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Innovation management, strategies for Success and leadership
... The impact of idea management on the results of the process of product innovation is the subject of numerous studies [17,25,26,27]. Ideas, as the basis of innovative activities and results of the implementation of innovation are subjects of a large number of periodic and continuous processes of collecting and analysing data on the impact of innovation on business results [1, 5,6,28,29,30]. ...
... Under internal sources, employees of the company are explicitly specified and under external sources all who are not employees of the company are listed. According to a study [29] leading innovative organizations have a large number of partners who participate in the creation of ideas, and have established a system to collect ideas from different sources, and significantly stimulate the use of the Internet in the process of collecting ideas. In the present study the leading organizations get about 56 % of ideas from internal sources, and about 44 % of ideas from external sources. ...
... The impact of idea management on the results of the process of product innovation is the subject of numerous studies [17, 25, 26, 27]. Ideas, as the basis of innovative activities and results of the implementation of innovation are subjects of a large number of periodic and continuous processes of collecting and analysing data on the impact of innovation on business results [1, 5, 6, 28, 29, 30]. In the last ten years in Croatia, a number of studies on the topic of measuring "degree of innovation", "innovation quotient", "level of innovation", "ranking the innovation of an enterprise", "innovation ranking of countries", "competitiveness indicators", etc. have been done [31÷35, 37]. ...
... Under internal sources, employees of the company are explicitly specified and under external sources all who are not employees of the company are listed. According to a study [29] leading innovative organizations have a large number of partners who participate in the creation of ideas, and have established a system to collect ideas from different sources, and significantly stimulate the use of the Internet in the process of collecting ideas. In the present study the leading organizations get about 56 % of ideas from internal sources, and about 44 % of ideas from external sources. ...
The process of innovation takes significant resources, and therefore it is of great importance for companies to recognize the ideas with high innovation capacity as early as possible, and in a transparent manner, with the least necessary amount of expert knowledge. Current research indicates that companies often carry out the selection of ideas ad hoc or intuitively, and that only a small number of companies have defined the methods for ideas assessment and evaluation. In doing so, such problems as imprecise definition of the variables used in the evaluation process of the innovation capacities of ideas, undefined metrics and interaction variables will arise. In order to determine the practical points of view in this area, a study was conducted in the form of a survey on a representative sample of Croatian companies which have product innovation in their production program. The survey is aimed at determining what motivates companies to innovate, and the ways in which companies carry out the assessment and selection of ideas. Through a thorough study of the literature, a set of variables that are commonly used in the idea capacities assessment for product development have been defined, and the survey tried to establish the practical significance of individual variables for the participants of the process. This paper presents the results of the study.
... The impact of idea management on the results of the process of product innovation is the subject of numerous studies [17, 25, 26, 27]. Ideas, as the basis of innovative activities and results of the implementation of innovation are subjects of a large number of periodic and continuous processes of collecting and analysing data on the impact of innovation on business results [1, 5, 6, 28, 29, 30]. In the last ten years in Croatia, a number of studies on the topic of measuring "degree of innovation", "innovation quotient", "level of innovation", "ranking the innovation of an enterprise", "innovation ranking of countries", "competitiveness indicators", etc. have been done [31÷35, 37]. ...
... Under internal sources, employees of the company are explicitly specified and under external sources all who are not employees of the company are listed. According to a study [29] leading innovative organizations have a large number of partners who participate in the creation of ideas, and have established a system to collect ideas from different sources, and significantly stimulate the use of the Internet in the process of collecting ideas. In the present study the leading organizations get about 56 % of ideas from internal sources, and about 44 % of ideas from external sources. ...
