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Roadmapping for Technology Push and Partnership: A Contribution for Open Innovation Environments
Abstract
There are several tools in the literature that support innovation in organizations. Some of the most cited are the so-called technology roadmapping methods, also known as TRM. However, these methods are designed primarily for organizations that adopt the market pull strategy of technology–product integration. Organizations that adopt the technology push integration strategy are neglected in the literature. Furthermore, with the advent of open innovation, it is possible to note the need to consider the adoption of partnerships in the innovation process. Thus, this study proposes a method of technology roadmapping, identified as method for technology push (MTP), applicable to organizations that adopt the technology push integration strategy, such as SMEs and independent research centers in an open-innovation environment. The method was developed through action-research and was assessed from two analytical standpoints: externally, via a specific literature review on its theoretical contributions, and internally, through the analysis of potential users' perceptions on the feasibility of applying MTP. The results indicate both the unique character of the method and its perceived implementation feasibility. Future research is suggested in order to validate the method in different types of organizations
... Furthermore, a critical problem in technology commercialisation is that, usually, mistakes are made in the front end of the innovation process where ideas are generated and prioritised (Brem andVoigt, 2009, Caetano andAmaral, 2011). Designers can support scientists in this stage by identifying multiple technology applications and visualising scenarios of use for them (Rust, 2004). ...
... Organisations that commercialise new technologies tend to choose between or combine two different technology-product integration strategies; market pull strategies and technology push strategies (Caetano and Amaral, 2011). Caetano and Amaral (2011) say that, on the one hand, market pull strategies are those that aim to "improve existing product lines according to consumer market trends"(pg. ...
... Organisations that commercialise new technologies tend to choose between or combine two different technology-product integration strategies; market pull strategies and technology push strategies (Caetano and Amaral, 2011). Caetano and Amaral (2011) say that, on the one hand, market pull strategies are those that aim to "improve existing product lines according to consumer market trends"(pg. 320). ...
Although extensive resources are spent each year on university scientific research, the migration of this knowledge to the market remains low; only a few university research projects manage to generate the expected impact on nations' economies. This thesis proposes a framework that combines best practices from technology innovation management and product development to steer university scientific research projects towards commercialisation. A case study of a collaboration between designers and scientists showed several contributions of utilising such a framework, mainly in the early recognition of commercial opportunities for new technologies and creating market-oriented technology demonstrators.
... Therefore, this concept reveals that companies rely on their internal innovation capabilities and use several external actors and resources to advance their innovation process or access new markets (Chabbouh & Boujelbene, 2020). Open innovation contributes to reconfiguring business models and establishing IORs to generate innovation among the partners distributed along the supply chain (Caetano & Amaral, 2011). ...
... Thus, the more active supplier-customer relationships a company has, the greater the market possibilities are through the technology of environmental products with ecological designs and higher R&D spending. This result corroborates Caetano and Amaral (2011) by associating the innovation of companies that work together and value chain enhancement, advancing the open innovation process through new learning opportunities. Moreover, according to Scarpellini et al. (2018), this finding is relevant to deepen the measurement and allocation of financial resources specific to eco-innovation. ...
Purpose – To analyze the effect of national and global value chains on environmental innovation and research and development in the context of Brazilian companies listed on the Ibovespa.
Theoretical framework – Value chain and open innovation.
Design/methodology/approach – This is descriptive, documentary research that uses a quantitative approach, through the analysis of secondary data extracted from Refinitiv Eikon. The research population consisted of 70 non-financial companies listed on the Ibovespa between the years 2016 and 2020.
Findings – The global value chain affects environmental innovation and research and development (R&D) in a positive and significant way, revealing that companies with more evidence in their reports on formalizations with suppliers and customers show improvements in their environmental products with ecological designs and carry out more R&D spending. Those companies that have, in addition to national connections, connections with companies from other countries are more likely to have greater capacity for innovation.
Practical & social implications of research – The research helps in understanding how organizations can improve their value chain, considering geographic aspects and interorganizational relationships, providing more assertively innovative resources.
Originality/value – Although a national value chain does not influence any increase in environmental innovation, it does impact higher R&D spending. As eco-innovation involves voluntary disclosure, it is inferred that companies that are limited to maintaining relationships in Brazil do not receive the same institutional pressure, when compared to companies with a global value chain, since the latter are connected with firms in countries with greater enforcement mechanisms regarding sustainable practices.
Keywords: global and national value chain, environmental innovation, research and development, Ibovespa.
... Based on this result, a roadmapping approach can be selected according to the needs of the study. Caetano and Amaral [64] classified technology roadmapping literature as technology push and market pull. In comparison, our classification ( Table 2), consists of four different conditions and 20 categories. ...
... In comparison, our classification ( Table 2), consists of four different conditions and 20 categories. The present study attempts an industry level, strategy, technology push, and foresight-based study, such studies remain limited [64]. Our study uses a mixedmethod text mining approach on patent documents and interim qualitative reviews assessments. ...
Technology roadmapping is a widely accepted method for offering industry foresight as it supports strategic innovation management and identifies the potential application of emerging technologies. While roadmapping applications have been implemented across different technologies and industries, prior studies have not addressed the potential application of emerging technologies in the retail industry. Furthermore, few studies have examined service-oriented technologies by a roadmapping method. Methodologically, there are limited roadmapping studies that implement both quantitative and qualitative approaches. Hence, this article aims to offer a foresight for future technologies in the retailing industry using an integrated roadmapping method. To achieve this, we used a sequential method that consisted of both text mining and an expert review process. Our results show clear directions for the future of emerging technologies as the industry moves toward unmanned retail operations. We generate eight clusters of technologies and integrate them into a roadmapping model, illustrating their links to the market and business requirements. Our study has a number of implications and identifies potential bottlenecks between the integration of front- and back-end solutions for the future of unmanned retailing.
... TRM aims to align technological strategy drivers (research gaps, trends, products, and market) with the development of innovative products offering greater market potential [5][6] . It is a powerful technique for supporting technology management and planning [7] , particularly in exploring and communicating the dynamic connections between technological resources, organizational goals, and external environmental changes [8][9][10] . ...
Meniscal injuries present challenges due to their prevalence, limited regenerative capacity, and inconsistent treatment outcomes. Printed-engineered meniscus substitutes (PEMS) offer a promising alternative. This study aimed to develop a roadmap (RMap) illustrating the current state of tissue engineering for PEMS. A review of literature on meniscus, scaffolding, bioprinting, and tissue engineering was conducted, analyzing bioprinting processes, biomaterials, cells, and biomolecules. The findings were used to evaluate biomimicry and innovation potential, producing an RMap that outlines the scientific and technological landscape, facilitating knowledge management and guiding the development of commercially viable PEMS.
... Overall, TRM is a tool exploited for planning to better contextualize strategy and the role of technology in a competitive environment (Mauro & Amaral, 2011). The objective of TRM is to depict, describe and plan a set of activities to overcome barriers that might be known or hidden (Hilary & Daim, 2012). ...
This paper addresses the problem of integrating sustainability and business issues in manufacturing through the implementation of Industry 4.0 and process management. The objective of this work is to propose a novel methodology to guide companies in benefitting the so-called Twin Transition (digital and sustainable) drivers at the operation level for reaching business and strategic objectives. The proposed methodology results in a unique tool to address both strategic and business objectives and sustainability through practical managerial actions and technological implementations. The roadmapping methodology is divided into five phases that, starting from the definition of corporate objective and strategy, provide a comprehensive, multi-dimensional, cross-functional plan of Industry 4.0 technology implementation and related changes in terms of processes and Information & Communication Technologies (ICT) architectures. The methodology is presented through an application case performed on an Aerospace company site devoted to the assembly, integration, and test of satellites.
... Overall, TRM is a tool exploited for planning to better contextualize strategy and the role of technology in a competitive environment (Mauro & Amaral, 2011). The objective of TRM is to depict, describe and plan a set of activities to overcome barriers that might be known or hidden (Hilary & Daim, 2012). ...
“Made in Italy” products and Italian manufacturing are worldwide recognized for their quality. Nonetheless, businesses and societies are evolving, affected by structural transformations. To maintain their competitive advantage, Italian companies are asked to move towards a transformation aligned with global call for actions addressing critical issues, such as climate change. The transition of manufacturing companies, in particular Small and Medium Enterprises (SME), towards circular economy should be supported by adequate investments. To answer a national call, the Extended Partnership (EP) “Made in Italy Circolare e Sostenibile” was established. The EP aims to provide research and innovation resources to enable circular manufacturing practices in Italian companies, developing best practices to be adopted by SMEs. One of the main themes that the EP is investigating is the one of Product Service Systems (PSS), which appear as a viable path to achieve environmental sustainability. Nonetheless, resources and researches to support manufacturing companies in the path of servitization are still required. This paper aims at presenting a project, created in the context of the EP, to support companies in the development of circular PSS business models, in particular leveraging the opportunities offered by digital technologies.
... Technology roadmap was developed as a tool for the planning of innovation [14] and it has been useful for the organisations that adopt the market-pull innovation mechanism (like the rail sector) as their aim is to improve the existing product lines in order to meet the needs of customers. It is for this reason that Hwang [15] suggested that manufacturing organisations should use technology roadmaps to plan for the 4IR, though she does not specify how it should be approached. ...
... has expanded from product and technology planning at the firm level toward sectoral and governmental contexts to support industrial innovation strategies and policies [9], [10]. ...
