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Succesful Industrial Products from Customer Ideas
Abstract
Manufacturers must recognize and understand the role of customer initiatives.
... It is innovation that provides these enterprises with an advantage in the abovementioned markets. In the literature on the subject, the importance and impact of innovation and also OI on competitiveness have been repeatedly discussed and proven [4] (pp. [15][16][17][18][19][20][21]; [5]. Therefore, it should be stated that innovation is a source of improvement in the market situation of the enterprises in question and OI plays the role of a "tool" for acquiring new solutions through the exploration of the environment. ...
... 804-811). Particularly significant were the achievements of von Hippel, who in this period (in the 1970s) described the impact of users, suppliers, and other external entities on the development of the organization [20] (pp. 86-92). ...
... In the literature, they are very differently defined as factors [43] (pp. [1][2][3][4][5][6][7][8][9][10][11][12][13][14][15][16][17][18][19][20], conditions, motivators [44] (pp. 243-256), or simply determinants [45] (pp. ...
The concept of open innovation is currently one of the key issues regarding the innovative development of micro, small, and medium enterprises (SMEs). It has been the subject of research both in the theoretical and empirical context. At present, there is no unambiguous definition conceptualizing the conceptual scope of open innovation (OI). However, enterprises do not always decide by themselves to be open to the environment. Therefore, determinants are important, as they encourage enterprises to greater openness, which can be treated as a key element of a value chain for SMEs, contributing to their innovative development. Classification of these determinants (also named as factors) is very poor in the literature. Generally, internal and external determinants are identified. Authors decide on the selection of these factors and their division by themselves. The research presented in this article has indicated the existence of several significant regularities. Firstly, larger entities are more likely to use the OI concept. Secondly, market determinants are the most important for the use of OI among SMEs. Thirdly, both internal and external determinants have a huge impact on the application of the OI concept, with external determinants being more significant for smaller rather than larger entities. The conclusions drawn were a consequence of the assumed aim of the article: The assessment of the influence of determinants that affect the use of the OI concept among SMEs in Poland.
... The involvement of users in new product development focuses on the identification of customer needs, lead users, community approaches and co-creation techniques (e.g. Baron and Warnaby, 2011;Calantone et al., 1995;Chassagnon and Audran, 2011;Fuchs and Schreier, 2011;von Hippel, 1978von Hippel, , 1986, but very little attention has been devoted to users who complain in innovation research (Schumacher and Kuester, 2012;Ward and Orstrom, 2006). A systematic search in the Ebsco database, performed in May 2014, with the keywords "complaining and innovation", "complaints and innovation", "complaining and product development" and "complaints and product development", provided no unique result within the innovation management domain. ...
... Whereas complaining users state their dissatisfaction with products or services, lead users propose a solution to an unmet need (von Hippel, 1978). Following von Hippel (1978Hippel ( , 1986, lead users develop and materialize an idea and subsequently propose it to a manufacturer, becoming small entrepreneurs. ...
... Whereas complaining users state their dissatisfaction with products or services, lead users propose a solution to an unmet need (von Hippel, 1978). Following von Hippel (1978Hippel ( , 1986, lead users develop and materialize an idea and subsequently propose it to a manufacturer, becoming small entrepreneurs. Von Hippel (1978) proposed a shift from a so-called "manufacturer active paradigm" towards a "customer active paradigm". ...
The analysis in this paper shows how complaining customers can make companies listen to them by spurring the mobilisation of various actors into a hybrid collective strong enough to influence companies’ product development. Customers as sources of innovation have been analysed previously in the literature, whereas the process ofhow complaining users mobilise support to influence companies has received less attention and is not well understood. This study uncovers the processes that made it possible for a 17-year-old Norwegian to become pivotal in constructing a problematisation, which emerged to become so strong as to alter the Norwegian Coca-Cola Company’s earlier decision to cease production of a product in a certain size. The analysis uses constructs from actor–network theory (ANT) and shows how a single dissatisfied individual was able to become a spokesperson who, through different processes, mobilised a heterogeneous group of consumers into a loosely connected hybrid collective. The spokesperson acted on behalfofthe hybrid collective and put growing pressure on a multinational company, influencing its decision making. In this case, the complaining customer did not exit, nor did he become a lead user, but rather became a hybrid customer who actively tried to mobile others in his desire for a product. The study reports on a process analysis of the means by which the company was induced to reinstate a discontinued product. The analysis is divided into three episodes, each marking a critical phase for the collective. This opens up the way for an examination of the processes of mobilisation, interessement, enrolment and mobilisation, revealing the margins of manoeuvre and how these are negotiated and delimited in the process.
... Dans une dynamique de crowdstorming, les internautes soumettent librement des idées sur tous types de sujets, sans répondre à une problématique spécifique ou à une forme de cahier des charges imposé par le crowdsourcer. Dans ce registre, Ruiz et al. (2017) rappellent, à l'appui des travaux de Von Hippel (1986), que 5. Les lead users sont impliqués dans la recherche de solutions visant à améliorer les produits ou services existants dans un domaine dans lequel ils ont développé une forme d'expertise (Von Hippel, 1978). Capables de fournir des solutions répondant aux problématiques des organisations, leurs propositions ont de fortes chances d'être généralisées sur le marché (Von Hippel, 1986 parmi les contributeurs on peut trouver, à la marge, des lead users 5 . ...
... Indépendamment d'une éventuelle récompense, notre analyse netnographique témoigne que les internautes ont à coeur que leurs idées prennent vie [Toutes plateformes]. En référence aux travaux de Von Hippel (1978Hippel ( , 1986, cela fait écho au comportement des lead users. Le témoignage de la responsable communication d'Agorize renforce également la vision selon laquelle la démarche de crowdsourcing pour innover permet de conforter le travail d'innovation d'équipes dédiées au sein des banques : « Les problématiques sur lesquelles on fait travailler les étudiants sont […] des problématiques sur lesquelles les entreprises travaillent ou souhaitent travailler ou ont déjà commencé à travailler en interne ». ...
L’objectif de cet article est d’explorer les enjeux du recours au crowdsourcing pour innover dans le secteur bancaire. Fondée sur une méthodologie qualitative, notre recherche souligne qu’au travers de cette modalité d’externalisation, les banques voient l’opportunité d’ouvrir le dialogue avec la foule des internautes et de bénéficier, dans un processus de création de valeur, de leurs idées. Alors que les bénéfices du recours au crowdsourcing semblent prégnants, notre recherche témoigne également de sources de déception et de vigilance. En particulier, pour des raisons juridiques ou stratégiques, les banques se heurtent à l’impossibilité de mettre en place certaines idées des internautes.
... Dans une dynamique de crowdstorming, les internautes soumettent librement des idées sur tous types de sujets, sans répondre à une problématique spécifique ou à une forme de cahier des charges imposé par le crowdsourcer. Dans ce registre, Ruiz et al. (2017) rappellent, à l'appui des travaux de Von Hippel (1986), que 5. Les lead users sont impliqués dans la recherche de solutions visant à améliorer les produits ou services existants dans un domaine dans lequel ils ont développé une forme d'expertise (Von Hippel, 1978). Capables de fournir des solutions répondant aux problématiques des organisations, leurs propositions ont de fortes chances d'être généralisées sur le marché (Von Hippel, 1986 parmi les contributeurs on peut trouver, à la marge, des lead users 5 . ...
