principles which informed the design of the Camp were clearly evident in these themes.

No evaluation of the degree of innovativeness/quality of the prototypes. While the focus of the study was on participants’ experiences, a clearer indicator of the innovativeness and usefulness of the prototypes would have provided greater insight.

The study describes a theoretical framework for designing innovation groups and establishes the usefulness of the framework for analysing the group processes. Based on the results, recommendations for effective functioning in innovation groups are proposed: group diversification; discipline and rigour in group facilitation; vigilance in eliminating hierarchy; and managing the interplay between diversity, feedback and trust.

The purpose of this paper is to develop a best innovation practices framework analyzing the innovation process in firms from the most innovative and the less innovative sectors.

This case study uses an intense review of literature in the field of innovation practices inside organizations. The field work is based in direct observation of innovation practices intended to identify and select those practices that lead to successful implementation of the innovation process in the participating firms.

The study recognizes the need of innovation as a tool for sustainable growth for firms. The article also describes the current process used by US government and organizations to measure innovation and presents a list of innovation best practices that have been recognized by each participating firm as key practices to develop innovation.

The framework allows a combination of practices from different industries however it has been studied in specific firms and a larger exploratory/explanatory process should be conducted to generalize the findings.

This paper offers practical insights about practices associated with the innovation process inside firms.

The study aims to develop a best innovation practices framework to be used by the less innovative sectors in order to become successful in the innovation development. These best innovation practices are identified from the most innovative sectors in the country.