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Article
Publication date: 19 September 2016

Ulrich Lichtenthaler

This paper aims to suggest a procedure for successfully transforming a firm’s innovation processes in a systematic way.

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Abstract

Purpose

This paper aims to suggest a procedure for successfully transforming a firm’s innovation processes in a systematic way.

Design/methodology/approach

This is a conceptual paper, which draws on prior academic and practitioner papers.

Findings

Changes in a firm’s environment, such as new technological trends or customer needs, regularly call for the dynamic renewal of a firm’s innovation processes. Nonetheless, most firms proceed in a surprisingly unsystematic way if they transform their innovation processes. This approach contrasts with the systematic innovation processes that many firms have established to manage their product development from initial idea to final market launch.

Originality/value

To overcome this discrepancy, this paper distinguishes reconfiguration and realignment challenges in the transformation of a firm’s innovation processes. These different activities are illustrated with the example of transforming firms’ innovation processes towards open innovation. Furthermore, a five-step procedure is suggested to ease implementation. On this basis, implications for managers are discussed with respect to proficiently adapting their firms’ innovation processes over time.

Details

Journal of Business Strategy, vol. 37 no. 5
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 August 2002

Paul Merlyn and Liisa Välikangas

In a session of the Strategos Innovation Academy, participants considered how a number of core management processes – for example, strategic planning, capital budgeting…

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679

Abstract

In a session of the Strategos Innovation Academy, participants considered how a number of core management processes – for example, strategic planning, capital budgeting, performance assessment and product and process development – inhibit innovation. Working in groups, the participants identified problems with existing practices and then suggested a number of ways to make the process less toxic to innovation. Today’s strategic‐planning processes rarely emphasize radical innovation – the new business concepts and operational models that are necessary to keep corporations at the head of the pack – either implicitly or explicitly. Another failure that participants identified is the linkage between strategy planning and the annual budgetary cycle. To improve strategic planning, participants made a number of other suggestions, many of which derive from the toxicities and failures of the existing strategic‐planning process. Companies should first ensure that their business definition and associated mission statement are broad. Narrow definitions are likely to reduce a company’s identity to its current business model, thereby impeding the possibility of renewal. Companies should also explicitly include innovation in the strategic‐planning process. A chief innovation officer – a new senior‐level appointee in the company – can help ensure that innovation remains central to the strategic‐planning process. Greater scrutiny of strategic plans can also help. For example, CEOs can reject strategic plans that do not include a substantial amount of innovation. The introduction of new metrics for innovation would help formalize this commitment to innovation. Participants also recommended that companies find ways to dissociate the strategic‐planning process from an annual schedule. Instead, the process needs to become continuous. To this end, some participants advocated renaming the process strategic evolution instead of strategic planning.

Details

Strategy & Leadership, vol. 30 no. 4
Type: Research Article
ISSN: 1087-8572

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Open Access
Article
Publication date: 26 September 2018

Queila Regina Souza Matitz and Karine Francisconi Chaerki

The purpose of this paper is to discuss process philosophy’s potential contributions to understanding and investigation of innovation processes associated with…

Abstract

Purpose

The purpose of this paper is to discuss process philosophy’s potential contributions to understanding and investigation of innovation processes associated with organizational contexts.

Design/methodology/approach

The paper is a theoretical piece that examines the concept of process philosophy by relating it to the relevant literature and use of examples.

Findings

In particular, the authors develop some ideas and encourage future discussion around two aspects: process philosophy-oriented conceptualizations of innovation processes and process philosophy-oriented methods of investigation about innovation processes. The authors conclude that more process philosophy-oriented research of innovation processes must be conceptually multidimensional and methodologically performative.

Originality/value

There is a recent claim about a “process turn” within organization studies, which is partly represented by attempts to develop and apply a deeper meaning of process. The presentation of the concept is novel, and does add to the literature. These aspects provide clarification regarding implications of thinking and enquiring procedurally into innovation processes.

Details

Innovation & Management Review, vol. 15 no. 4
Type: Research Article
ISSN: 2515-8961

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Article
Publication date: 17 November 2021

Thanh Thi Cao, Phong Ba Le and Nhan Thi Minh Nguyen

Given the important role of knowledge sharing (KS) processes for organizational innovation, the purpose of this study is to investigate the mediating roles of tacit and…

Abstract

Purpose

Given the important role of knowledge sharing (KS) processes for organizational innovation, the purpose of this study is to investigate the mediating roles of tacit and explicit KS in bridging the relationship between high-involvement human resource management (HRM) practices and specific aspects of innovation capability, namely, product and process innovation.

Design/methodology/approach

Analysis of moment structures and structural equation modeling are applied to examine the correlation among the constructs based on the survey data collected from 111 manufacturing and service firms.