... Indépendamment d'une éventuelle récompense, notre analyse netnographique témoigne que les internautes ont à coeur que leurs idées prennent vie [Toutes plateformes]. En référence aux travaux de Von Hippel (1978Hippel ( , 1986, cela fait écho au comportement des lead users. Le témoignage de la responsable communication d'Agorize renforce également la vision selon laquelle la démarche de crowdsourcing pour innover permet de conforter le travail d'innovation d'équipes dédiées au sein des banques : « Les problématiques sur lesquelles on fait travailler les étudiants sont […] des problématiques sur lesquelles les entreprises travaillent ou souhaitent travailler ou ont déjà commencé à travailler en interne ». ...
L’objectif de cet article est d’explorer les enjeux du recours au crowdsourcing pour innover dans le secteur bancaire. Fondée sur une méthodologie qualitative, notre recherche souligne qu’au travers de cette modalité d’externalisation, les banques voient l’opportunité
d’ouvrir le dialogue avec la foule des internautes et de bénéficier, dans un processus de création de valeur, de leurs idées. Alors que les bénéfices du recours au crowdsourcing semblent prégnants, notre recherche témoigne également de sources de déception et de vigilance. En particulier, pour des raisons juridiques ou stratégiques, les banques se heurtent à l’impossibilité de mettre en place certaines idées des internautes.
... De multiples outils et méthodes de gestion sont à la disposition des managers pour capter les potentiels d'innovation. Cet article a pour objectif d'étudier plus particulièrement la méthode proposée par Von Hippel (1978) qui consiste à recourir à des lead users comme source d'idées nouvelles. Inscrivant le processus d'innovation dans une démarche orientée marché, la solution préconisée par Von Hippel offre des chances de succès démontrées dans plusieurs cas d'entreprises industrielles rapportés (Von Hippel, 1996, 1998. ...
... Partant de l'idée qu'il existerait au sein des clients (la notion de client est large : il peut s'agir d'un client interne à l'entreprise, client d'un autre service ; d'une entreprise cliente d'une autre entreprise -des utilisateurs au sein de celle-ci-; d'un client consommateur individuel, etc.) un vivier d'idées nouvelles peu ou mal exploitées, Von Hippel (1978Hippel ( , 1986 propose de faire appel aux consommateurs présentant deux caractéristiques principales : ...
... On the other hand, business venturing can also be triggered by impulses from the external environment transmitted to firms through cues from competitors and customers (Von Hippel, 1978;Jaworski and Kohli, 1993). When firms react to such cues with business venturing they are considered to be market-driven, and the venture is consistent with the idea of market pull. ...
... Similarly, ventures triggered by cues from the environment should be associated with relatively lower levels of market uncertainty. The external sources themselves, for example, changing demographics, regulations, needs, industry structures, and perceptions (Drucker, 1985), may imply potential customers and their needs (Von Hippel, 1978). This reasoning can be expressed through three hypotheses: ...
... On the other hand, business venturing can also be triggered by impulses from the external environment transmitted to firms through cues from competitors and customers (Von Hippel, 1978;Jaworski and Kohli, 1993). When firms react to such cues with business venturing they are considered to be market-driven, and the venture is consistent with the idea of market pull. ...
... Similarly, ventures triggered by cues from the environment should be associated with relatively lower levels of market uncertainty. The external sources themselves, for example, changing demographics, regulations, needs, industry structures, and perceptions (Drucker, 1985), may imply potential customers and their needs (Von Hippel, 1978). This reasoning can be expressed through three hypotheses: ...
... However, the degree of novelty may be limited as opportunities for differentiation, based on shared knowledge among competitors, are likely to be restricted (K€ ohler et al., 2012). The significant role of suppliers in the innovation process has been frequently acknowledged as a crucial source for innovators (Pavitt, 1984;von Hippel, 1978). Un and Asakawa (2015) indicated that suppliers have the highest impact on process innovation due to their upstream position in the firm value-chain. ...
Previous studies on open innovation and strategic management have emphasized the positive impact of external knowledge on firms' innovation performance. However, given that external knowledge is widely distributed across a myriad of heterogeneous sources, it presents challenges for both the openness strategy and knowledge accessibility. When designing a firm's openness strategy, the heterogeneity of these external sources must be considered, choosing a form of openness that aligns with the attributes of the targeted sources. The question remains, which form of openness aligns best with which knowledge source and leads to improved innovation performance? Our regression analysis, based on a sample of 3294 German firms from the Mannheim Innovation Panel (MIP) in 2013 and 2017, reveals that utilizing a search strategy toward market sources of knowledge influences innovation performance more positively than a collaboration strategy. Conversely , only collaboration with science-based sources of knowledge has a significant positive impact on innovation performance. We further delve into the implications of these observed results and describe the practical implications for innovation managers.
... letme ile tüketici arasındaki iliki satı öncesi ve sonrasını kapsar ekilde genilemi, tüketici katılımlı deer yaratma ve yenilik süreçleri 1970'lerden itibaren popülerlik kazanmıtır. Daha sonraları Açık Yenilik (Open Innovation) ve Demokratik Yenilik (Democratic Innovation) genel balıkları altında tanımlanacak bu yaklaıma dönük ilk ampirik çalımalar 1970'lerde Meadows , Peplow, Von Hippel ve Utterback tarafından yürütülmü [Meadows, 1968;Peplow, 1960;von Hippel, 1978;Utterback, 1971); iletmelerin çou yenilik sürecinin tüketici katılımı ile olutuu tespit edilmitir. 1990'lara gelindiinde pazar yönelimli birçok uygulama literatürde yer almaya, endüstride ise, pazar-odaklı bir kültürün iletmelerde varlıı ve deien ve farklı tüketici ihtiyaçlarına uygun bir pazarlama anlayıı hâkim olmaya balamıtır. ...
INNOVATION AND INDUSTRIAL DESIGN IN THE NEW NORMAL PARADIGM
Abstract
This article is an attempt to investigate alternating innovation concept according to
contemporary business models in the light of The New Normal paradigm. In the
economy, cyclical changes causes the rise of new business models. Successful models
continue to live thought the changes in the new paradigm. New normal, as a
paradigmatic shift, has led to the emergence of new models. In this context, first, the
dynamics of The New Normal will be discussed; later, the compatibility of three
managerial models (Karaoke Capitalism, Funky Business and Spaghetti Organization)
related to New Normal will be determined. Thereinafter innovation, which is the most
important expression of New Normal, will be handled according to its floating nature.
The article continues with a discussion of the role of industrial design in innovation
models that are close to or enclosing consumers for the sake of product differentiation
(quality, functional features and design, promotion avaibility. During the study, the level
of design limits of firms will be supposed to access information channels and obtain
information can be determined by converting information to the product and demand
in the market is claimed as a source of information
... In this sense, demand is a source of knowledge that helps to diminish the uncertainty about the success of new products and services. Hence, a rise in demand increases the flow of information to the firm and fosters innovative activity (Myers and Marquis 1969;Von Hippel 1978;Fontana and Guerzoni 2008). ...
The paper investigates the relationship between demand, innovation and research intensity (R&D to output and patents per millions of hours worked) in different groups of industries. These relationships were investigated using disaggregate industry-level data from EU KLEMS, ANBERD and USPTO, in a sample that comprises 12 industries in 18 countries over 1977–2006. The results reported in the paper indicate that demand exerts a positive and significant impact on innovation, measured by R&D expenditure and patents. Moreover, this impact is stronger in high-tech industries than in low-tech ones. The paper also provides evidence that demand does not impact research intensity, despite its impact on innovation. This finding holds both for low-tech and high-tech industries, using both R&D to value added and patents per millions of hours worked as measures of research intensity. This suggests that research intensity is not influenced by demand growth, but most likely depends on the quality of each country’s National Innovation System.