Roadmapping emerged in technology-based businesses to foster the alignment between strategic objectives and new products and technologies. Along with roadmapping, ICT tools, software, and data processing techniques have been used to make it more effective and efficient. Despite the advance of digital technologies, there needs to be more clarity regarding their usage and impacts on roadmapping implementation. Thus, this article aims to perform a systematic literature review focusing on these digital tools supporting the roadmapping process. It combines bibliometric and content analysis to address a sample of 61 articles. The results indicate that text mining has been widely explored in the roadmapping preparation stage, while digital tools focused on collaborative roadmapping activities have gained less prominence. This work's main contributions are mapping the roadmapping digital tools and their interaction with each activity in the process. Besides, some research topics are highlighted as a future agenda for roadmapping assisted by digital tools.
... If this experience is synchronised, companies' confidence in their leadership skills, including in developing green technologies, can lead to the development of successful solutions (Walsh & Linton, 2011). Meanwhile, technologists often feel that technology matters and need help paying attention to the end customer's preferences and other business (non-technical) concerns (Caetano & Amaral, 2011;Malhotra, 2005;Taylor et al., 2005). Considering the above, it can be concluded that a new form of partnership between different actors participating in the development and intensification of green innovation is needed. ...
This study explores a co-management approach to prepare future environmental engineers for green innovation and commercialisation by improving cooperation between academia and industry. Collaboration between academia, government, agencies, and industry is a top priority due to the significant impact of the availability of qualified environmental professionals on the economy. The potential for collaboration among parties with different interests and principles remains largely unexplored. Compared to tango dance, the paper discusses the co-management approach, combining two disciplines with other goals and expectations. The methodology adapts brainstorming for studying environmental engineering to improve students' competencies and diversify study methods. Studying classical idea co-creation approaches in higher education, evaluating their results, and analysing stakeholders' opinions-involving 65 students, six industry and government representatives, and 14 lecturers. This study identified crucial factors that form a model for successful collaboration between academia and industry to train environmental science specialists and develop green innovations. These factors include party participation activity, the definition of primary evaluation criterion, and student motivation. The study concludes that the co-management approach could enhance competence education quality by promoting skill diversification and teamwork and providing greater motivation to work.
... Over the past three decades, technology roadmapping has evolved as a scientific methodology for strategic planning and resource management after Motorola developed its first technology roadmap in 1987 [18]. The publication was comprised of roadmapping approaches [19][20][21][22][23] and practical applications [24][25][26][27]. Recently, assessment methods for technology roadmaps have been marked in some literature as one of the issues left unaddressed [9,10]. ...
An industry technology roadmap (hereafter ITRM) is a strategic planning tool to predict the technologies and innovations demanded by the future market, allowing the industry to leverage capital and other investments in a range of alternative technologies and achieve sustainable development. To date, ITRM has been adopted by various global organizations in different industries; however, the majority of research has focused on roadmapping techniques only. Although success factors have been mentioned in some of the literature, little work has been conducted to assess the success of any ITRM. This research, therefore, developed an assessment model, including a theoretical and knowledge framework, assessment methods, and quantitative indices, to systematically assess the contents of an ITRM. We then used it to assess four global textile ITRMs. The assessment results led us to recommend five success factors of an effective ITRM: (1) methodological industry technology roadmapping; (2) a multi-organizational background; (3) systematic presentation of ITRM contents; (4) balanced contents for market and technology forces; and (5) appropriate databases. Compared with the success factors proposed in the previous literature, these five success factors are more practical for roadmap content construction.
... This creates a need to elaborate on new multicriteria approaches, taking into account the state-of-the-art solutions. Yap and Souder (1993) used a filtering method comparable to our approach presented in section 3. Technology selection is often organized as a roadmapping exercise and embedded in innovation-related investment processes (Caetano & Amaral, 2011). Enabling technology selection problems with multiple criteria have been studied earlier by Georgiadis et al. (2013). ...
This article presents approaches used to solve the problem of selecting AI technologies and tools to obtain the creativity fostering functionalities of an innovative knowledge platform. The aforementioned selection problem has been lagging behind other software-specific aspects of online knowledge platform and learning platform development so far. We linked technological recommendations from group decision support exercises to the platform design aims and constraints using an expert Delphi survey and multicriteria analysis methods. The links between expected advantages of using selected AI building tools, AI-related system functionalities, and their ongoing relevance until 2030 were assessed and used to optimize the learning scenarios and in planning the future development of the platform. The selected technologies allowed the platform management to implement the desired functionalities, thus harnessing the potential of open innovation platforms more effectively and delivering a model for the development of a relevant class of advanced open-access knowledge provision systems. Additionally, our approach is an essential part of digital sustainability and AI-alignment strategy for the aforementioned class of systems. The knowledge platform, which serves as a case study for our methodology has been developed within an EU Horizon 2020 research project.
... Even though the importance of the creation and dissemination of knowledge at universities as an important driving force for technological innovation and economic growth is highlighted by scholars and commercialization is desired (Muller et al., 2004), many newly developed technologies remain untouched. By having a heavy focus on research, universities, institutes, and R&D departments lack thinking about implementation from the start (Caetano & Amaral, 2011) and scientific approaches for identifying suitable applications (Lynn & Heintz, 1992). In conclusion, the lack of suitable applications is one of the key factors why the commercialization of a new technology does not occur. ...
Technological innovation has always been an important factor for economic success. Several ways to explore technological innovation exist, whilst it mostly arises from research. Due to the complexity and the accompanying uncertainty of its successful commercialization and the long duration of its research and development, technological opportunities mostly endeavor unexplored. One of the main challenges of technological innovation is the identification of application fields for the respective technologies. To tackle this challenge, various research has investigated this and developed conceptual and practical frameworks for a guided application identification process. Still, detailed guidance for a technology application identification is missing. Here, the TAS – the Technology application selection framework comes into play, which will be presented in this paper.
... Even though the importance of the creation and dissemination of knowledge at universities as an important driving force for technological innovation and economic growth is highlighted by scholars and commercialization is desired (Muller et al., 2004), many newly developed technologies remain untouched. By having a heavy focus on research, universities, institutes, and R&D departments lack thinking about implementation from the start (Caetano & Amaral, 2011) and scientific approaches for identifying suitable applications (Lynn & Heintz, 1992). In conclusion, the lack of suitable applications is one of the key factors why the commercialization of a new technology does not occur. ...
Technological innovation has always been an important factor for economic success. Several ways to explore technological innovation exist, whilst it mostly arises from research. Due to the complexity and the accompanying uncertainty of its successful commercialization and the long duration of its research and development, technological opportunities mostly endeavor unexplored. One of the main challenges of technological innovation is the identification of application fields for the respective technologies. To tackle this challenge, various research has investigated this and developed conceptual and practical frameworks for a guided application identification process. Still, detailed guidance for a technology application identification is missing. Here, the TAS – the Technology application selection framework comes into play, which will be presented in this paper.
... The ability to innovate internally at the organizational level is responsible for the actual planning of the OI model implementation. Changes leaders at this level should pay particular attention to is prioritizing the undertaken activities and projects [91], selecting an approach to project management [26], and analyzing competencies and technical possibilities related to R&D [55]. On the other hand, at the level of project management, this dimension focuses on the appropriate selection of a project team with a defined division of responsibilities and powers, which at the same time will support the decision-making process at the organizational level [47]. ...
The implementation of the open innovation (OI) model is associated with a significant organizational change within the existing processes, business models, and prevailing customs. This change takes appropriate measures to prepare for and conduct an effective implementation process. Only a small number of research concerns software development micro-organizations using the OI model. Therefore, this article focuses on defining and systematizing the activities supporting the implementation of OI, which are initiated depending on the implementation process and the organizational level at which a given process is implemented. The research was carried out based on a case study in the Sandstream Development Sp. z o. o. (SSD) organization by analyzing the approach to the implementation of the Sandtime.io project. As a result of the undertaken research effort, the assumed research goal and a theoretical model of implementing open innovations in software development micro-organizations were developed. In addition, the importance of preparing the foundation for the OI model was also emphasized through the recommendations for managers regarding the implementation of individual implementation activities.
... Knowledge flows in OI increase when there is an adequate combination of activities regarding (1) strategic planning and (2) dynamic management. Regarding strategic planning, technology road mapping is beneficial (Müller-Seitz, 2012) especially in situations where new technologies are pushed (Caetano and Amaral, 2011). A strategic venturing approach also serves to enhance knowledge flows, by obtaining access to knowledge of experienced entrepreneurs outside the firm (Chesbrough and Bogers, 2014). ...
A large body of literature explores the role of context, structure, actors, and outcomes of open innovation (OI), yet pays little attention to the mechanisms underlying these relationships. In this review paper, we synthesize the OI literature using a context-mechanism-outcome approach to identify and classify the various mechanisms observed in empirical OI studies. Our findings demonstrate that the OI literature draws on a wide variety of mechanisms originating from the fields of management, sociology, economics, and psychology. The fifteen mechanisms most frequently observed in the literature fall into four categories: governance and policies; environmental dynamics and interactions; knowledge, skills, and capabilities; and learning by doing. Moreover, by examining the levels of analysis of these mechanisms, we observe substantial differences in how these mechanisms operate at the individual, project, firm, network, and society level. Finally, we identify various avenues for future research arising from our synthesis of the literature.
