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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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676

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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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

Keywords

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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: 3 August 2021

Erik Poirier, Sheryl Staub-French, Angelique Pilon, Azadeh Fallahi, Zahra Teshnizi, Thomas Tannert and Thomas Froese

The purpose of this paper is to study the design process innovations that enabled the successful delivery of a hybrid, mass-timber high-rise building in Canada, the Brock…

Abstract

Purpose

The purpose of this paper is to study the design process innovations that enabled the successful delivery of a hybrid, mass-timber high-rise building in Canada, the Brock Commons Tallwood House at the University of British Columbia. It is one of a set of papers examining the project, including companion papers that describe innovations used during the mass timber construction process and the impact of these innovations on construction performance.

Design/methodology/approach

A mixed-method, longitudinal case study approach was used in this research project to investigate and document the Tallwood House project over a three-year period. Both quantitative and qualitative data collection and analysis techniques were used. Graduate student researchers were embedded within the project team to observe meetings and decision-making and to conduct periodic interviews.

Findings

The research highlights a case of a balanced triple-helix system that provided a context for the successful “clustering” of product and process innovation, which were developed and implemented to flow throughout the project’s lifecycle and across its supply chain to provide benefits at each stage. Four significant process-based innovations were implemented at the design phase of the building project to support radical product innovation: an integrated design process, virtual design and construction, designing for manufacturing and assembling and a rigorous quality control and quality assurance process. The product innovations developed through these process innovations were the structural system and the prefabricated envelope system. The context of innovation was seen to allow this “clustering,” which is believed to be a key condition of success and enabled the efficient and successful delivery of the project. Generally, the approach was successful; however, some factors including the number of stakeholders and good-faith collaboration may limit the replicability of these strategies.

Originality/value

This paper presents an in-depth investigation into the instantiation of an innovation system, identified as a balanced triple-helix system, which enabled and facilitated the design and decision-making process for a radical product innovation. Moreover, this paper describes the deployment of a “cluster” of process innovations that flowed throughout the project’s lifecycle and across the project supply chain. This was seen as a key factor in ensuring the successful delivery of the project.

Details

Construction Innovation , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1471-4175

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Article
Publication date: 16 August 2021

Joseph K. Nwankpa, Yaman Roumani and Pratim Datta

This paper aims to examine the dynamic relationship between digital business intensity (DBI) and process innovation through knowledge management. More specifically, the…

Abstract

Purpose

This paper aims to examine the dynamic relationship between digital business intensity (DBI) and process innovation through knowledge management. More specifically, the paper investigates the mechanism through which DBI and knowledge management jointly influence process innovation.

Design/methodology/approach

The study used a single informant approach of data collection and consistent with prior research, and a random sample of CIOs was selected and invited to participate in the survey resulting in a total 193 usable responses. The analysis and empirical validation of the research model used partial least square.

Findings

The results reveal a positive link between DBI and process innovation. This finding presents empirical support for hitherto anecdotal evidence regarding the impact of DBI on process innovation. In particular, the study notes the impactful role of DBI as an input repertoire that facilitates knowledge management with subsequent positive effects on process innovation. Results further surface an accentuating interplay between DBI and knowledge management on process innovation.

Originality/value

The current study advances our understanding of how DBI, a pre-condition to attaining digital business strategy, influences process innovation. Moreover, investigating the consequences of DBI should help offer an initial insight to managers and top management facing the challenge of implementing a successful digital footprint in an increasingly digital business landscape. Furthermore, to the best of the authors’ knowledge, this study is the first to investigate how digitization efforts and knowledge management practices jointly affect process innovation.

Details

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

Keywords

Content available
Article
Publication date: 5 July 2021

Emanuela Conti and Andrea Chiarini

This paper aims to investigate the phases of new product development within the design-driven innovation (DDI) process, the role of designers and collaborators in the…

Abstract

Purpose

This paper aims to investigate the phases of new product development within the design-driven innovation (DDI) process, the role of designers and collaborators in the process and how this process relates to some quality principles.

Design/methodology/approach

This study adopted a qualitative approach using Gioia methodology. In particular, four Italian manufacturing companies in the home appliances and furniture industry were selected, and data mainly collected through direct interviews were analysed through content analysis.

Findings

The new product development related to DDI includes the following phases: the company brief, the designer research, the concept of the designer, the design, legal protection, prototyping, production and the market launch. Designers play a strategic role in the above phases of DDI, but other actors also cooperate and some quality principles affect positively on the process. This study proposes a model for a DDI process in the home appliances and furniture sector.

Research limitations/implications

Although this exploratory study was conducted on only four companies, it advances the DDI research in relation to new product development.

Practical implications

This study makes recommendations to entrepreneurs and managers on how to innovate successfully and to effectively manage designers and collaborators to ensure competition.

Social implications

This analysis highlights that design-based innovation contributes to improving the quality of life of consumers.

Originality/value

To the best of the authors' knowledge, this is the first qualitative study to examine the phases of new product development in DDI process, the actors involved and relationship to quality principles for the Italian home appliances and furniture sector.

Details

The TQM Journal, vol. 33 no. 7
Type: Research Article
ISSN: 1754-2731

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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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29975

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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Abstract

Details

Information Services for Innovative Organizations
Type: Book
ISBN: 978-0-12465-030-5

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