Article

Opening Up the Innovation Process: Archetypal Strategies

September 2007

Authors:

Sladjana Nørskov

Aarhus University

Aarhus University

In this paper we examine alternative strategies to innovation, in which sharing and co-operation play a critical part. The paper addresses the involvement of users in opening up the innovation process, which in turn gives the participating actors an interesting alternative for product development. We identify and classify four archetypal strategies for opening up the innovation process according to type of user involvement and organizational level where co-operation with external sources of knowledge takes place.

ResearchGate has not been able to resolve any citations for this publication.

ResearchGate has not been able to resolve any references for this publication.

Sponsored content

International conference on Zero Greenhouse Gas Emission in High Productive Agriculture

October 2021

Researchers from around the world are invited to take part in the conference 22.-24. February 2022. Together we will create an extended overview of potential technologies for efficiently reducing agricultural greenhouse gas emissions. We will focus on the efficiency to reduce emissions, economic...

Article

Full-text available

Customer participation in knowledge intensive business services: Perceived value outcomes from a dya...

November 2017 · Industrial Marketing Management

Mekhail Mustak

Knowledge intensive business services (KIBS) are considered a cornerstone of contemporary developed economies. Successful production and delivery of these services, and thus their perceived value outcomes, highly depend on customer participation (CP) in the service processes. However, the extant understanding of the perceived value outcomes of CP, which is crucial to the appropriate inducement ... [Show full abstract] and integration of organizational resources in service processes, is limited. Through the exploratory investigation of three dyadic cases, each comprising one customer and one service provider organization engaged in a knowledge-based service project, this study addressed this crucial topic. Results indicated four categories of perceived value outcomes emerged through CP: functional, economic, relational, and strategic values. The study provides insights on the evolution of value perceptions over time, the individual value components within each value category, and perceptual similarities and differences between customer and provider organizations. Further, these results indicate that various value outcomes of CP receive divergent levels of attention from personnel in different organizational hierarchies. The paper provides useful and applicable suggestions for managers, especially in the context of technology-based KIBS and solutions.

Article

The Relationship between Internal and External Cooperation: Literature Review and Propositions

September 2003 · Journal of Business Research

Over time, the management literature has paid much attention to the topic of cooperation. The literature on cooperation can be divided into two broad parts, with one part focusing on cooperation within organizations (internal cooperation) and another addressing cooperation between organizations (external cooperation). Surprisingly, only little attention has been devoted to the relationship ... [Show full abstract] between internal and external cooperation, while there are clear indications that both types of cooperation are related. This article explores the nature of the relationship between internal and external cooperation by looking for clues in the existing literature on both types of cooperation as well as related subjects. We classify the findings of our literature review into five perspectives on the relationship between internal and external cooperation: (1) the involvement of both internal and external partners, (2) communication patterns, (3) organizational learning, (4) organizational norms and (5) internal cooperation as a coordination mechanism for external cooperation. Next, we compare the various perspectives and conclude by describing how these perspectives might be used for fruitful future investigations into the link between internal and external cooperation.

Conference Paper

Full-text available

Merging of data knowledge in Bayesian estimation

January 2005

Efficient multiple participant decision-making relies on cooperation of participants. Partially, it is reached by sharing knowledge. A specific but important case of this type is addressed here. Essentially, a participant passes to its partner distribution on common data and partner uses it for correcting its Bayesian parameter estimate.

Article

The Complex Model of Relationship Success in the Context of Innovation oriented Relationships - Work...

January 1970

A crucial question of business-to-business networks is the presence of relationships in which the actors share information, resources and knowledge in order to support their learning and changing processes or for other market advantages (cost minimization, specialization etc.). From the point of view of management, the network approach is brought up in the form of the question how relationships ... [Show full abstract] affect the output of an organization. The term used to quantify this question is relationship success describing the perceived economic performance of the relationships maintained by the participants in cooperation, comparing it with the expectations about them. The aim of this paper is to show the possible modell and dimensions of relationship success and to analyze the effect of network relationships on organizational performance and to investigate the problems to measure these effects. To test this modell an empirical research among the R&D sphere is planned.

Article

Analysis on Knowledge Factors of Partner Selection for High-Tech Virtual Enterprise

November 2011

Han Yun

For sake of much more efficient knowledge coordination among members of High-Tech Virtual Enterprise (HTVE) and implementing knowledge innovation, it needs to select partners which is eligible for knowledge coordination effectively when construction stage of HTVE. Knowledge factors of partner selection are studied, after analyzing cooperation relationship of HTVE. There are four factors as ... [Show full abstract] knowledge disparity, organization disparity, trust level, and organizational supply ability considered for partner selection, which owns theoretical innovation and practical reference value.

Article

A Longitudinal Examination of How Champions Influence Others to Support Their Projects

October 2003 · Journal of Product Innovation Management

Stephen K. Markham

The image of the project champion fighting corporate inertia, rallying support, and leading a project to success makes for a great story, but that story may not reveal the true nature of the champion's role. All those oft‐told tales about champions fail to provide hard evidence of the techniques that champions use, the activities they perform, and the effects that champions have on project ... [Show full abstract] success. Stephen K. Markham addresses this knowledge gap in a study that examines how champions influence other people and what effects champions have on projects and the people those projects involve. The study uses responses from 53 champions of innovation projects in four large firms as well as team members from those projects. Rather than look at the champions' work on project tasks, the study focuses on the influence champions have on other people to support their projects. The results of the study only partially support the idea that champions affect projects by influencing people. In the four firms studied, champions use cooperative rather than confrontative tactics to influence other people. However, the champions' choice of influence tactics does not affect the level of compliance or the willingness to participate in the project that those people demonstrate. On the other hand, the champions appear to have a strong influence on their target's behavior if the champions enjoy positive personal relationships with those people. In general, the tactics used by the champions do not seem to play an important role in the projects studied. From the perspective of the team members, the results of this study do not support the notion that champions make a positive contribution to project performance. However, the champions in this study consistently hold a more positive view of the project than those of the team members.