... Ansari et al., 2015Baker and Ellison, 2008Basole et al., 2015Birkinshaw et al., 2008Bonney et al., 2007Caetano and Amaral, 2011 Commission of the European Communities, 2007Elaluf-Calderwood et al., 2011Godet and Roubelat, 1996Hannah and Eisenhardt, 2016Hollen et al., 2013Hussler et al., 2011Jarzabkowski and Kaplan, 2015Jeong and Kim, 1997Kahneman and Tversky, 1973Kapoor and Furr, 2015Kayser and Blind, 2017Kennicutt et al., 2022Laamanen et al., 2018Lüdecke et al., 2015Martinich, 1997McDowall, 2012O'Brien and Meadows, 2013Petrick and Echols, 2004Sandberg and Alvesson, 2010Sandberg and Tsoukas, 2011Tiwana, 2015Tsoukas and Shepherd, 2004Tucker, 2008Tversky and Kahneman, 1975Tversky and Kahneman, 1985Wack, 1985Whittington, 1996 ...
Ecosystems are viewed as important sources of innovation. While contracts, rules, policies, and industrial standards have been identified as important for coordinating and aligning inter-firm relationships, tools for the collective , collaborative orchestration of ecosystems have yet to be fully identified and articulated by scholars. The core contribution of this paper, the authors contend, is that corporate foresight tools, as applied at the level of the ecosystem, have the potential to orchestrate ecosystems. To this end, the authors examine the practical use of corporate foresight tools, in this case, roadmapping and scenario planning, as employed by ECOPRODIGI, an In-terreg Baltic Sea project designed to advance the EU's strategy for eco-efficient Sustainable Blue Economy in the Roll-on/Roll-off (Ro-Ro) shipping ecosystem. Results demonstrate how ecosystem-level foresight significantly differs from traditional foresight centered around a focal firm. Corporate foresight tools, as applied to an ecosystem: 1) Target a diverse set of ecosystem actors beyond the segment's focal firm, including complementary firms, investors, and non-market actors; 2) Engage ecosystem actors, rather than only the focal firm, in shared strategy development based on a diverse mix of foresight tools; and 3) serve to orient and reify the ecosystem by charting the collective anticipation of innovations, policies, etc., in a shared set of future options. In the end, the authors find that corporate foresight tools operate as constitutive elements of ecosystems, that is, the tools help enact the ecosystem not as an abstract concept but as a shared, lived reality.
... Em linha com o conceito tradicional de inovação, na literatura recente também é discutido sobre a inovação aberta, formulado por Chesborugh (2003), a qual é definida como processos que se caracterizam por cruzar as fronteiras da empresa, ou seja, esse conceito revela que as empresas não contam apenas com suas capacidades internas de inovação, mas também usam uma ampla gama de atores e recursos externos para avançar seu processo de inovação ou para acessar novos mercados (Chesbrough, 2003;Chabbouh & Boujelbene, 2020). A inovação aberta pode contribuir para a reconfiguração de modelos de negócios e a formação de redes de inovação entre os diferentes parceiros distribuídos ao longo da cadeia de abastecimento (Caetano & Amaral, 2011). ...
Melhorar a inovação das empresas depende de diversos fatores, entre os quais a possibilidade de parcerias com foco na criação de valor e o acúmulo de conhecimento em inovação são cruciais. As redes colaborativas são responsáveis por expandir as capacidades tecnológicas da firma e oferecem possibilidade de transferência do conhecimento e aprendizagem organizacional. Assim, esta pesquisa analisa o efeito da Cadeia de Valor na Inovação em um contexto de empresas brasileiras do Ibovespa. Para tanto, buscou-se compreender quais as principais redes colaborativas estabelecidas entre as empresas pertencentes ao Ibovespa. Para o alcance desses objetivos, realizou-se pesquisa descritiva, documental e com uma abordagem quantitativa, por meio da análise dos dados secundários extraídos da Refinitiv Eikon. A população da pesquisa correspondeu 70 empresas não financeiras durante o período entre 2016 e 2020. Os resultados apontam uma relação positiva e significativa entre a Cadeia de Valor Global e a Inovação, o que revela que as empresas com maiores pontuações em suas relações fornecedor-cliente possuem mais oportunidades de mercado por meio de novas tecnologias e produtos ambientais com design ecológico. Entretanto, ao analisar a Cadeia de Valor no Brasil, apesar desta não evidenciar uma relação significativa para a Inovação Ambiental, destaca-se um efeito positivo e significativo na Pesquisa e Desenvolvimento, o que permite inferir que não é a questão geográfica que
afeta a inovação, mas a força da Cadeia de Valor de modo geral.
... Recognition capacity is related to open innovation activities and the set of actions referring to the scanning of external markets and technologies (Chen et al., 2011;Chesbrough & Crowther, 2006), searching widely and thoroughly across external knowledge sources (Laursen & Salter, 2006), external technology and trend scouting, road mapping, and R&D mining (Caetano & Amaral, 2011;Ili et al., 2010;Porter & Newman, 2011). Others activities include evaluating external innovation and sources (Chiaroni et al., 2011), identifying fit with the firm's core businesses (Chesbrough & Crowther, 2006), recombining firm's resources with partners (Almirall & Casadesus-Masanell, 2010), and valuating unsolicited external ideas and proposals (Alexy et al., 2011). ...
This monograph investigates the involvement of firms in strategic alliances and the interplay with organizational absorptive capacity and organizational ambidexterity. The theoretical work highlights the positive aspects, as well as the negative aspects, for firms engaging in strategic alliances. The main contribution relates to the evaluation of both positive and negative outcomes of various types of strategic alliances. This monograph presents different avenues for firms regarding how to benefit from strategic alliances in terms of innovation, while avoiding threats such as unintended knowledge spillovers.
... Internal innovation capability in OI literature primarily focuses on the internal structures and resources required for an effective innovation process [61,62], including selection and prioritisation [63], accountability and delegation of authority [61], project and knowledge management [7,16], as well as technical competences related to R&D [41]. ...
The main aim of the article is to fill the gap concerning the recognition of constructs of programme management supporting open innovations. Current knowledge on this subject is mainly limited to identifying success factors of open innovation and programme management. In the current literature, there are few publications indicating the use of the programme as a tool supporting innovation. In order to fill the identified knowledge gap, common factors of programme success and open innovations were compared and assessed successively. A quantitative study was conducted on an international group of experts, including 578 experts in programme management. As a result of applying cluster analysis and operationalising the obtained results, four programme constructs supporting open innovations were dimensioned, such as cooperation with the environment, transfer of knowledge and technology, organisational maturity, and ensuring and maintaining implementation capacity. Moreover, the discussion and the research revealed that the impact and scope of the structured approach to programme management not only allow for the implementation of the assumed outcomes and benefits at the strategic level, but also influence the shaping and adjustment of the whole organisation.
... Vertical enabling process alignment is another perspective to consider in collaboration factor. It is based on a sociological approach that encompasses two critical factors: communication systems and product regulatory demands (Fraser et al., 2003;Caetano and Amaral, 2011). ...
... The platform model is an open business and innovation model and considered as the most valuable kind of business model as it can inspire and motivate customers and developers and others to join the platform (Mendelson, 2014). Open innovation is an approach that seeks the systematic adoption of partnerships in the innovation process rather than resorting to internal R&D structures as in the classic model of innovation (Caetano & Amaral, 2011;Chesbrough & Appleyard, 2007). -Use-oriented Product-Service Systems are based on the transition from products to use-oriented services which are aimed to redefine the relation with 'tangible' goods, by making them available without transfer of ownership with numerous examples and possibilities: hiring, leasing, pooling, shared consumption. ...
... However, the open innovation process needs to synchronize the innovation strategies of national retail chains and their external partners. According to M. Caetano and D.C. Amaral [49], the paradigm of open innovation includes a model that is implemented in three stages: defining markets, choosing partners, and implementing an innovation plan. However, in the context of the digitalisation of the economy and activities of retail companies, it becomes necessary to define digital platforms through which access to online market segments will be realized. ...
The study aims to identify the main factors and determine the most probable directions of the transformation of the circulation sphere of the Russian Federation in the context of globalisation and the development of digital technologies. The methods of factor analysis, comparative analysis, correlation analysis, and dynamic series analysis are used in the study. It has been found that there is a close relationship between the processes of information and sociocultural globalisation. The presence of pronounced close direct or reverse connection between the development indicators of the information and communications environment, on the one hand, and the dynamics of the involvement of the Russian Federation in the process of globalisation, on the other hand, has been established. It has been found that the process of cultural globalisation in the Russian Federation proceeds at a higher rate than in other developing countries and is significantly synchronous with the countries of Europe and North America. A significantly high level of realization of the potential attractiveness of the development of retail chains and the penetration of global multinational companies into the Russian sphere of circulation has been revealed. It has been established that the level of information globalisation closely approaches the average European level and develops more synchronously with Europe and Central Asia and North America. The results of the study allow drawing the following main conclusions. In the Russian Federation, socioeconomic, sociocultural, information and communications, as well as global integration processes are observed, which are accompanied by the formation of a unified consumption and buying behaviour according to the Euro-Atlantic type.
... The majority of small and medium enterprises (SMEs) do not carry out formal R&D activities [85] so they depend on OI more than large corporations for effective innovation [86,87]. Many SMEs are involved in OI initiatives [86,88], but they face significant challenges in managing OI practices [89][90][91], as they generally have limited resources for innovation and unstructured internal capabilities [85]. However, SMEs also have some characteristics which show them to be more desirable partners for the OI than large organisations, as they are more flexible in decision-making and assume greater risks, and in many cases, they are also distinguished by their highly specialised knowledge in a given field [92]. ...