The competitiveness of the economy to a large extent depends on its ability to innovate. There is a consensus between researchers and business practices on the high importance of innovation management process, particularly in the earliest stage when it is necessary to identify business opportunities and find the best possibilities for their realizations. In the process of innovation management, many authors emphasize the critical role of idea management and efficient ways of creating, gathering, evaluation, promotion, selection, and implementation of ideas. As part of the research project "Models and methods of knowledge management in product development", by the Croatian Ministry of science, education and sport, a survey was conducted on a sample of Croatian companies which have product development in their production process. The conducted survey attempted to determine the situation in the area of product innovation, as well as in the field of innovation and idea management in the economy and to compare data with best practices. The collected data show when and how the ideas are collected, which motives and purposes are drivers for the collection of ideas and how companies are organized and trained for this demanding job. This paper presents the results of the survey, which suggest ways to improve product development, and sources and methods of collecting ideas. Publication of the outcome of this and other research on product innovation aims to spread the knowledge about this very important but under-explored area.
... According to Kearney (2008) the best companies are committed to open innovation; working with a wider network of partners in the industry. There are always willing to collaborate both up and down the value chain capturing and sharing ideas with customers, suppliers, distributors and foreign consultants (Kearney, 2008). ...
... According to Kearney (2008) the best companies are committed to open innovation; working with a wider network of partners in the industry. There are always willing to collaborate both up and down the value chain capturing and sharing ideas with customers, suppliers, distributors and foreign consultants (Kearney, 2008). ...
... Secondly, the company has to transform customer needs into solutions in a consistent way embedded into the organizational structure [3]. Finally, the innovation strategy must be integrated into the overall corporate strategy [3,4]. ...
Due to the strong technical and functional similarities of today’s consumer products, the emotional and sensory product characteristics become increasingly important in order to stand out from the competition. The objective of this research is to develop a data-driven methodology to systematically integrate customer needs into the product development process. For the comprehensive acquisition of valuable data, various sources of information need to be taken into account. The different sources and data have to be standardized and structured to enable data analytics. This research focuses on Social Media as an important data source to identify customer needs.
... On the other hand, innovators that see innovation as strategically important link innovation as an objective together with the culture of sharing knowledge within organisation, relations with customers and relations wi th external subjects. Interestingly, Kearney (2008) indicates that leaders in innovation devote about 40% of the time in the innovation process to activities of the first phase of the innovation process, thus obtaining and assessing ideas; however, their followers engage in this phase only 13% of the total time devoted to the process of innovation. ...
Changes in the business environment, caused by the transition to a knowledge economy, highlight the importance ofinnovation in enterprises. Innovation is not considered solely in terms of technology and investment in research anddevelopment, but also in business processes, services and strategies. Development perspectives on innovation and itspresent shape best describe the transition from a closed to an open innovation model. Open innovation is mainly used inlarge enterprises, given their existing relationships with external entities. SMEs, on the other hand show distrust in sharin gknowledge and know-how, because of the potential abuse by competi tors. This paper focuses on the characteristics ofinnovative businesses, with a comparative analysis of innovative enterprises and those that only consider themselves asinnovative. The study also indicates the different understanding of the notion of innovation between those that see thestrategic importance of innovation and those that do not.Keywords: Innovation, open innovation, determinants of innovation.
... Another important enabler is managing the change process in the organisation. Ebert et al. (2008) states that "leading innovation companies make use of change management principles to move the organisation toward open innovation". The Project Management Institute (Project Management Institute, 2013) proposed the following change management steps as guidelines for project success: ...
ENGLISH ABSTRACT: Small and medium-sized enterprises form a very important part of any economy. These organisations generally provide 60–70 percent of the employment in countries. The success and growth of SMEs have a direct impact on a country's GDP, but SMEs also face challenges and constraints due to their size. Available resources must be managed and spent wisely.
To be more competitive, SMEs often turn to innovation to develop new products and services that can help them grow and be more relevant in the market. One can argue that innovation has become an imperative for business success. Open innovation practices are becoming more prevalent in organisations as a way to innovate. More organisations are adopting open innovation to gain wider access to knowledge and technology not otherwise available to them internally to the organisation or to appropriate value from their own knowledge and technology. Adopting these new innovation processes however requires a change to organisational and management practices.