... Инновационный потенциал может выражаться не только в рамках рабочих процессов, но и в повседневной жизни. Вследствие этого опыт создания «пользовательских» инноваций, то есть новых или модификация существующих продуктов для собственного потребления внутри домохозяйства (Von Hippel, 1978;De Jong, Von Hippel, 2013;, может быть одним из объясняющих факторов для аналогичного поведения на работе. ...
For a long time, innovation studies mainly focused on the macrolevel, i.e. country- or industry-level analysis of the innovation process. Nevertheless, throughout the last decade, there has been a methodological bias towards the study of the innovation process at the micro- or grassroots-level, i.e. at the level of social groups and employees who initiate and implement innovations within their organizations. This study is conducted in the grassroots-level framework. The focus is made both on the individual-level characteristics of employees who suggest innovative ideas, and on the organization-level factors that can affect employees’ involvement in the innovation process. Unlike similar studies, current research is focused not on high-skilled employees who are responsible for the innovation generation and implementation by their job duties, but rather on ordinary employees who voluntarily propose new ideas (“volunteer innovators”). Data from the Monitoring of Innovative Behavior of the Population by the Higher School of Economics for 2018 is used for the analysis. The results confirm low innovative activity of Russian enterprises as only 7% of the 4821 surveyed Russian employees aged from 18 to 65 offered innovative ideas. However, more than half of them (4%) were “volunteer innovators”. By using a binary logistic regression, a set of individual-level characteristics of “volunteer innovators” and organization-level factors that can promote volunteer innovative activity is outlined. The results of the study can be used by organizations to promote changes aimed at increasing innovative activity.
... zu (d) Eingehen auf Kundenwünsche Die Bedeutung des Eingehens auf Kundenwünsche ist erst Mitte der siebziger Jahre in der Literatur ausdrücklich diskutiert worden, allerdings lange vor Peters /Waterman(1982).Kendall/Russ (1975) ermittelten in einem Survey, daß 53% der befragten Unternehmen Kundenbeschwerden intern für den Prozeß der Produktentwicklung und der Verbesserung anderer Marketing-Maßnahmen nutzen. Insbesondere vonHippel (1978Hippel ( , 1982 hat gezeigt, daß der Kunde auch dann in die Neuproduktentwicklung integriert werden kann, wenn er sich nicht mit einer Beschwerde an ein Unternehmen wendet. In der Backwarenindustrie konnten Rezeptwettbewerbe dazu ausgenutzt werden, die besten Rezepte als Neuprodukte auf den Markt zu bringen. ...
Dieser Aufsatz soll dazu beitragen, die seit dem Best- seller von Peters und Waterman "In Search of Excel- lence" in der Praxis als Patentrezept angesehene Stra- tegie der Kundennähe differenzierter zu betrachten. Es wird gezeigt, daß es sich bei Kundennähe keineswegs um eine neue Erfolgsstrategie handelt, sondern um eine Zusammenstellung wohlbekannter absatzpolitischer Maßnahmen zu einem spezifisch ausgestalteten Mar- keting-Konzept, dessen Erfolg von den Marktgegeben- heiten abhängt. Da Peters und Waterman ihre Strate- gie sehr stark mit einer Qualitätsstrategie verquicken und diese bei Niedrigpreispräferenzen keine Kunden- nähe darstellt, wird in diesem Beitrag Kundennähe als spezielle Ausprägung der Meta-Instrumente „Differen- zierte Marktbearbeitung", „Flexibilität gegenüber Kun- denwünschen" und „Reagibilität gegenüber mittelfri- stigen Marktveränderungen" redefiniert.
... Lead users, who experience new needs before others by finding solutions to those needs, are the most valuable user group in product innovation and new product development (NPD) (Von Hippel, 1986). In the rapidly changing marketplace, firms must identify not only the emerging user needs but also the lead users in order to stay competitive in that lead users often devise novel and commercially attractive solutions (Von Hippel, 1978). Previous research has demonstrated the role and value of lead users in a firm's product and service innovation process, and thus the methods to identify lead users are drawing a great deal of attention from academic scholars. ...
Lead users are the group of most valuable users in product innovation and new product development for a certain firm. Based on web mining methods on user innovation communities, this paper presents quantitative methodology to evaluate the contributions and values of online community users to identify lead users. Firstly, we analyze user behaviors and calculate the user interest index (UII) of posts, keywords and innovation fields to measure the popularity of innovations based on other users' focus. Secondly, the model of User Innovation Knowledge supernetwork (UIKSN) is proposed, in which UIIs and user contributions are considered as two types of node weights for integrating behavior data and content data. And then, rules and methods are suggested based on the UIKSN model for identifying lead users to meet various requirements including contributions and UIIs in posts, keywords, hot frontiers, core innovation fields, and even in certain fields or knowledge points. Furthermore, knowledge structures are analyzed through ego-network analysis. Case studies show that the proposed UIKSN model and methodology are more objective and credible and thus have good potentials for identifying and analyzing lead users from multiple levels, such as posts, keywords, hot front, core innovation fields, etc.
... Case company B developed a value proposition of positioning itself as a provider of more sustainable offshore services by replacing marine diesel with LNG for propulsion. The business model required high technological competence as a key resource and the capability to convert internal knowledge to practical solutions (von Hippel, 1978(von Hippel, , 1994 in collaboration with external technology providers in the maritime cluster. However, the chosen strategy was capital intensive, and it turned out to be challenging to capture a reasonable return on investments, partly due to a lack of commercial incentives vis-à-vis customers and partly due to a lack of international regulations and legislation (Sjaafjell, 2015). ...
This study explores leadership challenges related to the operationalization of sustainable business models in offshore shipping. Based on a comparative case study, the study finds that the business model framework and the business model canvas´ building blocks must be adapted and adjusted to the resources and capabilities of the firm and its strategic and industrial context and operation. Another crucial finding is that the processes and relationships between the business model’s building blocks – the day-to-day actions and activities in developing, implementing and gradually revising and auditing a chosen business model – are strongly leadership and management intensive. By giving an example of sustainable value-creation, the study contributes to the state-of-the-art of corporate sustainability management and development by illustrating how new business models can be pursued in the maritime shipping industry.
Keywords: business models; business model canvas; sustainability; value-creation; leadership; strategizing, innovation; maritime shipping industry; Norway.
... New external knowledge can come from specific customers, named lead users, who are involved during the idea-generation stage (von Hippel, 1978). Consequently, lead users involved from the beginning of the development process may increase the likelihood of success (von Hippel, 2001). ...
This dissertation is dealing with different topics such as ecosystem, absorptive capacity and radical innovation. From our systematic literature review of ecosystems based on a selection of 104 articles and books, we identify the invariants across the four diverging streams from the ecosystem approach and the seven diverging streams from the territorial approach toward the proposition of a new research framework. Our contribution aims at enriching the field of ecosystem with the strong theoretical background of the territorial approach. From our study of a joint venture in the Iranian context, our findings indicate that radical innovation is characterized by safety, quality, and planning challenges which engender delays, non-conformity to specifications, and additional costs. Our contribution aims at further developing the concept of “learning dyad” by characterizing a two-way learning between two organizations playing both roles of teachers and students. From our study of technological spin-offs in Grenoble context, our findings show the importance of spin-offs developing both potential and realized absorptive capacities to internalize customer knowledge and technology emergence awareness and to simultaneously offset customers’ lack of technical knowledge in formulating their needs. Our contribution aims at providing new insights to the area of customer involvement in the radical innovation process by examining how the level of customer involvement at different stages has improved or hindered the process of developing radical innovations.
... Un ulteriore passo verso la comprensione delle fonti dell'innovazione, nell'ambito di una data traiettoria tecnologica, è stato fatto con il contributo di Von Hippel (1978;1987), il quale si è incentrato sull'individuazione dei soggetti/imprese che sviluppano l'innovazione. Egli classifica le imprese in base al rapporto, che quelle hanno con l'innovazione, grazie al quale si traggono vantaggi economici: utilizzo, produzione, fornitura (Von Hippel, 1990, p. 231). ...