Abstract: Innovation is a key aspect for the sustainability and competitiveness of organisations, and of the economy in general. In recent years, Open Innovation (OI) has burst onto the scene as a more open approach, in which the sources and exchange of knowledge are extended beyond organisational borders. One of the main actors and providers of knowledge is the University. The literature related to OI and the University is very prolific, but at the same time dispersed. This paper aims to expand on the trend in research on OI and University. To do this, bibliometric techniques have been used to analyse a sample of 349 articles from journals indexed in the Web of Science (WoS) between 2005 and 2020. The results suggest that there is a high level of interest in research on this subject and that it is in full swing. The focus of the research is on topics such as collaboration, business–industry, R&D, networks, performance or knowledge-transfer. Emerging themes such as knowledge-spillover or absorptive-capacity appear, which are related to the research sensitivity on the true use of the knowledge generated. In recent years, there has been a trend towards research into entrepreneurship, key aspects of R&D such as strategy and cooperation, or education management. With regard to research related to University–Enterprise cooperation, the focus has been on SMEs, Helix models, entrepreneurship, or commercialisation. Finally, there are areas of research that require greater development related to family businesses and SMEs. This work sheds light on the state of the literature related to OI and University and is very useful for the orientation of future work in the field of research.
... Vertical enabling process alignment is another perspective to consider in collaboration factor. It is based on a sociological approach that encompasses two critical factors: communication systems and product regulatory demands (Fraser et al., 2003;Caetano and Amaral, 2011). ...
... Connecting the knowledge generated in universities and the flow of well-trained graduates to the productive structure of the economy is understood as a prerequisite for technological and economic development (Mowery and Sampat 2005;Freitas, Marques, and Silva 2013). University-industry interaction has also been seen as a good channel for the creation and strengthen of technology-based small and medium-sized enterprises (SMEs) which rely heavily on external sources to innovate (Tidd, Bessant, and Pavitt 2005;Caetano and Amaral 2011;Protogerou, Caloghirou, and Vonortas 2017). Once again, universities have shown to be notably relevant as source of knowledge for SMEs pursuing innovation in peripheral regions which typically are afflicted by a relative lack of support infrastructure, social capital, access to markets, skilled human resources, etc. (Pinto, Fernandez-Esquinas, and Uyarras 2015). ...
... It aims to efficiently generate and use knowledge and competences required to meet customers' requirements and expectations with new or improved solutions to solve known or unknown problems and/or new ways to better satisfy needs and requirements. To achieve this scholars recently have developed strategic management tools which focus on early stage partnerships for technology and innovation, i.e. technology and innovation roadmapping, integrated technology commercialization roadmaps (Caetano and Amaral 2011;Lichtenthaler 2010). ...
In line with the growing number and type of innovation sources and partners, companies’ institutional set up to manage the potential problems of multiple sources and partners for innovation is increasingly challenged to develop and maintain effective and efficient corporate innovation activities. The paper highlights recent developments of open innovation in companies. Findings are based on company case studies involving companies from different industries and company representatives. It shows that open innovation is actually a paradigm long practised but the main efforts are targeted to continuously developing the organization and managerial model of companies to meet the new innovation challenges.
... One solution to the contextual challenges faced by IM scholars is to embed the research process integrally within the context in question. This feature is especially pronounced in studies that use participatory approaches such as action research (Caetano and Amaral, 2011) or ethnography (Hoholm and Araujo, 2011). As such studies demonstrate, the particular features of the research context become an intrinsic part of the research design, and the researcher plays an active role both not only in identifying the context but in shaping it and facilitating its influence. ...
The use of flight simulators as a complement to pilot training offers significant advantages in reducing costs and risks associated with aircraft accidents, in addition to increasing safety and situational awareness during the practical phases of flight. However, the development of equipment to support pilot training has been carried out with an exclusive focus on this application, overlooking the exploration of alternative uses or new business opportunities that could diversify revenue streams and foster innovation. In this study, a method was developed to identify components that support the Technology Roadmapping process. The application phases are described, and each step is illustrated with a case study on developing a flight simulator training device. The results present potential markets, products, technologies, resources, and partners, forming a framework for innovation planning in aeronautical flight training. Specifically, the potential for implementing affordable full-motion flight simulators is examined, including applications in amusement parks for leisure, incentive flights for new crew, providing a passenger flight experience in the context of advanced air mobility, and, primarily, referencing flight centers to enhance airmanship skills and flight safety.
Identifying the elements that will guarantee a company's success or longevity is one of the most persistent questions in strategic management literature. The literature on strategic management has evolved throughout time, as evidenced by the organizational studies, based on differentiating essential abilities, and resource based viewpoints. Dynamic capability studies and open innovation are critical for scientific relevancy. Despite the fact that the significance of dynamic capability studies in management research has lately surfaced, certain research remains neglected in the most prestigious management publications. Furthermore, there is no comprehensive assessment of dynamic capability research and open innovation in the main management publications. This vacuum is filled by our analysis, which provides an overview of dynamic capability studies published in management journals, including their kind, conclusions, and real effect. According to our research, only a few studies on dynamic capabilities have been published in major tire journals. This pattern indicates a dearth of published studies in management research based on dynamic capabilities and open innovation. This study delves into what this entails for researchers who publish and evaluate management journals, as well as the editors who oversee such publications.
Recent trade tensions between the U.S. and China force multinational corporations to deal with severe supply chain disruptions. Although the comparative advantage of nations is the basis of supply chain collaboration in a serious rivalry between leading and emerging power, composite materials are often employed as weapons to protect the competitive advantage of strategic sectors in advanced nations. Also, the tight coupling between product and process innovation has been a critical issue in risk-sharing partnerships in manufacturing. Thus, in this article, we examine how firms make transitions in interdependence-decoupling cycles in the context of increasing competitive tensions. Practitioners and researchers still have difficulties finding practical guidelines for effective strategic technology planning encompassing various types of innovations. This study proposes a systematic strategic technology planning process in public R&D programs affecting a firm's strategic technology planning. There is ample evidence and/or cases to show the effectiveness of technology planning for the material and component industries (MCIs) with different characteristics. The primary objective is to address the unique aspect of the MCI roadmap and provide a more advanced framework for public technology planning. Consequently, the systematic technology planning process offers an R&D strategy to transform industry structure from finished products to components and materials for responding to severe supply chain disruptions across the value chain.
As the fashion industry increasingly embraces artificial intelligence (AI), we investigate how a fast-fashion retailer should choose between using a manual design strategy or an AI-assisted design strategy to enhance existing products. A manual design is a traditional and basic approach that involves human designers only, whereas an AI-assisted design is a more innovative approach that involves both human designers and AI technologies. In this paper, the overall product enhancement is measured by two key attributes: product quality and product trendiness. Product quality can be measured by the product’s longevity as reflected by the quality of the materials and types of fabric and stitching used, where the product’s improvement level can be determined by the retailer in a continuous range. Consequently, the retailer may choose different levels of product quality under different design strategies. The two design approaches also lead to different natures of product trendiness, which is reflected by features such as styles, new materials, and colors, to name just a few. Specifically, we assume that the traditional manual design can predict well how trendy or popular the new product is. Hence, the trendiness attribute under the manual design is deterministic. However, given the uncertain nature of the AI-assisted design technology and the needed coordination between human designers and the adopted technologies, the trendiness of the new product designed under the AI-assisted approach is assumed uncertain. Two sets of designing costs are considered in product enhancement: the fixed design cost that is irrespective of the production volume and the variable marginal cost. Our analysis of the base model highlights the importance of decomposing different costs in determining the optimal design strategy. Specifically, the manual design is preferred when the fixed cost carries more weight, whereas the AI-assisted design is preferred when the marginal cost is a more important factor. Moreover, a higher level of innovation uncertainty under the AI-assisted design gives this strategy an advantage over the manual design. In our extended models, we demonstrate that (1) these results are robust even if the retailer does not have the flexibility to offer the existing product when the AI-assisted design is unpopular, and (2) the relative position of human designers in the two design approaches has an impact on the effects of these costs.
Supplemental Material: The online appendix is available at https://doi.org/10.1287/serv.2023.0315 .
Purpose The purpose of the article is the process of managing the institutional transformation of higher education, defined as a resource-factor of innovative development of the economic system of Russia. Methodology The research is based on an integral scientific and ideological platform, which provides for the possibility of complementary use of the heuristic potential of system-functional, institutional, and evolutionary approaches to achieving the goal. The theoretical and methodological basis of this research is the fundamental works of domestic and foreign scientists on the problems of managing the institutional transformation of higher education. Results The features of the management of the institutional transformation of higher education, which is determined by the imperatives of the process of innovative development of the economic system of Russia, are revealed. The causal relationship of systemic changes in the organizational and economic mechanism of the entities of the institutional structure of higher education, combining the imperatives of strategic and innovative approaches in its functionality, has been identified, which has a significant impact on the innovative and transformational nature of the development of a new type of national economy. Scientific novelty In the paradigm of the dialectics of cause-and-effect mutual transitions, it is established that the management of transformational processes implemented at all levels of the Russian economic system naturally leads to changes in its various subsystems, including the institutional modernization of higher education. Understanding the interdependence of the studied processes allows us to form an objective idea of the target orientation of the management of the institutional transformation of higher education as a resource-factor of the innovative development of the economic system of Russia.