Research into open innovation in SMEs has generally lagged behind research in larger organisations. Available research does show that there are benefits to using open innovation by SMEs, but also that current open innovation practices tend to be ad hoc in nature and are usually not managed as a formalised approach. Open innovation is still an evolving field, especially in its application within SMEs. There is a requirement to develop a formalised approach to help SMEs navigate the adoption and use of open innovation within their organisations.
This dissertation follows a design science research method to develop such an approach that SMEs can use for the implementation, execution and improvement of open innovation within their organisations. First, the need for such an approach was established through a review of the literature and a study of South African SMEs. Thereafter, a series of design cycles was undertaken to develop various artefacts to form an integrated open innovation approach.
The approach consists of an open innovation life cycle framework, design propositions with detailed descriptions filling out the framework and a toolset of templates that help users better interact with the content of the approach.
Following the design science research method, a practical solution was sought for a real field problem. It is grounded in the philosophical paradigm of pragmatism and balances the need to develop theory and application.
... Industry leaders such as Apple, BMW, Google, Netflix, and Procter & Gamble include innovation in their business strategies and embed innovation within their organizations. They proved that innovation is essential for organizations striving to maintain and develop a valuable competitive advantage (Ebert, et al., 2008). In this respect, John Chambers, former President of Cisco Systems stated, "open innovation offers the best platform for leveraging organisational science, knowledge, and experiential learning to foster rapid creative development, implementation, and new business leadership" (Creamer & Amaria, 2012). ...
Open innovation is key to the success of many companies. It is based on the intelligent use of all possible resources, including collaborations with parties outside the firm. Although it is well known that large companies foster and use startups as experiments in their innovation process, little is known about similar activities with small and medium-sized enterprises (SMEs). The aim of this article is to report the results of research done in Switzerland on startups and SMEs. It reveals that most startups know that they must co-operate with other companies from the very beginning of their existence, and that both sides have difficulties in performing a systematic search for possible partners. Hence, to encourage the collaborative development of innovative solutions, we propose building bridges between startups and SMEs, making the identification of possible users of new technologies (SMEs) more accessible to startups, as well as making startups more identifiable by SMEs.
... L'innovation ouverte bouleverse le processus d'innovation et donne lieu à un éventail très large de pratiques basées sur la mise en connexion de l'entreprise avec des détenteurs de ressources à l'intérieur comme à l'extérieur de ses frontières : connaissances, compétences, savoir-faire, expériences, expertise, etc. En conséquence, différents dispositifs d'innovation s'interposent : production participative, communauté de co-innovation, co-création ou co-idéation, innovation ouverte orientée ou, plus récemment, le modèle d'innovation ouverte par l'utilisateur (« open user innovation ») [20], tout en cohabitant avec les modèles traditionnels, permettant ainsi une combinaison des dispositifs afin de maximiser les résultats du processus d'innovation [21]. En effet, le but des dispositifs d'innovation ouverte est d'intégrer des connaissances en provenance des partenaires (fournisseurs, clients, etc.) et d'augmenter la capacité d'innovation de l'entreprise notamment par l'exploitation des sources externes (idées, connaissances et compétences) [22,23,24,25,26] et/ou la valorisation des idées internes à l'extérieur [27]. Mais, la motivation pour ces différentes formes de collaboration va au-delà des projets développés en commun, elle s'explique notamment par la nécessité de capitaliser des connaissances sur le long terme [28]. ...
La transformation radicale de l’environnement liée à l’usage intensif des Technologies de l’Information et des Communications (TIC) et l’émergence de nouveaux espaces de partage et création de la connaissance bouleversent, entre autres, le processus d’innovation. L’objectif de cet article est de contribuer à la compréhension de mécanismes de gestion de la connaissance et innovation basés sur les systèmes d’information (SI) dans le modèle d’innovation ouverte en mettant en exergue le rôle de la direction des systèmes d’information (DSI). Nous nous appuyons sur une revue de la littérature dans une perspective interactionniste et l’analyse des témoignages afin d’illustrer la problématique actuelle de partage et création de la connaissance dans les nouveaux dispositifs d’innovation avant d’interroger le rôle de la DSI dans ce processus d’innovation.