Chapter

New Forms of Project Organization and Project Management – Dynamic and Open

October 2011

Sibylle Peters

The increasing structuring of work and organizational processes by forming project involves new challenges to the handling of knowledge work and expands the scope to generate innovations. The classic project management alone is less and less able to manage complex, uncertain, knowledge-based processes. Through alternative approaches social, actor-oriented topics of management will be addressed.

Conference Paper

Full-text available

LEARNING CENTERS: A Nexus for Learning in Different Organizational Settings

November 2013

"The intention of this paper is to be the first in a series to consider the complexity of Learning Centers as a nexus for learning in different organizational settings and the implications on development broadly conceived. Given each unique context, the series will delve into the following questions: How might Learning Centers best support the learning needs of their participants and clients? ... [Show full abstract] What are the benefits of Learning Centers? How might the implementation of Learning Centers serve as a catalyst for innovation and change? How can this knowledge inform approaches to the situated problems of learning in the Middle East context? The series would start with the K-12 system, in particular, high schools. In this article a new concept of Learning Centers is presented and discussed in terms of its implementation steps with the aim of excellence in education."

Article

The impact of firm participation in R&D programmes on R&D partnerships

March 2008 · Research Policy

R&D subsidies designed to encourage innovation efforts by firms may have intended and unintended effects on the way they organize their innovation process. We present empirical evidence on how R&D subsidies affect firms' R&D cooperation strategies. In particular, we investigate whether receiving public R&D subsidies affect the probability that a firm will set up an R&D partnership with a public ... [Show full abstract] research organization (PRO), or with other firms. Our main findings are: (i) public support significantly increases the chances that a firm will cooperate with a PRO, and (ii) public support also increases the likelihood that a firm will establish private partnerships, but to a smaller extent and only when firms have intangible knowledge assets. These results suggest that public R&D programmes trigger a behavioural change in firms' R&D partnerships, alleviating barriers to cooperation.

Article

Full-text available

Technology that Produces Sustainable Competitiveness : A Comparison of Innovative Technologies and A...

January 2010

Kentaro Nobeoka

Approaches that serve as a source of technology that produces sustainable competitiveness can be classified into two types: the acquisition of patents based on innovative technology (innovative technologies), and accumulation of knowledge over many years in specific technical fields (accumulated-knowledge technologies). This paper compares the influence these two sources of technological ... [Show full abstract] advantage have on corporate competitiveness. As a conclusion, accumulated-knowledge technologies are demonstrated to be more important for sustainable competitiveness than innovative technologies. This tendency is especially notable when technological change is rapid.

Article

The joint effect of participative budgeting and managerial interest in innovation on departmental pe...

March 1995 · Scandinavian Journal of Management

Alan S. Dunk

Innovation is frequently argued to be critical to organizational performance in an increasingly competitive international marketplace. The literature suggests that one factor influencing a firm's competitive position is the degree to which subordinates are innovative. Subordinate managers typically have the skills that enable them to bring into their firms new ideas arising from their interest ... [Show full abstract] in, and their knowledge of, developments in their areas of expertise. If managers have an interest in innovation, then participation in the budget setting process may enable them to be party to budgets which not only reflect resource commitments and other budgetary provisions associated with their innovation proposals, but also the expectation of benefits arising from innovations in terms of enhanced departmental performance. The results of the study suggest that participation and performance are positively related when subordinate interest in innovation is high, but they are not associated when interest in innovation is low.

Article

Full-text available

Geographical Proximity and Circulation of Knowledge through Inter-Firm Cooperation

September 2004

The production of scientific and technological innovacións has become essential for many firms, but the latter are seldom in possession of all the knowledge needed for this activity because of the increasing complexity of knowledge bases or because R&D departments are too small. As they do not possess internally all the skills they need, firms wishing to innovate have recourse to external ... [Show full abstract] sources, such as cooperation with other firms or public organizations of research. However, acquiring external knowledge is not sufficient; one must also be able to use it in a specific process of production, to transform it into organizational routines, because it is important not only to integrate this knowledge, but ideally to use it to produce new knowledge.

Article

Craftwork and communication: Challenges for the craftwork sector of Tangier

January 2015

The main aim of this work is to understand the strengths and weaknesses of the Tangier-Tetuan region craftworks sector in order to develop accurate communication and promotion plans. From the knowledge of the real identity, the sector could be repositioned. The lack of previous literature addressing how Tangier craftwork promote and communicate its value to their stakeholders, has conducted the ... [Show full abstract] study to an exploratory approach with a double dimension: internal, Tangier craftwork sector image, and external, Andalusia image of the sector in Tangier. The analysis reveals a handcraft industry with a worrying wide-spread and undifferentiated identity and a reluctance to innovation and new technologies.