... Современный потребитель постепенно становится активным участником инновационного процесса -«четвертой спиралью» [9] системы инноваций. В развитых ИС, деятельность ее компонентов выстраивается в соответствии с потребительской парадигмой (Customer Active Paradigm) [7]. В связи с этим, можно выделить два типа потребителей в рамках ИС: потребитель продукции, на решение задач которого направлена реализации инновационных проектов, потребитель функции (ИС), на решение задач которого направлена деятельность организаций инновационной инфраструктуры -исполнителей функций системы. ...
The article deals with implementation of small innovative entrepreneurship support program, in terms of which separate innovation system components were organized in
microsystem and being affected by regional state control in order to achieve innovative capacity of the components.The article considers the issue of structural changes of SME innovative life cycle associated with contemporary entrepreneurial university activities. It concerns the functional adaptation of innovation system components according to
the needs of innovation actors. The author presents the concept of microsystem of innovation and offers it for the purposes of state regulation of innovation activities.
Keywords: system of innovation, innovation microsystem, microsystem of innovation, innovation cycle, small entrepreneurship, entrepreneurial university, state regulation,
business-accelerator
... Although in some instances other solutions were possible, use of ICTs was argued by integrating firms to produce better results, i.e. lower emissions. In cases where firms had integrated ICTs in their products to meet specific customer demands for new functionality, this market pull effect (Myer and Marquis, 1969;von Hippel, 1978) had provided the opportunity for ICT integration. It can be argued that this reduces firms' uncertainty associated with the novelty of ICT integration. ...
This thesis investigates how large Swedish manufacturing companies try to
create value and appropriate financial returns by renewing their product
offerings through the integration of Information and Communication
Technologies (ICTs) in their established product categories, and the related
challenges and opportunities this produces.
While much attention has been given to the technology dimension of
diversification, the economic and commercial domains have been rather
ignored in the literature. Focusing on the business practice and strategic
implications of incorporating a specific set of technologies, ICTs, into
products, this thesis addresses this identified gap in the management
literature. Using data from multiple case studies and a survey of 37
manufacturing companies, a number of management issues related to the
integration of ICTs are investigated.
The integration of ICTs in manufacturing products adds to the
complexity of the technology domain and firms need to acquire some
background competencies in ICTs for efficient integration. This thesis
suggests that the economic and commercial domains also seem to be of major
importance in diversification of the technology base of products through the
incorporation of ICTs. Firms often find it necessary to transform many
aspects of the way they do business, to create a better fit between value
creation for their customers and profit for themselves. The firms studied often
made changes to their business model, especially their sales approach. Firms
also try to find new innovative ways to get rewarded for the value they
deliver, often by moving downstream into the provision of services.
This thesis shows that there is more to the relationship between products
and services than the complementarities emphasized in the value stream
literature. New functions and increased performance from ICTs in products
facilitate new product-specific services, blurring the distinction between
products and services. As a result, firms could benefit from greater
coordination and integration of the product and service development with the
business development.
Key words: Business model, Diversification, ICT, Competencies, Innovation,
Manufacturing companies, Strategy, Value creation, Value appropriation
... De ce fait, les méthodes courantes de recueil d'information énoncées plus haut sont peu aptes à les faire émerger. Des méthodes alternatives doivent être mises en oeuvre, comme par exemple l'observation, l'analyse des réclamations ou l'identification de clients pilotes (von Hippel, 1978(von Hippel, , 1986)dont l'intérêt a été mis en évidence dans ce cas précis (Leonard-Barton, 1995). » (Gotteland, Haon et Gauthier, 2007 : 52-53) Les pistes d'adaptation de l'offre des OPPDC en fonction des connaissances acquises sur la demande grâce aux méthodologies des sciences sociales que nous avons mentionnées correspondent majoritairement à une orientation marché réactive. ...
Ce travail porte sur les liens entre participation des publics et rapport offre-demande dans les organisations publiques et parapubliques de diffusion culturelle. Sur le plan théorique il s'appuie sur l'étude des doctrines de politiques culturelles, de la réception des biens symboliques, de la participation des citoyens à l'action publique et de celle des consommateurs aux organisations. Sur le plan empirique, trois cas sont analysés selon des grilles spécifiques pour caractériser 1) le rapport offre-demande à partir des enjeux politiques et de l’acception prépondérante de la culture ; 2) la participation des publics en fonction de ses formes et de sa place dans les activités organisationnelles.Cinq types de participation sont identifiés : 1) la création cadrée, utilisée comme médiation, qui ne modifie pas le rapport-offre-demande prépondérant ; 2) la création guidée, qui construit une offre amateur en parallèle de l’offre organisationnelle, avec un rapport d’offre et demande inter-reliées ; 3) la création libre qui correspond à une fusion offre-demande ; 4) la participation à la gouvernance amont ou 5) avale, qui construisent une interrelation.A partir de là, des recommandations managériales sont formulées, notamment : 1) construire une connaissance des publics tenant compte de leurs profils participatifs ; 2) adapter en conséquence les systèmes d’information ; 3) questionner le rôle des praticiens depuis une posture d’expertise vers une posture de traduction.La thèse portée par ces propos est que la participation des publics est un enjeu de gestion qui alimente l’adéquation offre-demande au sein des organisations publiques et parapubliques de diffusion culturelle.
... To explore the effect of online UGC on product-development activities, I discuss the distributed innovation literature (both the userinnovation and open-innovation streams), which suggests that users can contribute to product development (e.g., Bendapudi & Leone, 2003;Fidel, Schlesinger, & Cervera, 2015;Poetz & Schreier, 2012;Raymond, 1999;von Hippel, 1978von Hippel, , 1988von Hippel, , 2005. For years, firms have collected user input for product development (Chang & Taylor, 2016;Griffin & Hauser, 1993;von Hippel, 1988von Hippel, , 2005, including suggestions for new products and advice on the development of existing models (Franke, Keinz, & Klausberger, 2013;Lilien et al., 2002). ...
An empirical study of 1287 software projects over 16 months reveals that online user- generated content (UGC) has positive effects on both the initiation and completion of product-development activities. Moreover, product adoption amplifies those positive effects. These results imply that (1) online UGC is useful for product development; (2) learning from online UGC facilitates product-development activities; and (3) product adoption moderates this learning effect, suggesting that users can shape future products through online UGC and adoption behavior. This study advances both the user innovation and open innovation research streams, and moves toward closing the gap between the two major streams in the distributed innovation paradigm.
... En septembre 2018, la marque BIC affichait avoir collecté plus de 3000 idées et commentaires après avoir invité ses clients à réfléchir au « coloriage de demain » 1 . C'est un des nombreux exemples d'entreprises qui se lancent dans l'innovation ouverte avec leurs clients (Chesbrough, 2003 ;Howe, 2006 ;von Hippel 1978). Cette tendance à la gamification, c'est à dire à l'utilisation de mécanismes de jeu dans des contextes de non-jeu favorise la créativité des participants. ...
Cette recherche traite de l’influence des règles du jeu (i.e. qui vote pour l’idée gagnante) pendant la phase d’idéation d’un concours d’innovation organisé par une banque coopérative française. Une expérimentation inter-sujet est menée à cette occasion en faisant varier le mode de sélection de l’idée gagnante (par les managers vs. par les clients membres). Les résultats montrent que le mode de sélection par les clients membres est perçu comme plus pertinent que le mode de sélection par les managers, ce qui améliore l’attitude envers l’entreprise et in fine la qualité des idées proposées ainsi que l’intention d’achat de parts sociales. Par ailleurs, le fait que le client soit membre ou pas de la coopérative n’influence pas les résultats.