Technological innovations are crucial for a country’s economic growth as they often have radical innovation potential. Although recognized as a key role in the innovation process, lots of technologies remain unexploited. University spin-offs (USOs) have the potential to transfer technologies into technological innovations. Often though, in universities there is a lack of consideration of potential implementation right from the start. The so-called fuzzyfront end (FFE) stage is crucial for successful innovation, as no commercialization can be achieved without the identification of a suitable application. This represents a critical hurdle, as of to date appropriate approaches for a successful systematic identification and validation of technology applications are missing. Furthermore, most investigating studies rely on data from spin-offs that are already operating successfully on the market and have therefore survived the critical initial stages of development, without highlighting the FFE of their process. This fact makes the pre-development activity of opportunity recognition appear to be a scientifically neglected topic. In this research a mixed-method approach is conducted to investigate the critical hurdles in the technology application selection (TAS) process of technologies, consisting of an extended literature review, completed by interviews with stakeholder involved in the USOs ecosystem. Striving to uncover the black box of the FFE, the study aims to specify and operationalize requirements for application identification of technologies. These findings are of relevance for researchers and practitioners which like to facilitate the exploration of potential technological innovation.
Purpose – The focus of this study is to evaluate the features of open innovation using data accessed from the Scopus online database. We are looking at two keywords: open innovation and SMEs.
Design/methodology/approach – The study measured a bibliometric analysis of 1,214 articles from 157 journals during 2007-2020.
Findings: The findings showed that the publication trend on open innovation kept increasing. The most cited article was Open Innovation in SMEs: Trends, Motives, and Management Challenges by Van de Vrande with 1,107 citations, followed by Lee et al. with 699 citations. The publication journal with the highest citation was Technovation and Research Policy. The United Kingdom and Italy were in the top-ranking countries for publications on this topic. The document citation category showed that Belgium ranked the highest with 1,990, followed by the Netherland with 1,212.
Research limitation/implications: This study provides a literature search on open innovation and has several limitations that require future study recognition. These limitations include that databases are limited to sources originating from one database only in data collection and data synthesis.
Practical implications: The practical implications provide benefits about open innovation, which can help SMEs understand open innovation and apply it as their preferred strategy in developing business. This study also allows SMEs owners and managers to understand open innovation as a strategic choice to consider as the concept is a part of the strategic intervention for their business.
Originality/value: This study provides the most influential contribution and impact on the research interest of open innovation that develops from various fields, including leading researchers and their home countries. Second, a co-citation analysis addressed the second question in this research study.
This article analyses the link between universities and business from a neo-Schumpeterian evolutionary theory perspective. It aims to identify the thematic communities present in the literature that deals with the university-business relationship, highlighting the focuses of interest of this literature and currently emerging themes. Social network analysis and text mining tools are used for this purpose. The present contribution differs from other reviews by using large datasets, which made it possible to discern aggregate trends in scientific output. Six thematic communities were detected in the literature: technology parks, entrepreneurial university, triple helix, transfer channels, geographic perspective and open innovation. Once these communities were defined, the characteristics of each one were identified, along with their linkages, differences and limitations, with a view to gaining an understanding of the knowledge transfer processes.
OMiLAB is a community of practice which offers a digital ecosystem bringing together open technologies to investigate and apply conceptual modeling methods for varying purposes and domains. One of the core value propositions is a dedicated Digital Innovation environment comprising several toolkits and workspaces, designed to support Product-Service Systems (PSS) prototyping – a key ingredient for PSS lifecycle management. At the core of this environment is a notion of Agile Digital Twin – a conceptual representation that can be tailored with knowledge engineering means to bridge the semantic and functional gap between a business perspective (focusing on value creation) and an engineering perspective (focusing on cyber-physical proofs-of-concept). To facilitate this bridging, the hereby proposed environment orchestrates, across three abstraction layers, methods such as Design Thinking, Agile Modeling Method Engineering and Model-driven Engineering to turn Ideation into smart Product-Service Systems experiments, in a laboratory setting. The proposed environment was built following Design Science principles. It addresses the problem of historically-disconnected skills required for Digital Innovation projects and it provides a testbed for feasibility experimentation. For design-oriented, artifact building research, a higher Technology Readiness Level can thus be achieved (compared to the level that idea development methods typically attain).
As organizações enfrentam rápidas mudanças e necessitam estar em constante alerta
para possíveis transformações no seu ambiente. Para compreender as informações
oriundas dos fenômenos organizacionais, as equipes trabalham de forma coletiva
gerando sentido sobre as informações coletadas pelos seus participantes. Este
processo é chamado de sensemaking, uma das etapas da inteligência coletiva,
criado para apoiar os tomadores de decisão na contextualização de uma pista ou
experiência particular para formulação de uma interpretação coletiva comum a todos
os membros do grupo. Para realização de tal processo, os atores organizacionais
apoiam-se em diversos métodos e ferramentas. Este trabalho propõe, portanto, a
investigação de como os métodos e ferramentas podem auxiliar nos processos de
criação coletiva de sentido. Para tal, foi delimitado o estudo a quatro métodos (Delphi,
Roadmapping, Design Thinking e Brainstorming) e ferramentas associadas. A
pesquisa foi conduzida a partir da abordagem qualitativa de entrevistas semi
estruturadas com onze profissionais da área de inteligência. O trabalho defende que
os métodos e ferramentas possuem papel fundamental na criação coletiva de sentido
trazendo diversos benefícios às organizações. Também foi possível inferir que as
organizações utilizam mais o sensemaking para atingirem os seus resultados a curto
prazo. Para fundamentar esta posição, ao decorrer do trabalho foram apresentadas
diversas evidências extraídas a partir dos trechos das entrevistas.
En este artículo se analiza el vínculo entre la universidad y la empresa desde una perspectiva teórica evolucionista neoschumpeteriana. El objetivo del trabajo es identificar las comunidades temáticas presentes en la literatura que aborda la relación entre la universidad y la empresa, con énfasis en los focos de interés de esa literatura y en los temas emergentes en la actualidad. Para ello, se emplearon herramientas de análisis de redes sociales y de minería de textos. La presente contribución se distingue de otras revisiones por la utilización de grandes volúmenes de datos que permitieron observar tendencias agregadas en la producción científica. Se detectaron seis comunidades temáticas en la literatura: parques tecnológicos, universidad emprendedora, triple hélice, canales de transferencia, perspectiva geográfica e innovación abierta. Una vez determinadas estas comunidades, se identificaron las características de cada una de ellas, así como sus vinculaciones, diferencias y limitaciones, para entender los procesos de transferencia de conocimientos. Palabras clave Gestión del conocimiento, universidades, sector industrial, cooperación intelectual, bibliografía científica, análisis de datos, metodología estadística Clasificación JEL C80, C88, L20, L24, 032, 050
İş dünyasında Ar-Ge ve inovasyon çıktılarının önemi her geçen artmaktadır. Ar-Ge ve inovasyon faaliyetlerinin teknoloji ve strateji ile uyumu sürdürülebilir başarının önemli güvencelerinden biridir. Bu aşamada Ar-Ge ve inovasyon faaliyetlerini yönlendiren ve yaygın bir şekilde kullanılan teknoloji yol haritaları ilk akla gelmektedir. Teknoloji yol haritaları, teknoloji gelişimi ve değişimini ilgili diğer katmanlarla (ürünler, hizmetler, pazar vb.) ilişkilendiren ve karar vermeye yardımcı olan araçlardır. Geçerli bir teknoloji yol haritası elde edebilmek için ögeler arası ilişkilerin doğru tanımlanması gerekir. Bu çalışma teknoloji yol haritası ögeleri arasındaki ilişkiler için bir infografik önermektedir. Öge ikililerinin ilişki derecesi ve ilişkilerin önem derecesi aralıklı tip-2 bulanık sistemler (IT2FS) kullanılarak değerlendirilmektedir. Bu değerlendirme sonuçlarını kullanarak oluşturulan infografik ile teknoloji yol haritaları zenginleştirilmektedir. Önerilen sürecin daha iyi anlaşılması için üç boyutlu (3D) yazıcı teknolojileri uygulama örneği sunulmuştur. Bu şekilde zenginleştirilmiş teknoloji yol haritalarının özellikle büyük ölçekli sistemlerde strateji oluşturma sürecine ve teknoloji yönetim faaliyetlerine katkı sağlayacağı düşünülmektedir.
Celem artykułu jest wskazanie na potrzebę dopasowywania metod i technik analizy strategicznej do określonego i dominującego w danym miejscu i czasie podejścia do strategii rozumianego jako układ kryteriów i warunków osiągania sukcesu przez organizację, mierzonego rodzajem osiąganej renty ekonomicznej. Utylitarnym celem artykułu jest wskazanie skutecznych procedur analizy strategicznej dopasowanych do warunków działania organizacji.Artykuł jest efektem długoletnich obserwacji procesów projektowania strategii organizacji, w których uczestniczyli autorzy artykułów i które analizowali z perspektywy procedur analizy strategicznej i różnych faz projektowania strategii. Artykuł rozwija warstwę instrumentarium analizy strategicznej skomunikowaną z podejściami do strategii. Wskazuje przy tym na szczególne etapy takiej analizy i szczególne, charakterystyczne dla określonej logiki strategii, metody i narzędzia analizy strategicznej. W opinii autorów wiedza ta powinna poszerzyć obszar epistemologii i metodologii zarządzania strategicznego.