Findings

The empirical findings reveal that KS processes positively mediate the relationship between high-involvement HRM practices and innovation capability. It highlights the important role of explicit KS in fostering aspects of innovation capability compared to the effects of tacit KS on aspect of innovation capability.

Practical implications

Vietnamese firms should pay much attention to high-involvement HRM practices to improve their innovation capabilities. In addition, fostering the willingness of employees for sharing tacit knowledge (e.g. experiences, uncommon understandings and insights) and explicit knowledge (e.g. formal information, official documents and reports and procedures and policies) is one of the most optimal solutions for firms to pursuit product and process innovation capability.

Originality/value

This paper significantly contributes to increasing knowledge and insights on the correlation between high-involvement HRM practices and specific forms of innovation. The understanding on mediating role of KS processes contributes to advancing the body of knowledge of HRM practices and innovation theory.

Details

International Journal of Innovation Science, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-2223

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Article
Publication date: 16 November 2021

Haneen Allataifeh, Sedigheh Moghavvemi and Jahan Ara Peerally

There is a lack of empirical-based models derived from practice to explain the digital innovation process. The authors investigate how the digital innovation process

Abstract

Purpose

There is a lack of empirical-based models derived from practice to explain the digital innovation process. The authors investigate how the digital innovation process unfolds in practice.

Design/methodology/approach

The authors undertake an exploratory and phenomenological study of 21 Malaysian small and medium enterprises (SMEs) in the information and communication technology (ICT) sector.

Findings

The findings show that the delineation between digital innovation process and outcome is blurred in practice, due to the process' iterative nature. Under this process, customers' role has changed from being passive receivers of innovative products to active reviewers, testers, influential decision-makers, initiators and co-creators at different review points in the innovation process. Enterprises' role has expanded from being the initiator of the innovation process to being a cogitative actor by seeking and absorbing knowledge from customer reviews into the digital innovation process. Market analysis is often the initiator of the digital innovation process, and the findings shed light on the underlying causative mechanisms of the initiation stage, which are understudied and not well understood in the existing literature.

Originality/value

The study contributes to academic knowledge by answering scholars' call for developing third-generation practice-based innovation models, which accounts for enterprises' context-specificities and internal and external environments, and for exploring the suitability of the need–solution fit approach for the digital innovation process. Such models have only been conceptually advocated in the literature. The study also informs practitioners on the organizational and operational activities involved in managing and strategizing for the digital innovation process.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 30 November 2021

Grégory Jemine and Kim Guillaume

This paper aims to analyze the adoption process of human resource information systems (HRIS) from a supply-side perspective emphasizing the practices of HRIS vendors and…

Abstract

Purpose

This paper aims to analyze the adoption process of human resource information systems (HRIS) from a supply-side perspective emphasizing the practices of HRIS vendors and consultants. It aims to counterbalance the existing literature on HRIS, which has overwhelmingly studied HRIS adoption from the customer organization's viewpoint, hence systematically downplaying the active role of vendors and consultants in adoption processes.

Design/methodology/approach

The research has been conducted on the HRIS market of the Benelux (Belgium–The Netherlands–Luxemburg) from a constructionist and exploratory perspective. The structure and dynamics underlying the market are gradually unveiled through open interviews with HRIS vendors and consulting firms (n = 22).

Findings

The paper reveals how the social shaping of HR innovations takes place and identifies nine types of pressures exerted by HRIS vendors and consultants on customer organizations: assessing, advising, advertising, case-building, demonstrating, configuring, accompanying, sustaining and supporting. Taken together, these pressures demonstrate the systematic presence and active role of external actors throughout the adoption process of HRIS within firms.

Research limitations/implications

It is suggested that further supply-side studies of innovation diffusion processes of HRIS should be conducted to complement the existing, demand-side literature. In this view, emphasis should be set on technology providers and their ongoing interactions with customer firms.

Originality/value

The analytical precedence given to supply-side actors allows to conceptualize HRIS adoption as the dynamic result of negotiations between three groups of actors (HRIS vendors, HRIS consultants and customer firms), hence resulting in a more comprehensive and holistic view of HRIS adoption processes.

Details

Information Technology & People, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-3845

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Article
Publication date: 18 November 2021

Marco Opazo-Basáez, Ferran Vendrell-Herrero and Oscar F. Bustinza

Existing innovation frameworks suggest that manufacturing firms have traditionally developed a complementary model of technological innovations comprising process and…

Abstract

Purpose

Existing innovation frameworks suggest that manufacturing firms have traditionally developed a complementary model of technological innovations comprising process and product innovations (e.g. Oslo Manual). This article presents digital service innovation as a novel form of technological innovation that is capable of enhancing the performance of firms in certain manufacturing industries.