... De interactiebenadering impliceert onder meer dat leveranciers zich met hun produkten specialiseren op bepaalde afnemers: geconcentreerde m ar keting. Uit onderzoek van Von Hippel (1978) blijkt onder meer dat door deze interactie succesvolle producten ontwikkeld kunnen worden. Ongedif ferentieerde marketing is bij kleine aantallen afnemers met sterk verschil lende behoeften niet of nauwelijks mogelijk. ...
... Case company B developed a value proposition of positioning itself as a provider of more sustainable offshore services by replacing marine diesel with LNG for propulsion. The business model required high technological competence as a key resource and the capability to convert internal knowledge to practical solutions (von Hippel, 1978(von Hippel, , 1994 in collaboration with external technology providers in the maritime cluster. However, the chosen strategy was capital intensive, and it turned out to be challenging to capture a reasonable return on investments, partly due to a lack of commercial incentives vis-à-vis customers and partly due to a lack of international regulations and legislation (Sjaafjell, 2015). ...
This study explores leadership challenges related to the operationalisation of sustainable business models in offshore shipping. Based on a comparative case study, the study finds that the business model framework and the business model canvas building blocks must be adapted and adjusted to the resources and capabilities of the firm and its strategic and industrial context and operation. Another crucial finding is that the processes and relationships between the business models building blocks the day-to-day actions and activities in developing, implementing and gradually revising and auditing a chosen business model are strongly leadership and management intensive. By giving an example of sustainable value-creation, the study contributes to the state-of-the-art of corporate sustainability management and development by illustrating how new business models can be pursued in the maritime shipping industry.
... To tap into the proverbial "wisdom of crowds" (Surowiecki, 2004), firms launched online communities (cf. von Hippel, 1976Hippel, , 1978 to develop products and services jointly with users and consumers (e.g., Ansari & Munir, 2010;Grabher & Ibert, 2018;Parmentier & Mangematin, 2014). At the same time, self-organized communities began to produce non-proprietary knowledge independent of firms in areas as diverse as software development, rare disease treatments, or the production of cultural content (Benkler, 2006;Grabher & Ibert, 2013). ...
... Roberts and Migley, 2002) with suitable modifications. 'Lead user' is defined on the basis of two factors, which are, the recognition of benefit from an early innovation early in the process and secondly, the potential for acquiring large benefits(von Hippel, 1978). It is proposed that lead users generate new applications and solutions. ...
Consumer innovativeness has recently caught the attention of Indian marketing academics due to rapid adoption of high tech products and services like laptop computers, tablets, DVDs, mobile phones, and cable TV providers. Companies are spending heavily on brand promotion and advertising to attract new customers. This research paper studied consumer innovativeness and lead user status (LUS) in adopting new products and services in Indian rural markets. Lead users are defined as customers at the leading edge of the market and who have a high incentive to adopt a new innovation. In earlier research studies, a construct like 'lead user status' was developed as a bimodal and discrete variable. This paper advanced the idea of lead user through redefining and validating the construct as a leading edge status (LES) and adapting the same to the Indian rural market context as a continuous variable. This helped in comparing LES with other behavioural adoption traits like individual dispositional innovativeness (IDI) and time of adoption (TOA) from the seminal work of Rogers (1962). This paper also studied the mediating effect of LES with the traditional measures like IDI, TOA, and other general characteristics by application of route path analysis in LISREL. A pairwise correlation also revealed interesting patterns among LES, IDI, and TOA and with demographic and psychographic consumer traits. The study validated a continuous construct of LES and further established that LES assumed a mediating role in explaining consumer innovativeness and adoption behaviour.
... Cette démarche d'innovation a été décrite pour la première fois dans les années 1970 par von Hippel (von Hippel, 1976(von Hippel, , 1978. Sa description s'est basée sur l'observation du phénomène suivant : beaucoup d'innovations de produits ont été initiées, inventées ou développées grâce à des usagers (de Jong & von Hippel, 1978). ...
In the agri-food sector, the characterization of culinary techniques - through their observation and analysis - is increasingly seen as a lever for innovation. By analyzing how their products are used in the kitchen by the users (consumers or professionals), the manufacturers can detect improvement tracks or ideas for new products. In this research, we propose new methods dedicated to the characterization of culinary techniques. Their innovative nature is based on the fact that they are based on a quantitative approach, and not on a qualitative approach as is usually the case. They partially draw their inspiration in two methods of characterization used in sensory analysis: the free sorting and the binary Q-methodology.We see how methodological developments brought to the latter make it possible to characterize large sets of stimuli. These developments are both related to the procedure of data collection and to the procedure of statistical analysis of the data. In particular, we propose several statistical procedures to address various issues: the statistical analysis of a set of partitions containing missing data, the unsupervised agreement-based clustering of a set of profiles of binary evaluations, etc. Then, we see that these two 'improved' quantitative methods of characterization can be successfully applicable to culinary techniques.
... Including users into the innovation management processes is not new, as early works from the 1970s on user-innovation asked how customer ideas inspired industrial products (von Hippel, 1978). Especially gamers look back on a long history of connecting with their favourite games, lifting Space Invaders or Pacman to cult-status. ...
Responsible Research and Innovation (RRI) scholars often emphasise the distributed nature of innovation, but RRI generally targets researchers or innovators (or their organisations). Can we, within an RRI approach, expect consumers to be more active innovation agents and to be held more responsible for driving innovation in the right direction? To explore this question, we studied the societal challenge of food waste. We designed a study consisting of three world cafés to explore consumer perceptions of their own responsibility to engage with the food value chain to innovate to reduce food waste and complemented this with questionnaires. We found that the consumers in this study conceptualise their responsibilities in a passive way, not using current possibilities for communication with food companies. More open and interactive industry-led engagement processes are needed. This requires building competence and capacity to increase such engagement.
This chapter investigates to what extent the feelings and thoughts of consumers are effective in the process of new product development and improvement. Inspired by the user innovation theory, the study analyzes the online feedback of the users of a smartphone brand in Turkey. This analysis covers a sentiment analysis performed using the support vector machines, the random forest, and the recurrent neural networks algorithms. By studying 2005 reviews, the chapter concludes that two strategies are proposed for the firms. A first strategy is a hybrid approach: Given the imported input-dependency, we know that the cost of imported inputs matters for firms. The second strategy is repositioning the brand in the long term. This chapter attempts to contribute to the literature by providing new evidence in a developing country case whether user comments are effective on the modified versions of a high-tech product.
Bei Open Innovation geht es nicht so sehr um die Frage der absoluten Neuheit des Grundgedankens, sondern vielmehr um die Entwicklungen in Bezug auf seine Umsetzungen, die sich in den letzten Jahren stark verändert haben – und von denen Weiterentwicklungen auch zukünftig zu erwarten sind. Dabei kommt der Digitalisierung aus zwei Gründen eine Schlüsselrolle zu: Einerseits ermöglicht sie neue Informationsflüsse und Kooperationsformen, andererseits sind die digitalen Technologien selbst Felder für Innovationen. Besonders im Bereich der alternativen Anwendungsfelder für interne Technologien (inside-out) haben viele Unternehmen noch ungenutztes Potenzial. Es sind aber nicht immer freiwillige Entscheidungen, welche einer Öffnung des Innovationsprozesses vorausgehen, sondern oft externe Erfordernisse wie fehlendes internes Know-how, die nicht nur Unternehmen dazu veranlassen, sondern auch Staaten.