El artículo propone una metodología para realizar procesos de planeación eficaces en Centro de Investigación y Desarrollo Tecnológico (CIyDT). La propuesta se basa en la experiencia de un CIyDT mexicano que ha realizado diversas iniciativas dirigidas a planear su desarrollo en el mediano y largo plazos.La metodología contempla la realización de tres etapas, cada una sustentada en meta-técnicas que permiten generar los conocimientos y acuerdos necesarios. Cada etapa corresponde a la identificación de la situación actual del CIyDT, el análisis de las tendencias dominantes en los temas de investigación de interés y finalmente, la definición de las acciones requeridas para lograr construir o consolidar las competencias de la organización.Se señala que el proceso de planeación debe considerar por separado los temas de investigación que son de interés para el CIyDT. También se señalan elementos de apoyo al proceso de planeación que son esenciales para la adecuada aplicación de la metodología propuesta. El trabajo presenta algunos ejemplos de los resultados de tales elementos de apoyo.Se concluye en la necesidad de documentar procesos de planeación en CIyDT, que permitan a este tipo de organizaciones desarrollar las competencias tecnológicas adecuadas para responder a los requerimientos del mercado al que se dirigen.
Many firms increasingly collaborate with universities to create innovation through the commercialization of scientific knowledge. However, a variety of mismatches between a firm's interests and the value delivered by university partners (e.g., common knowledge base, strategic goals, agreements on intellectual property management, etc.) can cause rough interactions and relationships. Therefore, managers demand an effective practice to support the management of university-industry collaborations (UICs). This article builds on the previous work on a matching quality assessment model by extending its applicability to propose an analytical framework for developing a strategic roadmap to guide relationship development toward effective UIC.
Innovation has been treated as a recognized driver of economic prosperity of a country through the sustained growth of its entrepreneurships. Moreover, the recently coined term open innovation is increasingly taking the lead in enterprise management in terms of value addition and knowledge building. Foci of academics, researchers, and practitioners nowadays are revolving around various innovation models, comprising innovation techniques, processes, and strategies. This chapter seeks to find out open innovation research and practices that are being carried out circumscribing development of entrepreneurships, particularly the sector belonging to the small and medium enterprises (SMEs) through a longitudinal study.
Product-technology roadmapping is one of the major planning tools for integrating the company's strategic objectives and current plans. The roadmapping process itself helps to create collaborative knowledge and transforming knowledge from tacit to explicit, which creates a common understanding among different departments. However, there are a number of challenges in establishing the process as a part of the management system in an organization. One of the difficulties stated was the resistance of organizational units to the changes in the business process, organizational structure, and work culture. In this article, the roadmapping implementation phases at Arcelik A.S., a durable consumer goods company, utilizing roadmapping as a part of the strategic planning process will be discussed. One of the unique contributions of the Arcelik A.S. case study is that the roadmapping methodology integration to other processes, such as strategic planning, portfolio management, and human resources planning, was done seamlessly. The needs and roadmapping implementation challenges in a company, which is expanding itself from local to global, solutions generated for a more suitable application, and lessons learned for roadmapping continuity will be discussed in detail. These learnings could help organizations in adapting similar approaches. The case study could also be a source of academic research on the roadmapping methodology.
This article synthesizes the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches. The analysis identifies three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based on normative approval; and cognitive, based on comprehensibility and taken-for-grantedness. The article then examines strategies for gaining, maintaining, and repairing legitimacy of each type, suggesting both the promises and the pitfalls of such instrumental manipulations.
Technology development projects are the foundation or platform for new products and new processes and thus are vital to the prosperity of the modern corporation. But these basic research or fundamental knowledge-build projects are often mismanaged because companies employ the wrong process to manage them or apply inappropriate financial criteria for project selection. The result is that technology developments have become increasingly rare in the typical company's development portfolio. To better manage such projects, leading companies have adopted a unique Stage-Gate® process specially tailored to the needs of technology development projects. This process consists of three stages and four gates, and feeds the front end of the typical new product process. Scorecards and the use of tailored success criteria are used to rate and rank these technology projects, while the "strategic buckets" approach to portfolio management ensures that dedicated resources are deployed for these higher-risk projects.
We define management innovation as the invention and implementation of a man-agement practice, process, structure, or technique that is new to the state of the art and is intended to further organizational goals. Adopting an intraorganizational evolutionary perspective, we examine the roles of key change agents inside and outside the organization in driving and shaping four processes—motivation, inven-tion, implementation, and theorization and labeling—that collectively define a model of how management innovation comes about. Over the past half-century, scholars around the world have produced a vast body of aca-demic research and writing on innovation. While most of this research has focused on var-ious aspects of technological innovation (e.g., Henderson & Clark, 1990; Utterback, 1994), the trend over the last fifteen years has been toward exploring other forms of innovation, such as pro-cess innovation (e.g., Pisano, 1996), service inno-vation (e.g., Gallouj & Weinstein, 1997), and stra-tegic innovation (Hamel, 1998; Markides, 1997), with a view to understanding how they are man-aged and how they contribute to long-term firm success. The focus in this article is on a relatively under-researched form of innovation—management innovation—and particularly the processes through which it occurs. We apply a relatively narrow definition of management innovation— specifically, the invention and implementation of a management practice, process, structure, or technique that is new to the state of the art and is intended to further organizational goals. While many of the landmarks of management innovation are familiar to every business scholar (e.g., GE's development of the modern research lab and GM's invention of the M-form organization structure), the amount of detailed knowledge about how management innovation is actually implemented is limited. In its broadest sense, management innova-tion has, of course, received considerable re-search attention over the years. As we discuss in the following section, there are four key perspectives in the literature: (1) an institu-tional perspective that focuses on the socio-economic conditions in which new manage-ment ideas and practices take shape (e.g., Guillé n, 1994); (2) a fashion perspective that focuses on the dynamic interplay between us-ers and providers of management ideas (e.g., Abrahamson, 1996); (3) a cultural perspective that focuses on how an organization reacts to the introduction of a new management prac-tice (e.g., Zbaracki, 1998); and (4) a rational perspective that focuses on how management innovations—and the individuals who drive them— deliver improvements in organization-al effectiveness (e.g., Chandler, 1962). There is also a related body of literature concerned with the subsequent diffusion of management innovations across industries or countries (e.g., Guler, Guillé n, & MacPherson, 2002). But useful as these bodies of literature are, they have surprisingly little to say about the gen-erative mechanisms by which new manage-ment ideas are first created and put into prac-tice. To state the point slightly differently, our understanding of the processes of manage-ment innovation is currently very limited and
Nowadays, companies are facing many challenges. The product life cycle is getting shorter while the complexity and the demand for product customization are increasing. Technology Roadmapping (TRM) has been widely used as a strategic management tool to help organizations in effectively identifying potential products or services for the future, determining proper technology alternatives, and mapping them with resource allocation plans. With the completion of TRM implementation, any organization can be assured that its required technologies and infrastructures will be ready when needed. Implementing TRM as a part of the ongoing strategic/business planning process is challenging because it may affect the organizational work process, structure, and culture. Therefore, an organization needs to understand how the changing roles and responsibilities of key players involved in the TRM process match with the dynamics of TRM implementation in each stage. This paper illustrates the dynamics of TRM implementation and presents a case study to demonstrate how one of the leading building product manufacturers in the ASEAN region went through the process.
Manufacturing companies are to an increasing extent depending on the ability to develop, transfer, and integrate new technologies into the product portfolio in a strategic and operationally effective manner. This has become even more apparent in recent years, for example following the rapid progress of electronics and informatics and their introduction into products that previously were mainly mechanical. When viewing the ability to sustain a successful flow of new technology into commercially successful products, several studies have pointed to the potential barriers between different stages as a key issue and a managerially troublesome one.
Purpose
The purpose of this paper is to review the emerging research field of open innovation and identify where the field is going as well as suggest future fields of research.
Design/methodology/approach
All academic papers and books published until November 2007 under the label of open innovation were systematically reviewed. Also, nine key researchers were asked to contribute with their opinions on the research frontier.
Findings
A number of key themes in the research were identified, and conclusions on the underlying structure were drawn. This reveals that there is a tendency towards a broader definition and application of the term, a growing critical perspective, and a concentration on theory development and managerial implications.
Research limitations/implications
The paper suggests that the locus of the innovation process and the extent of collaboration should be used as two dimensions in a model to further understanding of how open innovation develops. These dimensions have an important impact on both the human and the organizational side of innovation, areas that are highlighted as important fields for further research.
Originality/value
Despite the interest in the open innovation topic, a comprehensive review of the academic publications in the area does not seem to exist. The review and the conclusions drawn support the understanding of the growing field.
It is widely recognized that new product development (NPD) is a highly interdependent process, yet efforts to empirically model the interdependence and examine its effect on firm performance are scarce. Our study addresses this research gap. We model firms' abilities to collectively collaborate with suppliers, customers, and internal employee teams in NPD as collaborative competence and examine its impact on project and market performance. Using responses collected from 189 NPD managers, we find empirical evidence for collaborative competence and its differential impact on project and market performance. Specifically, we find that collaborative competence has a direct impact on project performance, but its impact on market performance is indirect, mediated through project performance. The results have significant managerial implications; achieving superior market performance from inter- and intra-organizational involvement is contingent on achieving superior project performance, and companies that fail to achieve desired project performance outcomes will also fail in achieving market performance goals.
