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Agile methods are increasingly being applied in the contexts of innovation beyond traditional information technology (IT) and physical product development projects, such as when process improvements are being implemented. Nevertheless, this phenomenon is still recent and little addressed in the literature, with few descriptions of empirical cases. This study aims to address this gap.

This multiple case study aims to present and discuss the application of Agile practices embedded in large companies’ innovation value chains, focusing on improvements of business processes. The following research question is pursued: How are large companies applying elements of Agile methods to their innovation processes when implementing incremental improvements in their operational processes? Based on the idea that the Agile-Stage-Gate model is an alternative to this challenge, this study investigates the application of this hybrid model in two large Brazilian companies by presenting their idiosyncrasies, lessons learned, adaptations, challenges and benefits.

Overall, it was observed that the experience with the application of the Agile-Stage-Gate model is positive for these companies, with better customer engagement, easier project control and increased productivity of the project team.

For those aiming to implement the Agile-Stage-Gate model, this paper identifies the main adaptations made in order to combine the purist approaches and critical success factors for its implementation.

The purpose of this paper is to analyse the structure of the new product development (NPD) processes of small- and medium-sized enterprises (SMEs) and researches the transferability of the Stage-Gate® system for SMEs.

The authors used a qualitative multiple case study design. Data were gathered from 49 semi-structured, face-to-face interviews with German firms. The authors used blank cards and a bar graph to measure process structures. The NPD processes were assessed using both objective and subjective success criteria. Pattern matching was used as a systematic analysis technology for the identification of certain structures in the data. In data analysis the authors applied triangulation, content analysis, and descriptive categorisations. The authors looked for similarities and differences between the groups and the frequencies of certain characteristics, and also compared mean values.

The authors found that the majority of the enterprises have adopted Stage-Gate® systems. The authors also found that users of Stage-Gate® XPress processes (a condensed version of the Stage-Gate® system) were, on average, more successful in their innovation activities than the users of other versions of the Stage-Gate® system and entirely different NPD processes. The typical steps in these development processes are idea creation, business case, and product development and production. The study also describes the structure of the XPress processes considering back couplings, overlapping activities, milestones, and customer integration.

This description offers potential for the optimisation of the efficiency and effectiveness of NPD processes. Overall, the paper delivers new insights regarding the further exploration of the process structures in SMEs.

This paper examines how the management control practices of organization members enable the alignment of product development projects with potentially conflicting corporate strategies during the product development process.

Using an ethnomethodology informed research approach, we carry out a case study of an innovative New Zealand food company. Case study data included an internal company document, interviews with organization members, and an external market analysis document.

Our case study company had both sales growth and profit growth corporate strategies which have been argued to cause tensions. We found that four management control practices enabled the alignment of product development projects to these strategies. The first management control practice was having the NPD and marketing functions responsible for different corporate strategies. Other management control practices included the involvement of organization members from across multiple functions, the activities they carried out, and the measures used to evaluate project performance during the product development process.

These findings add new insights to the management accounting literature by showing how a combination of management control practices can be used by organization members to align projects with potentially conflicting corporate strategies during the product development process.

While the alignment of product development projects to corporate strategy is not easy this study shows how it can be enabled through a number of management control practices.

We contribute to the management accounting research in this area by extending our understanding of the management control practices used during the product development process.

The paper provides an overview of research published in the innovation and operations management (IOM) literature on 15 methods for cost management in new product development, and it provides a comparison to an earlier review of the management accounting (MA) literature (Wouters & Morales, 2014).

This structured literature search covers papers published in 23 journals in IOM in the period 1990–2014.

The search yielded a sample of 208 unique papers with 275 results (one paper could refer to multiple cost management methods). The top 3 methods are modular design, component commonality, and product platforms, with 115 results (42%) together. In the MA literature, these three methods accounted for 29%, but target costing was the most researched cost management method by far (26%). Simulation is the most frequently used research method in the IOM literature, whereas this was averagely used in the MA literature; qualitative studies were the most frequently used research method in the MA literature, whereas this was averagely used in the IOM literature. We found a lot of papers presenting practical approaches or decision models as a further development of a particular cost management method, which is a clear difference from the MA literature.

This review focused on the same cost management methods, and future research could also consider other cost management methods which are likely to be more important in the IOM literature compared to the MA literature. Future research could also investigate innovative cost management practices in more detail through longitudinal case studies.

This review of research on methods for cost management published outside the MA literature provides an overview for MA researchers. It highlights key differences between both literatures in their research of the same cost management methods.

Strategy Question: How do we successfully manage our product/service improvement projects?