Innovation processes are of tremendous importance for economic development as they transform new ideas into products and services from which society can benefit. Different industries developed and further-developed unique innovation processes optimally fitting their specific demands. However, several aspects are be relevant to other industries , too, and their imitation could enable innovation process improvements. In this paper we perform an interdiscipli-nary comparison of innovation processes to identify such general tendencies as well as novel aspects that could spill over to other industries' innovation processes.
This article analyses the role of social capital in territorial development by investigating the case of a post-industrial territory in France. We use semi-structured interviews with actors in the territory that are linked through a cluster network. The results are structured according to three dimensions of social capital (relational, cognitive and structural) and provide insights for policymakers and members of local business networks. Our study reveals micro-economic factors that lead to social capital formation in a specific territory and sheds light on the impact of social capital on territorial development.
Value-chain processes must be understood and managed from a network, or ecosystem, perspective and linked to customer value creation. Based on an overview of the customer-value literature and internal value-chain processes, this paper argues that network capability needs to be added to the firm’s value-chain processes as an additional layer. This paper outlines different views on network capability, positions network capability in the wider portfolio of firms’ value-creation processes, and outlines potential research opportunities that may deepen our understanding of network capability.
The product can be defined as a “basket of attributes” which provides the customer with the functional value specific to that class of product, as well as a set of secondary values (called benefits or services) which may be necessary or added. These additional services differentiate the brands and may have determining influence on customer’s preferences. Within the “GLASOIL” project (ID CUP J77H18000280006) the research activity focused on the development of the new product (olive oil based dressing) as a whole through the evaluation of the basket of attributes. Once the main reference targets had been defined, the survey focused on the expectations and evaluations of potential customers with respect to the new product. Investigating consumer preferences, before a product is launched on the market, is fundamental for companies and makes it possible to reduce failure rates. Through the creation of a focus group, the preferences and opinions of potential consumers on a new olive oil-based condiment were investigated. From the results obtained, different combinations of packaging were elaborated, subsequently used as graphic stimuli to carry out tests with eye tracking, aimed at verifying the presence of possible weak points of the packaging before launching the product on the market. The results show that, for this specific type of product, consumers preferred a transparent package that makes the product visible inside, characterized by elegant lines and equipped with a drop breaking cap. On the label, on the other hand, consumers, in addition to the information required by law, wanted to see the origin of production and instructions on possible use. In conclusion, the analysis with eye tracking showed that images with elements such as a hand using the product, prove to be “winning”, as they attract the observer’s attention. Eye tracking analysis also confirmed that men and women look at the packaging and label differently.
This chapter illustrates an enhanced innovation environment external to a company resulting from its strategic decision to collaborate with external parties, in this case so called lead users, as input providers. In order to focus on this subject, I will first treat theoretical and conceptual aspects before presenting my scientific study together with my research findings and my conclusions on user driven case examples.
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.
Co-creation is the process by which products, services, and experiences are jointly developed by companies, their partners, and the final consumer, leading to a new space where the value created would be shared. The aim of this chapter is to explain the contribution of crowdsourcing to facilitate co-creation in virtual communities and to demonstrate the consequences of this IT on the firm, namely the strength of the relationship, the productivity, the efficiency.
How do large corporations encourage their senior managers to become more entrepreneurial? This is a key question which is seldom addressed in mainstream entrepreneurship studies. Professor Sathe has written this study based on hundreds of hours of interviews with senior managers to help understand why some organizations and some top managers are better than others in fostering entrepreneurship leading to successful new business growth. Corporate Entrepreneurship explores the real world of top managers in a systematic and comprehensive way, examining business realities, the management culture, the corporate philosophy, the organizational politics, the personalities and the personal agendas of the people at the top. The book offers both a theory of corporate entrepreneurship and practical advice on how to manage it better. An interesting and valuable contribution to the literature on strategic management, this is a book that will appeal to graduate students, researchers and reflective practitioners.
An increasingly popular form of open innovation in the digital age is ‘making,’ where users innovate across multiple disciplines and make products that meet their needs, using mechanical, electronic, and digital components. These users have at their disposal, a wide solution space for innovation through various modular toolkits enabled by digital‐age technologies. This study explores and outlines how these users simplify this wide solution space to innovate and make tangible products. Following a modularity theory perspective, it draws on case studies of users and their innovations: (1) Users with initial prototype product designs based on the Internet of things (IoT) from a maker event and (2) users with established product designs from the online community platform Thingiverse. The studies found that users reused the design in the form of existing off‐the‐shelf products and utilized digital fabrication and low‐cost electronics hardware as a ‘glue’ to create physical and informational interfaces wherever needed, enabling bottom‐up modularity. They iteratively refined their innovations, gradually replacing re‐used designs with own integrated designs, reducing modularity, and reducing wastage. The study contributes to open innovation and modularity with implications on the design of products and toolkits enabled by the digital age.
Managing market information for enhancing company performance has been studied as one of the essential issues in marketing strategy. In this paper, the author conceptualizes Open Innovation along two dimensions, participation and ownership of intellectual property. This study proposes four types of innovations and discusses their relationships with market information management. Managerial implications for managing market information under the circumstances of Open Innovation are also discussed.
Pilot and demonstration (P&D) projects are commonly deployed to catalyze early adoption of technology but are poorly understood in terms of mechanism and impact. We conceptually distinguish unique functions of pilots and demonstrations, then examine whether they accelerate adoption in the case of green building technology. To identify effects on adoption, we develop a difference‐in‐difference‐in‐differences strategy, exploiting variation in timing, location, and technologies of green building P&Ds. Results indicate local quarterly green building adoption rates double following completion of a P&D project. Further analyses examine mechanisms driving this effect. The results suggest green building demonstration projects create learning externalities, proliferating technology diffusion in local markets and through building owner networks. Together, these results suggest that investments in P&D projects by public and private actors can lower costs for subsequent adoption.
MỞ ĐẦU
1. GIỚI THIỆU CHUNG VỀ GIÁO TRỈNH
Ngày nay, trong môi trường toàn cầu và quốc tế hóa ngày càng sâu rộng… Tất cả đã đặt các tổ chức kinh doanh, dù lớn hay nhỏ, vào một môi trường hết sức năng động. Trong môi trường ấy, một câu hỏi được đặt ra: tại sao có tổ chức lại thành công, trong khi một số tổ chức khác lại thất bại? Làm thế nào để tăng cơ hội thành công nhằm duy trì lợi thế cạnh tranh bền vững.
Công nghiệp dịch vụ cũng không nằm ngoài bối cảnh này, nhất là dịch vụ du lịch. Tỷ trọng của các ngành công nghiệp dịch vụ trong GDP của một quốc gia ngày càng được chú trọng và chuyển dịch theo hướng tăng cao hơn và đóng góp ngày càng nhiều hơn cho sự phát triển của nền kinh tế.
Ở nước ta, trong thời gian qua, ngành du lịch, nói chung, đã có những bước phát triển mạnh mẽ về cả số lượng các tổ chức kinh doanh cũng như chất lượng ngày càng được nâng lên. Tuy nhiên, sự phát triển trong lĩnh vực này còn cục bộ, chưa bền vững, chưa có định hướng phát triển hệ thống theo hướng chiến lược.
Quản trị chiến lược là một lĩnh vực nghiên cứu còn mới mẻ, quản trị chiến lược cho các tổ chức du lịch mới được áp dụng trong một số tổ chức trên thế giới trong thời gian gần đây và đã giúp các tổ chức này thành công trong kinh doanh. Sản phẩm dịch vụ của ngành du lịch những đặc điểm rất khác biệt so với những ngành công nghiệp khác, do đó, việc áp dụng quản trị chiến lược cho các tổ chức kinh doanh du lịch là rất cần thiết trong giai đoạn hiện nay.