Within the framework of this paper, an extensive literature overview of technology and innovation management aspects on market pull and technology push will be given. The existing classification of market pull and technology push will be particularly shown and called into question by suggesting a conceptual framework. Additionally, the most common front end innovation models will be introduced. Finally, the authors will introduce how a technology-based service company is managing the connection of these two alternatives. A special focus will be laid on the accordant methods in order to search for current market needs and new related technologies. The selected case study will focus on one of Germany{\textquoteright}s biggest and most successful software development and information technology service providers. Based on interviews, document analysis, and practical applications, an advanced conceptual framework will be introduced as to how market pull and technology push activities within the corporate technology and innovation management can be integrated. Hence, the purpose of the paper is to introduce a theory-based conceptual framework that can be used in today{\textquoteright}s corporate environment. In this context, technology managers may use the results as a conceptual mirror, especially regarding the influencing factors of innovation impulses and the use of interdisciplinary teams (with people from inside and outside the company) to accomplish successful corporate technology and innovation management.
A fundamental methodological question guides this paper: How can operations managers and researchers learn from the applied activity that characterises the practice of OM? To address this question, defines and explores the legitimacy of an action-oriented research approach in OM, and the particular logic and value of applying action research (AR) to the description and understanding of issues in OM. Begins with a review of the role of empirical research in OM and how AR features within the OM research literature. Introduces the theory and practice of AR and outlines the AR cycle and how AR is implemented. Finally, describes the skills required to engage in AR and explores issues in generating theory. Concludes with the assertion that AR is relevant and valid for the discipline of OM in its ability to address the operational realities experienced by practising managers while simultaneously contributing to knowledge.
Open innovation has so far been studied mainly in high-tech, multinational enterprises. This exploratory paper investigates if open innovation practices are also applied by small-and medium-sized enterprises (SMEs). Drawing on a database collected from 605 innovative SMEs in the Netherlands, we explore the incidence of and apparent trend towards open innovation. The survey furthermore focuses on the motives and perceived challenges when SMEs adopt open innovation practices. Within the survey, open innovation is measured with eight innovation practices reflecting technology exploration and exploitation in SMEs. We find that the responding SMEs engage in many open innovation practices and have increasingly adopted such practices during the past 7 years. In addition, we find no major differences between manufacturing and services industries, but medium-sized firms are on average more heavily involved in open innovation than their smaller counterparts. We furthermore find that SMEs pursue open innovation primarily for market-related motives such as meeting customer demands, or keeping up with competitors. Their most important challenges relate to organizational and cultural issues as a consequence of dealing with increased external contacts.
F. L. Schmidt and J. E. Hunter (1989) critiqued the within-group interrater reliability statistic (
rwg) described by L. R. James et al (1984). S. W. Kozlowski and K. Hattrup (1992) responded to the Schmidt and Hunter critique and argued that
rwg is a suitable index of interrater agreement. This article focuses on the interpretation of
rwg as a measure of agreement among judges' ratings of a single target. A new derivation of
rwg is given that underscores this interpretation. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Presents methods for assessing agreement among the judgments made by a single group of judges on a single variable in regard to a single target. For example, the group of judges could be editorial consultants, members of an assessment center, or members of a team. The single target could be a manuscript, a lower level manager, or a team. The variable on which the target is judged could be overall publishability in the case of the manuscript, managerial potential for the lower level manager, or a team cooperativeness for the team. The methods presented are based on new procedures for estimating interrater reliability. For such situations, these procedures furnish more accurate and interpretable estimates of agreement than estimates provided by procedures commonly used to estimate agreement, consistency, or interrater reliability. The proposed methods include processes for controlling for the spurious influences of response biases (e.g., positive leniency and social desirability) on estimates of interrater reliability. (49 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
France today is in the throes of a crisis that began in the last decades of the twentieth century. It is a crisis defined through the rhetoric of universalism—a universalism taken to be uniquely French and therefore a defining trait of the system of republican democracy, its most enduring value, and its most precious political asset. This chapter introduces a book that discusses one of the movements which offered a challenge to the French representative democracy in the 1990s by demanding a recognition of difference. The mouvement pour la parité was a feminist movement that sought to refigure the terms of the French universalism to increase the numbers of women in elective office. The partial realization of that goal came with the law of June 6, 2000, which now requires that half of all candidates for almost all political offices be women. The “parité law” was unprecedented in France and, indeed, throughout the world.
This article synthesizes the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches. The analysis identifies three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based on normative approval: and cognitive, based on comprehensibility and taken-for-grantedness. The article then examines strategies for gaining, maintaining, and repairing legitimacy of each type, suggesting both the promises and the pitfalls of such instrumental manipulations.
This article presents an approach for assessing the effectiveness of engineering design tools applied within new product development (NPD). In this approach both the quality of the proccss used to apply the design tool and the quality of outputs generated by the design tool are assessed. The approach described was developed and piloted in an engineer-to-order (ETO) company. The specific assessment instruments created are also presented. Future work Will include investigating the use of the approach for additional design tools and analyzing how design tool effectiveness relates to overall product launch effectiveness.
Effective systems for managing technology in complex business environments require integrated sets of management tools and processes, underpinned by well-founded conceptual frameworks. Understanding how such systems operate, and how best to implement them, represents an ongoing challenge, especially considering the multidisciplinary and multifunctional nature of technology management. This paper describes the development of a technology and general management tool catalogue, which focuses on the ‘matrix’ class of tools, classified into four generic types. The practical development and application of such tools is discussed, illustrated by two case examples.
A number of models of the innovation process are briefly described. A different approach is introduced based on the characteristics of projects as measured by the uncertainty they exhibit in the outputs they will lead to and the means by which it is anticipated that these will be achieved. The combination of these variables forms a simple matrix which can be used to draw out implications for the management of innovative projects. If urgency is added to this matrix a three-dimensional model can be developed which provides valuable information for strategic analysis. Suggestions as to how this might be used are made and a number of messages for managers of innovation identified.
If industry and R&D institute partner in developing the technology, there is a greater possibility for developing a commercially potential technology. Through this process, they combine tangible and intangible resources and cooperate in R&D activities. It also develops a common understanding and mutual trust and smoothens the process of adaptation of the technological innovation into a marketable product/process. This work intends to highlight the partnership process and developed a model. A survey conducted with R&D Managers of prominent companies world over and the earlier research drawn from the literature was used in developing the model for the purpose. The work also analyses the existing research interaction between industries and Indian public R&D institutes, using multi case method.
In order to aid Singaporean SMEs identify and select emerging technologies for business benefit, a modified process of the Cambridge T-Plan methodology has been introduced and applied to a pilot sample of 30 companies in a variety of manufacturing sectors. This fast and simple process takes the company through five key steps to enable them to create their first Operation and Technology Roadmap (OTR). The paper explains the background to the approach and focuses on the initial benefits identified by a survey of the pilot companies.
Decisions involve many intangibles that need to be traded off. To do that, they have to be measured along side tangibles whose measurements must also be evaluated as to, how well, they serve the objectives of the decision maker. The Analytic Hierarchy Process (AHP) is a theory of measurement through pairwise comparisons and relies on the judgements of experts to derive priority scales. It is these scales that measure intangibles in relative terms. The comparisons are made using a scale of absolute judgements that represents, how much more, one element dominates another with respect to a given attribute. The judgements may be inconsistent, and how to measure inconsistency and improve the judgements, when possible to obtain better consistency is a concern of the AHP. The derived priority scales are synthesised by multiplying them by the priority of their parent nodes and adding for all such nodes. An illustration is included.
This research responds to the needs of technology-driven business by focusing on how firms can find new business opportunities based on their technological capabilities. It proposes a technology-driven roadmapping processes that starts from capability analysis for technology planning and ends with business opportunity analysis for market planning. We suggest the use of patent data as a proxy measure of technological capability for this purpose and develop four analysis modules — Monitoring, Collaboration, Diversification, and Benchmarking — to support decision-making during the process. Various analysis techniques such as text-mining, network analysis, citation analysis and index analysis are applied to discover meaningful implications from the patent data, which are summarized in four maps — Actor-similarity map, Actor-relations map, Technology-industry map, and Technology-affinity map. For the purpose of illustration, RFID-related patents are collected and the 18 firms with the most patents used, focusing especially on the third biggest. We believe using roadmapping and patent analysis together can play complementary roles for each other. Putting roadmapping techniques together with patent analysis can increase the objectivity and reliability of technology roadmap, while using patent analysis restricted to technological information together with roadmapping techniques can ensure that a more valuable breadth of strategic information is extracted from patents.
Energy sector has become increasingly sensitive to emerging new technologies as our society is seeking alternative energy sources. Many utility companies and government agencies have started to implement technology planning processes for roadmapping their future technology portfolios. This paper focuses on technology planning in the government energy services sector. Through a case study research method, the paper documents how technology planning and specifically technology roadmaps were implemented at a federal agency tasked with managing power transmission in the Northwest United States. Three application areas are covered: transmission, renewables and energy efficiency. The paper provides details on the Energy Efficiency Roadmaps. Through the review of the case a technology planning methodology based on technology roadmaps is detailed. Key conclusions were reached on how to manage such process implementation in similar organizations. Some of these conclusions can be generalized to those that are implementing technology planning processes for the first time. We concluded that adoption of such methods would require a longer time than anticipated. Organizational changes to adopt the process will likely reduce the time it takes to deliver the required roadmaps. We also found that a typical sequence of events would be Technology Gap Analysis and Identification of Technology Candidates, Evaluation and Prioritization of Technologies, Roadmapping of Technologies and Allocation of Resources to the R&D Programs or to the direct acquisition of the technologies.