Summary: The executive has a defined improvement need, and a well thought out specification toward a project to address it. Now the project needs to be done on time. The Milestone Project Management Tool is a structured project management format. It is formatted after classic “stage gate” approaches, with some clever additions that allow it to also serve as an overarching management tool. Each stage gate represents a major element of the development process. Individual tasks supporting the major stage gate item are listed within that heading. By defining these line item tasks, the executive can shape the management tool to fit the particular situation. Color coding completed, ongoing, and incomplete tasks provides a great visual management technique for multiple ongoing projects. The user will be given examples of stage gate milestones (such as Milestone 1 — Project Charter, Milestone 2 — Specification Development, Milestone 3 — Prototype Development, Milestone 4 — Proof of Concept, Milestone 5 — Development, Milestone 6 — Commercialization, etc.) as well as numerous task line suggestions for each stage gate. The user will be encouraged to construct the milestone headings and task line items that make the most sense for their individual situation.

Some companies to aid the product development process have implemented a stage‐gate framework, as a high‐level representation of the activities required. Such a framework allows the development process to be closely monitored and controlled, using stages of work and review gates. Six different companies have been examined to show the variations in representation. Each approach was compared to a generic four‐staged framework. Companies which are organised mainly in cross‐functional teams adhere strongly to the four stages, namely a low‐phased approach. However, companies organised with a strong functional structure tend to have more phases and gates within each stage, i.e. a high‐phased approach. These additional phases tend to be placed late in the product development process rather than at the start where their effect would be greater. A generic representation of the product development process applicable to various organisations and industrial sectors, provides an architecture for carrying out any business process improvement project.

While an increasing number of colleges and universities offer classes that teach students how to write a business plan, in practice the majority of new ventures are launched without the benefit of formal planning. The purpose of this paper is to propose a conceptual model to guide students and entrepreneurs through the process of pre‐launch investigation and planning.

To create the methodology, the authors rely on the stage‐gate model from the product development literature. The stage‐gate model is a conceptually sound set of steps that guide engineering students, practicing engineers, and product development specialists through the pre‐launch stages of investigating the merits of new product or service ideas. Using the spirit and structure of the stage‐gate model as a guide, the authors propose a model of the front end of the entrepreneurial process.

The model includes five distinct steps, starting with the identification of a business idea and progressing through feasibility analysis, business planning, and the ultimate launch of the venture.

The model proposed in this paper provides students and entrepreneurs a more structured and logical way of thinking through the merits of a business idea than is currently available.

This paper proposes an integrated approach for assessing innovation management practices using an innovation management assessment framework, with the application of the innovation management assessment framework at the incubation and firm level.

Innovation management assessment framework is developed, based on the literature review. An innovation management assessment framework toolkit for training innovation practitioners is proposed as the basis for the framework implementation in the industry. The main approach is to make close alignment of the design for lean six sigma phases within broader innovation and stage-gate model in the innovation management assessment framework.

The operationalization of the innovation management assessment framework is enabled and supported by an assessment framework and a toolkit for managing innovation.

A roadmap for innovation management and assessment of performance at incubatee/firm level.

It provides a tool for developing innovative products and services for incubatees in start-ups, thus fueling the economy. It also has applications for ongoing established businesses.

Innovation of new business development can be made through a well-designed and implemented innovation programme that is aligned with stage-gate and design for lean six sigma phases through the innovation management assessment framework.

The electric utility industry, unlike most other technology‐intensive industries, does not spend much money or effort on research and development. Many utilities do not possess an in‐house R&D facility, nor is there an R&D line item in their budgets. Over the last several decades the rate of change in the electric utility industry has been very slow and in‐house R&D efforts have not been required. As the rate of change in the industry is beginning to change, the need to pursue R&D is increasing. The electric utility industry is responding to this increasing requirement by increasing R&D budgets, and in some cases re‐initiating the R&D process within individual utilities. The purpose of this paper is to focus on R&D portfolio management efforts of various actors from different industrial sectors, to find out the best practices by using benchmarking method.

The paper used case study approach and on‐site interviews as research methods.

The authors found that R&D management is in its infancy in the electric utility sector, while the methods established in the manufacturing sector are applicable there.

This study is exploring R&D management in the electric utility sector and contributes to the service innovation research stream.

The purpose of this study is to build a generic model for relational development of a value proposition for a service concept. The study seeks to answer two questions: First, what kind of process is practical for joint development of a service concept in customer–service provider collaboration? Second, what are the functional principles for such collaboration?

A participative, design science approach was used to develop the model for a joint-development process. Researchers developed and analyzed joint activities between a provider of industrial maintenance service solutions and its customer during the process of co-developing a service concept for factory maintenance.

The study suggests that a co-development process has to integrate service blueprinting, a stage-gate philosophy, dialogical interaction principles and elements of joint learning to meet the requirement for both efficiency and relationality.

The study develops a generic model for collaborative development of value propositions that integrates the aforementioned elements of separate streams of research. Applying the developed model to different contexts would further verify and enhance it.

The model can be applied to the development of a value proposition in different collaborative development situations to enhance interplay between efficiency and relationality.

The study illustrates a generic model for joint service concept development and proposes a solution balancing contradictory requirements in such a collaboration.