Điểm khác biệt cơ bản của quản trị chiến lược cho các tổ chức sản xuất và quản trị chiến lược cho tổ chức du lịch chính là do đặc điểm kinh doanh của ngành du lịch so với những ngành công nghiệp khác. Giáo trình này được xây dựng trên cơ sở sử dụng lý thuyết chung về quản trị chiến lược, nhưng được áp dụng một cách thích nghi vào ngành du lịch, cụ thể bằng cách nhấn mạnh những điểm quan trọng ảnh hưởng đến du lịch thông qua những minh họa về một số hoạt động của các tổ chức du lịch.
Hiện nay, có rất nhiều giáo trình trong nước và trên thế giới viết về quản trị chiến lược. Tuy nhiên, có rất ít giáo trình áp dụng quan niệm quản trị chiến lược vào bối cảnh dịch vụ, đặc biệt là đối với ngành du lịch. Giáo trình quản trị chiến lược cho tổ chức du lịch ra đời nhằm giúp cho sinh viên các ngành du lịch, lữ hành, khách sạn, nhà hàng có thêm tài liệu học tập và hiểu một cách sâu sắc hơn về những vấn đề cơ bản, những yếu tố liên quan trong quản trị chiến lược nói chung và áp dụng quản trị chiến lược hiệu quả đối với ngành du lịch thông qua thực tế và đặc điểm hoạt động của ngành du lịch. Giáo trình cũng giúp các nhà kinh doanh trong lãnh vực này cơ sở để tìm kiếm những giải pháp chiến lược hiệu quả để duy trì lợi thế cạnh tranh, phát triển hoạt động kinh doanh.
2. ĐỐI TƯỢNG, NỘI DUNG, PHƯƠNG PHÁP NGHIÊN CỨU MÔN HỌC
Đối tượng nghiên cứu môn học: Đối tượng nghiên cứu môn học là chiến lược cho các tổ chức du lịch gồm: du lịch, lữ hành, khách sạn, nhà hàng
Nội dung nghiên cứu của môn học: bao gồm:
- Các khái niệm cơ bản về chiến lược, quản trị chiến lược trong tổ chức du lịch..
- Phân tích các yếu tố bên trong, bên ngoài có ảnh hưởng đến chiến lược của tổ chức du lịch.
- Xây dựng, đánh giá và lựa chọn chiến lược cho tổ chức du lịch.
- Thực thi chiến lược.
- Kiểm tra và điều chỉnh chiến lược.
- Chiến lược du lịch trong môi trường toàn cầu.
Phương pháp nghiên cứu môn học
Phương pháp sử dụng nghiên cứu môn học là phương pháp duy vật biện chứng và duy vật lịch sử. Phương pháp duy vật biện chứng yêu cầu việc nghiên cứu các sự vật, hiện tượng luôn đặt chúng ở trạng thái động và trong mối tác động qua lại với các sự vật, hiện tượng khác. Phương pháp duy vật lịch sử đòi hỏi phải xem xét chúng ở thời điểm hiện tại trong mối quan hệ lịch sử của sự vật, hiện tượng đó.
Trong nỗ lực mang đến những kiến thức tích cực về quản trị chiến lược trong tổ chức du lịch cho sinh viên, nhóm tác giả đã tham khảo nhiều tài liệu trong và ngoài nước, cộng với kinh nghiệm giảng dạy về Quản trị chiến lược tại nhiều chương trình, nhiều trường Đại học.
Nhóm tác giả xin chân thành cảm ơn Ban Giám Hiệu và Hội đồng Khoa học- Đào tạo trường Đại học Tài chính- Marketing, Phòng Quản lý Khoa học, Khoa Du lịch đã tạo điều kiện cho chúng tôi hoàn thành giáo trình này. Nhóm tác giả cũng xin tri ân gia đình, ban bè, đồng nghiệp, các doanh nghiệp, và sinh viên các trường đã động viên rất lớn để chúng tôi hoàn thành công việc. Giáo trình, xuất bản lần đầu, sẽ không thể tránh khỏi sai sót, rất mong sự góp ý của các nhà khoa học, các nhà lãnh đạo doanh nghiệp và các bạn đọc gần xa quan tâm đến môn học Quản trị chiến lược trong tổ chức du lịch.
PGS. TS. Hà Nam Khánh Giao
ThS. Lê Thái Sơn
Innovation is treated as a recognized driver of economic prosperity of a country through the sustained growth of its entrepreneurships. Moreover, recently coined term open innovation is increasingly taking the lead in enterprise management in terms of value addition. Foci of academics, researchers and practitioners nowadays are revolving around various innovation models, comprising innovation methods, processes and strategies. This chapter seeks to find out open innovation researches 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. Along this context the chapter put forwards part of a continuous study investigating into researches in the area of open innovation for entrepreneurship development that are being carried out by leading researchers and research houses across the globe, and at the same time it also investigating open innovation practices that are being carried out for the development of entrepreneurships, emphasizing SMEs. Before conclusion the chapter has tried to develop a framework to instigate future research.
When do conversations lead people to generate better ideas? We conducted a field experiment at a startup bootcamp to evaluate the impact of informal conversations on the quality of product ideas generated by participants. Specifically, we examine how the personality of an innovator (openness to experience, capturing creativity) and the personalities of her randomly assigned conversational peers (extroversion, measuring willingness to share information) affects the innovator's ideas. We find that open innovators who spoke with extroverted peers generated significantly better ideas than others at the bootcamp. However, closed individuals produced mediocre ideas regardless with who they spoke, suggesting limited benefits of conversations for these people. More surprisingly, open individuals, who are believed to be inherently creative, produced worse ideas after they spoke with introverted peers, suggesting individual creativity's dependence on external information. Our study demonstrates the importance of considering the traits of both innovators and their conversational peers in predicting when conversations will lead to better ideas.
User-centric development is essential to any product development project, especially in order to keep up with today's ever-changing product cycle.
This paper explores the potential of combining specific aspects of Scrum and Design Thinking to maximise user integration as well as implementing short iterations in hardware development projects, in this use case a three-month development project at a German high-end homeware manufacturer. In addition to observations regarding the application of those approaches this paper will then offer a range of newly developed user-centric methods to efficiently integrate the user's perspective in future development projects, as well as feedback from the product developers at the company and comparisons to current methods.
This use case was furthermore able to illustrate how the employment of such methods made short and sprint-like development cycles within hardware development attainable.
These user-centric methods developed within the use case can be applied to future application- and user- oriented projects in order to speed up the product development process and ensure that the product or service matches the users’ needs and desires.
The assessment of technology-based new ventures is a particulary challenging task for expert judges, such as venture capitalists. We can mainly distinguish between two types of judgments, clinical judgment relying on tacit knowledge ("inside the head") and actuarial judgments, predominantly relying on explicit knowledge. The mainstream view in venture capital investment is that venture capitalists mainly rely on tacit knowledge. We compared expert judgment models with expert system models and tried to codify experts' knowledge
Experimental development has been suggested to answer the problems of slowness and ineffectiveness in current innovation activities. It is also applied in the public sector, where it raises specific issues due to traditional bureaucracy and strong professionalism. In our study, carried out via interviews, we examined experimental development and its challenges in a middle-sized Finnish city. The experiment focused on a new integrated model of wellbeing that aimed to promote multi-professional collaboration and citizen empowerment in child and family services. A common service plan and a digital platform were core elements in the model. However, the purpose of the experiment remained too vague to the practitioners, and the experiment was stopped before the deadline. Central challenges were the one-sided focus on top-down management, growing workload and problems of the digital platform. Despite the ‘failure’, the experiment offered valuable learnings that can be applied in the future. Clarifying the concept of experimenting and improving the collaboration between local activities and governmental policies are among the most important lessons learned.