Design/methodology/approach

Drawing on technological innovation and digital servitization fields of research, this study argues that digital service innovation, in manufacturing contexts, complements traditional sources of technological innovation, so increasing the profit margins of firms. This effect is significant in industries characterized by business-to-business contexts, high presence of link channels and long product life spans (e.g. manufacturing and computer-based industries). Predictions are tested on a unique sample of 423 Spanish manufacturing firms using parametric (t-test) and nonparametric (fuzzy-set qualitative comparative analysis, fsQCA) approaches.

Findings

The results of this analysis show that a necessary condition so that manufacturing firms can increase profits is the deployment of simultaneous process and product innovations. It also reveals that optimal configuration requires that digital service innovation be undertaken, particularly in machinery and computer-based manufacturing industries. Hence, all three sources of technological innovation are brought together in order to reach the highest levels of company performance. The evidence suggests that technological innovation and digital servitization are closely interrelated in highly innovative manufacturing contexts.

Originality/value

This study's originality and value reside in the fact that it reveals the existence of firms incorporating digital service innovation – a new, technological innovation dimension that challenges existing innovation frameworks – to complement traditional technological innovation sources, namely process and product innovation. Moreover, the study conceptualizes and empirically tests the value-adding role of digital services in firms' technological innovation portfolio.

Details

Journal of Service Management, vol. 33 no. 1
Type: Research Article
ISSN: 1757-5818

Keywords

Open Access
Article
Publication date: 31 August 2021

Sergio Takahashi and Vania Passarini Takahashi

The purpose of this paper is to study the organizational processes in co-creation with multiple stakeholders within the scope of innovation networks. It consists of…

Abstract

Purpose

The purpose of this paper is to study the organizational processes in co-creation with multiple stakeholders within the scope of innovation networks. It consists of analyzing the necessary adaptation of organizational processes and to structure a proposal of an integrated process.

Design/methodology/approach

This paper is a review article, an analysis of relevant articles in the areas of co-creation with multiple stakeholders, innovation networks, dynamic capabilities and organizational aspects linked to network organization which reflect on the main differences by relating them to the relevant literature.

Findings

Identification of related processes: Innovation development, knowledge integration/sharing, Co-evolution, Value Co-creation, Value Capture, Stakeholders capabilities, and elements of an integrated process in an innovation network.

Originality/value

Proposition of an integrated co-creation process with multiple stakeholders in an innovation network based on dynamic capabilities with the elements of literature and an analysis of the model variables. This process makes it possible, before reconfiguring the network itself, to create and to define the Project in an integrated manner. They also promote an evolution in the commitment, in the relationship and in the sharing of knowledge among the stakeholders and in the anticipation and evaluation by the stakeholders.

Details

Innovation & Management Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2515-8961

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Article
Publication date: 1 January 1989

Hans‐Georg Lauenroth

The aim of the applied systems analysis of scientific‐technological innovation is to identify the most effective innovation fields and to develop innovation strategies…

Abstract

The aim of the applied systems analysis of scientific‐technological innovation is to identify the most effective innovation fields and to develop innovation strategies. This cannot be achieved without the development of theoretical foundations, practical methods and principles, a heuristic algorithm and a computer‐aided decision system. Such a system is described in this article, and represents, it is claimed, the first steps towards a computer‐aided decision system for innovation strategies.

Details

Kybernetes, vol. 18 no. 1
Type: Research Article
ISSN: 0368-492X

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Article
Publication date: 24 July 2007

Marina du Plessis

This article seeks to clarify the role of knowledge management in innovation as an aid to addressing this complexity. The article seeks to identify the drivers for

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30651

Abstract

Purpose

This article seeks to clarify the role of knowledge management in innovation as an aid to addressing this complexity. The article seeks to identify the drivers for application of knowledge management in innovation. It also details the nature of the role of knowledge management in innovation as well as its value proposition.

Design/methodology/approach

The methodology used was literature research and some personal experiences and interpretations.

Findings

In the fast changing business world of today, innovation has become the mainstay of organizations. The nature of global economic growth has been changed by the speed of innovation, which has been made possible by rapidly evolving technology, shorter product lifecycles and a higher rate of new product development. The complexity of innovation has been increased by growth in the amount of knowledge available to organizations.

Originality/value

Innovation is extremely dependent on the availability of knowledge and therefore the complexity created by the explosion of richness and reach of knowledge has to be recognized and managed to ensure successful innovation.

Details

Journal of Knowledge Management, vol. 11 no. 4
Type: Research Article
ISSN: 1367-3270

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