The study addresses the need for a robust yet practical technology roadmapping method that considers four major factors: input from consumers who use the technology; input from engineers who develop the technology; the technological gap between the roadmapped technology and competing technologies; and future changes in consumer preferences. The proposed method begins by using conjoint analysis of survey-derived consumer data to assess consumer requirements. Expert opinion is elicited regarding the relative importance of engineering characteristics, and any technological gaps are assessed. Quality function deployment is used to interconnect the results. The roadmapping method is applied to power line communications.
This paper explores how practical approaches to technology planning can support broadly based valuation decisions within manufacturing companies. A short review of the more traditional approaches to valuing technology is followed by a discussion of practices that are complementary in terms of linking technology, new product development and business planning in the company context. A ''fast-start'' process for technology roadmapping is proposed as one of these and the latest results from its in-company development are presented. Conclusions are drawn with respect to the contribution of the technique in promoting an inclusive method of obtaining consensus on technology investment.
An overview is given of the application of technology roadmapping (TRM) within Royal Mail's research planning area, in collaboration with the University of Cambridge. Results demonstrate how the technique can be successfully applied within a service-based organization, and highlight the benefits of roadmapping as an effective tool to support strategic technology management.
A three-questionnaire DELPHI management issues study of technology management problems identifies the top 24 technology management problems of advanced-technology product companies. These problems are ranked in order of importance. Strategic planning for technology products is found to be the dominant problem. A striking theme of the findings is the extent to which several of the twenty four issues are related to this dominant problem. Arguably, not only is strategic planning the top technology management problem of product development in high-tech companies but it is also the cornerstone problem. Dealing effectively with this top problem will require attention to aspects of several others of the management problems. This article first examines the area of strategic planning in advanced-technology product development. It then summarizes the DELPHI study's findings and explores the central role among these findings of strategic planning for technology products. The next 10 problems in importance then are examined in the context of their relationship to the top issue of strategic planning for technology products.
Numerous publications have documented successes achieved through partnering. Such notable results have been achieved over a wide variety of applications, including public and private ownership, single-project and multiple-project agreements, and lump-sum and cost-plus contracts. Such accomplishment across a spectrum of application suggests that partnering, if applied properly, can work in almost any environment. Recent research by the Construction Industry Institute highlights this fact that many “shades” of partnering exist, based on the degree of objectives alignment between involved parties. To illustrate this, a partnering continuum has been developed, depicting four general stages—competition, cooperation, collaboration, and coalescence. “Competition” represents the traditional owner/contractor relationship, where each party possesses separate objectives, and minimal effort is expended toward “working together.” This competitive pursuit occurs in the absence of partnering. The other three stages—cooperation, collaboration, and coalescence—incorporate increasing degrees of objective alignment and commitment by the involved parties, and are represented on the continuum to depict various partnering applications. Companies considering partnering should assess their business objectives, analyze the role of partnering in helping them to achieve those objectives, and determine the appropriate style of partnering to implement. Through this process, a balance can be struck between risk and reward, and resources can be properly utilized to develop, implement, and manage the partnering relationship.
This paper charts an unnoticed theme in the current debate on open innovation, namely the foundational question whether increasing openness is beneficial? The paper approaches this question by conceptualising the degree of ‘openness’ and analyses the importance of increasing degrees of openness for NPD performance. Inter-organizational relationships in New Product Development lay the foundation for operationalising openness because these represent important sources of ideas and knowledge in purposive inbound open innovation. This exploratory paper finds that on immediate NPD performance measures the single firm strategy is performing better than the collaborative strategy. However, we also find that the use of internal and external relationships is highly correlated and that these interact with each other. Finally, with increasing degrees of openness the product development projects are slower than the norm in the industry, slower than what is usual for the firm’s projects and had higher cost than the norm in the industry and the firm’s usual projects. These results offer a more critical perspective on openness and NPD performance than the literature on the open innovation paradigm suggests. The paper discusses these results and offers some challenges for management and research of open innovation.
At present, several initiatives have emerged that claim to be innovative while acting according to the mechanisms of open source software (OSS), a field frequently deemed to be a role model for open innovation. Against this background, this study focuses on a case study of the development of an automobile. Based on a commons-based peer production-informed perspective, we show that this project displays a variety of characteristics that are usually associated with OSS projects. In particular, parallels can be drawn between the intrinsic and extrinsic motivations, the ability to ‘broadcast’ ideas due to the virtual nature of the tasks, and the self-selection of tasks due to their modular nature. The drawing of such parallels, however, must be done cautiously because diverse factors, such as opportunity costs, regulations, and feasibility studies, limit the applicability of OSS principles to this non-software related network of dispersed voluntary contributors within a commons-based peer production framework. Herein, we attempt to clarify how OSS projects can and cannot work as role models for open innovation in the automotive as well as other product-oriented industries.
In light of the recent economic crisis, many industrial firms attempt to capture additional value from their technologies by means of open innovation strategies. Besides acquiring external technology, many firms therefore increasingly try to license their own technology to other firms either exclusively or in addition to its application in their own products. This article shows that technology licensing offers important strategic benefits beyond generating licensing revenues, which underscore the need for an integrated management of technology licensing activities. Therefore, this article extends the concept of job-related markets that was recently developed in the managerial literature. A ‘job’ is the fundamental problem that a customer needs to resolve in a particular situation. Managers may transfer this job-related understanding to technology licensing activities because the right ‘job’ for a technology may be outside a firm’s boundaries, and it may help firms to identify additional licensing opportunities. On this basis, the article presents the concept of an integrated technology exploitation roadmap, which allows firms to use the job-related markets to integrate technology licensing in their strategic planning processes. An example of a machinery firm shows how this roadmap may contribute to strengthening a firm’s licensing business.
A technology roadmap (TRM) is a management tool to support strategic and long-term R&D planning. Providing a framework to link business to technology, it is especially useful for, and thus has been widely used in, current R&D management strategies that focus on markets and customers. In spite of this popularity, the fact that only few practical guidelines are offered towards building TRM makes it appear to have limited flexibility in terms of building process and final outputs.To overcome these limitations and facilitate the spread of TRM technique, we focus on the TRM for R&D purposes, and propose a systematic process and detailed procedures with inputs/outputs for building TRM. We also attempt to integrate existing management tools with the TRM process. The proposed framework is applied to the R&D planning process of a government program managed by the Korea Industrial Technology Foundation. While the report is specific to the parts and materials industry, the proposed framework can be generalized to other industries, and we anticipate our paper will shed light on the processes of establishing R&D strategy, coordinating R&D programs and setting priorities among R&D projects.
Increasing competition at product, firm, and industry level makes it more and more important to be able to develop new products and – at the same time – develop the necessary new technologies for producing those new products. In this paper we shall take a look at how four firms go about integrating their product and technology development. This serves as the basis of a model for this kind of integration and a general definition of possible means for integrating product and technology development.
Schmidt and Hunter (1989) critiqued the within-group interrater reliability statistic (r(wg)) described by James, Demaree, and Wolf(1984). Kozlowski and Hattrup (1992) responded to the Schmidt and Hunter critique and argued that r(wg) is a suitable index of interrater agreement. This article focuses on the interpretation of r(wg) as a measure of agreement among judges' ratings of a single target. A new derivation of r(wg) is given that underscores this interpretation.
OVERVIEW: In the context of open innovation, firms increasingly acquire technologies from external sources. Moreover, many firms have recently started to actively commercialize technologies, for example, by means of outlicensing. While some pioneering firms realize enormous benefits from this, many others experience major difficulties in managing external technology exploitation. To overcome these challenges, firms need to establish appropriate strategic technology-planning processes. Such processes include the extension of product-technology road-mapping to integrated roadmaps for open innovation processes, including external technology exploitation. This has a number of implications for technology managers, including the need to consider potential returns from a technology as a whole rather than from product sales alone.
This paper investigates the adoption of Open Innovation in the bio-pharmaceutical industry, studying through which organisational modes it is put into practice and how these modes are interwoven with the different phases of drug discovery and development process. Two rounds of interviews with industry experts were carried out to develop a model describing the adoption of Open Innovation by bio-pharmaceutical companies. This framework was then applied to an extensive and longitudinal empirical basis, which includes data about the adoption of Open Innovation by the top 20 worldwide industry players, in the time period 2000–2007. The paper provides a thorough discussion of how bio-pharmaceutical firms have used different organisational modes (i.e. licensing agreements, non-equity alliance, purchase and supply of technical and scientific services) to enter into relationship with different types of partners (i.e. large pharmaceutical companies, product biotech firms, platform biotech firms and universities) with the aim to acquire (Inbound Open Innovation) or commercially exploit (Outbound Open Innovation) technologies and knowledge. The implications of the study for Open Innovation research and possible avenues for future investigation are discussed at length in the paper.
Technologies are a critical issue within product development, since technologies are the foundation for successful products. Technology development has suffered from a fuzzy innovation process based on trial and error in a high-pressure product development environment, often leaving no time for real innovation. Technologies developed under these circumstances seldom become superior, robust, mature and flexible—the criteria that are critical for technologies to provide competitive advantage. In this paper the idea is developed of a steady technology stream that is both separated from and appropriately integrated with the downstream product development. This enables companies to supply their product development programs with winning technologies at the right time. A four-phase process framework to support and catalyze the technology development cycle is introduced and described. The proposed framework is based on an integration of six major development methodologies and aims at providing competitive advantage to companies by emphasizing superior, robust, mature, and flexible technologies. © 2000 John Wiley & Sons, Inc. Syst Eng 3: 180–211, 2000