This thesis investigates marketing's role in new product development (NPD) in commercial, investment and merchant banks. It examines how marketing inputs contribute to new product development success. NPD success can be measured at two levels of analysis - at the program and at the project level. Our study is concentrated at the program level at which sustained product development success is examined, rather than one-off project success. Successful product developers are identified as those banks with a better record of being first to market with new products. This measure of product development success is important in the financial risk management market in which commercial, investment and merchant banks compete fiercely. Based on peer evaluation seventeen banks were identified as innovative, that is to say; active new productdevelopers in the financial risk management market from a universe of almost 130 U.K. and foreign bankswith established operations in London. From these seventeen eight participated in our research study. Data was collected in two stages. First, personal interviews were conducted with the heads of the treasury divisions or the heads of derivatives desks to collect background information for control purposes. Second, detailed questionnaires were administered to two further members of each bank who were involved with the development of financial risk management products. The quesionnaires consisted of statements for which respondents were invited to indicate agreement or disagreement on 5-point Likert type scales. Our findings show that it is not the trapping but the quality of marketing inputs that contribute to program success. Quality of marketing inputs comprises the quality of approach adopted and the quality of execution. The most important finding is that successful product developers adopt higher quality marketing than do less successful product developers. Successful product developers place great emphasis on getting both their approach and their execution right.(DX180997)
For banks operating in the fiercely competitive derivatives market, the difference between the leaders and the also-rans often boils down to their respective approaches to product innovation. To achieve market leadership in this highly volatile field, a bank must develop and continually refine the processes and the expertise necessary for identifying new areas of business and attracting and retaining customers. Although the development of derivatives is a complex, expensive process, such development efforts provide the means for satisfying existing clients as well as attracting new customers.F. Axel Johne and M. Panos Pavlidis examine the managerial practices of banks that are acknowledged leaders in bringing new derivatives to market ahead of their competitors. In particular, they examine how those first-mover banks apply their marketing expertise and they review the advantages those banks enjoy as a result of their success in product innovation.The banks studied fall into one of two groups: highly active innovators and less active innovators. The study reveals several significant differences between the two groups with respect to managing marketing inputs for product innovation purposes. First, compared to less active banks, the highly active innovators take a more sophisticated, market-based approach to identifying innovation opportunities. Rather than looking for innovations that offer a close fit with existing products and competencies, they analyze the benefits sought by target clients and initiate innovation efforts based on those analyses.Highly active innovators recognize the important role that internal marketing plays in encouraging functional specialists to work together for the purpose of identifying follow-on development opportunities. Internal marketing also helps to ensure that all parties understand and can support the planned innovation.The highly active innovators in this study do not take a formulaic approach to the development of new derivatives; instead, they rely on marketing expertise to identify and capitalize on business opportunities. Rather than concentrate solely on improving the core technical features of a product, the highly active innovators also recognize the importance of product augmentation innovation (to ensure the appropriate support for various market segments), process innovation (so they can reduce prices, when necessary), and market innovation (to ensure that they pursue the optimal mix of markets)
The process of technical innovation is treated as occurring in three phases: 1) idea generation; 2) problem solving; and 3) implementation and diffusion. Two questions are addressed in a study of the origin and development of 32 new scientific instruments: first, what information led to the origination of ideas for these new products, and second, how was information acquired and used in developing these ideas? Idea generation was assumed to require a synthesis of several pieces of information. Innovators relied on oral communications outside their firm in generating ideas. Conversely, they tended to rely on sources inside their firm and to use first local sources of information (literature and experience), then secondary sources (discussion) and finally primary sources (analysis and experiment) in problem solving.
Three sets of parallel R&D projects are examined. The data analyzed were gathered by means of Solution Development Records — a form which provides a weekly estimate of the probability of adoption of the approaches under consideration as possible solutions to a technical problem. It is found that the longer an approach is held in a favored position, the more difficult it is to reject. Furthermore, the number of alternative technical approaches considered bears a relation to judged solution quality. Groups producing higher rated solutions generated fewer approaches during the course of the project, and they more closely approach an ideal strategy of trading approaches off on a two-at-a-time basis than do their poorer performing rivals.
Two examples of plant design are described and an abstract model of the process of design is suggested. The model is used to discuss the search for possible solutions, the strategies for their examination, and the rules for choosing between them. It seems likely that the model applies only to problems requiring novel solutions and not to those for which the form of solution is known, but the choice of parameters to meet conflicting objectives is difficult.
The effect of prior experience on success in solving discrete problems was studied by comparing the behavior of eight laboratories in two R and D proposal competitions. The findings show that prior experience does not, by itself, influence the likelihood of achieving a correct solution. If the prior experience is limited to a technique which is appropriate to the present problem, successful solution is almost certain. But prior experience with a technique which is not appropriate usually results in an unsuccessful solution. In the latter case, if more than one alternative approach is considered the probability of achieving a successful solution is increased from 0 to 0.5.
Thesis. 1975. M.S.--Massachusetts Institute of Technology. Alfred P. Sloan School of Management. Bibliography: leaf 51. by Alan J. Berger. M.S.
A Study of the Innovation Process in the Plastics Addi-tives Industry
- J Boyden
J. Boyden, A Study of the Innovation Process in the Plastics Addi-tives Industry (unpublished S.M. thesis, M.I.T. Sloan School of Manage-ment, January 1976).
Project Hindsight: An Empirical Study of the Sources of Ideas Utilized in Operational Weapon Systems
- R Isenson
R. Isenson, "Project Hindsight: An Empirical Study of the Sources of Ideas Utilized in Operational Weapon Systems," in W. Gruber and D.
Report of the Ad Hoc Committee on Principles of Research-Engineering Interaction, Publication MAB-222-M (Washing-ton, D.C.: National Academy of Sciences -National Research Council
- Marquis
Marquis, eds., Factors in the Transfer of Technology (Cambridge, MA: M.I.T. Press, 1969), pg. 157. i. Materials Advisory Board, Division of Engineering, National Research Council, Report of the Ad Hoc Committee on Principles of Research-Engineering Interaction, Publication MAB-222-M (Washing-ton, D.C.: National Academy of Sciences -National Research Council, July 1966), pp. 15, 16. This content downloaded from 128.122.253.228 on Sat, 7 Feb 2015 17:55:23 PM Industrial Products from Customer Ideas / 49
The Industrial Buying Decision
- G Brand
G. Brand, The Industrial Buying Decision (New York: John Wiley & Sons, 1972);
Models of the Mul-tiperson Choice Process with Application to the Adoption of In-dustrial ProductsIndus-trial Marketing: An Organizational Problem?
- J M Choffray
- G Lilien
J. M. Choffray and G. Lilien, "Models of the Mul-tiperson Choice Process with Application to the Adoption of In-dustrial Products," M.I.T. Sloan School of Management Working Paper #861-76, June 1976; H. HAkansson and C. Ostbert, "Indus-trial Marketing: An Organizational Problem?" Industrial Marketing Management, Vol. 4 (1975);
Estimate Accuracy and Project Selection Models in Industrial Research Industrial Management Review, Spring 1969. AlsoData Appendix: Accuracy of Technical Estimates in Industrial Research Planning
- D Meadows
D. Meadows, "Estimate Accuracy and Project Selection Models in Industrial Research," Industrial Management Review, Spring 1969. Also, "Data Appendix: Accuracy of Technical Estimates in Industrial Research Planning," M.I.T. Sloan School of Manage-ment Working Paper #301-67.