... A través de capítulos anteriores se ha hecho evidente la necesidad de reflexión por parte de diferentes organizaciones sobre la adopción de sistemas de innovación organizativos adaptados a las nuevas exigencias. Según Chesbrough estas actitudes han roto el " círculo virtuoso de la innovación " dando paso a un nuevo paradigma que el propio Chesbrough identifica y divulga con el nombre de Open Innovation (Chesbrough, 2003a) Diferentes informes de ATKearny confirman dichas necesidades:Ebert, Chandra, & Liedtke, 2008). Por otro lado, hay que destacar también, que muchos de los conceptos propios de Open Innovation ya habían sido puestos en práctica por diferentes organizaciones que observaron fuerzas de cambio en el mercado, pero es Chesbrough quién identifica este conjunto de actitudes, las analiza y las asocia a un modelo de comportamiento común. ...
... Innovation goals focus on the increase of outcomes of one or more types of innovations. These goals need the support of key resources like the acquisition or development of an adequate knowledge platform [13], and a sufficient budget [27] for experimentation. These dimensions, innovation goals and resource allocation, are not fully articulated without employees' participation. ...
This paper presents an exploratory study aimed at conceptualizing and testing a model to predict the influence of organizational and managerial factors on innovativeness in traditional micro and small enterprises (MSEs). Data was collected through in-depth interviews based on a structured survey with the owner/manager of 37 Peruvian MSEs in the furniture industry. The Partial Least Square (PLS) path analysis reveals that the organizational structure, the degree of a formal approach in the innovation processes, as well as the use of external linkages to acquire knowledge and ideas from other organizations, have a significant positive effect on firm innovativeness. By contrast, organizational culture, innovation strategy and customer involvement did not prove to be meaningful stimuli. This research contributes to increase the body of knowledge in the field of innovativeness in traditional low-tech MSEs, a topic that has been little explored in least developed countries like Peru, where this kind of firms are commonly the most important employment providers.
... The study of A.T. Kearney (2008) identified three types of open innovation networks; transaction based, relationship based and community based. The transaction based open innovation networks involves transactions between a partner who seeks a technological solution and another partner that can provide a solution. ...
New developments in technology provide researchers opportunities to contribute to the open innovation literature. Previous literature about open innovation has focused on crowdsourcing platforms (Jeppesen & Lakhani, 2010) and development of constructs (Hughes & Wareham, 2009). However, to our knowledge, innovation jams have not been studied in the innovation literature. Innovation Jams are one type of information and communication technologies that organizations are using to engage the collective knowledge of their network. Since open innovation platforms are still in their formative stages, few studies exist that analyze how innovation jams have evolved over time. In addition, few studies have been conducted on open innovation using longitudinal and retrospective analysis (Dittrich & Duysters, 2007: Dahlander & Wallin, 2006). This paper contributes to open innovation literature through the analysis of IBM s innovation jams using a longitudinal framework, participant observation, and retrospective data that suggests a process view of innovation (Pettigrew et al., 2003: Van de Ven, & Poole, 1995). Moreover, this study presents an evolutionary perspective on IBM s innovation jams from 2001 to 2009. Our longitudinal account focuses on the evolution of innovation jams, the role and interests of actants throughout the evolution of jams, the knowledge innovation, and goals. Preliminary results suggest technological and methodological changes occurred at different phases of IBM s use of Innovation Jams. This includes the need for a more robust platform in managing a large audience, an aggregation mechanisms in building collective knowledge, and commitment from management through a mind shift to open and collaborative work. The paper concludes with suggestions for future research in demarcating open innovation platforms in exploring the advantages and role of each platform type.
This paper proposes design propositions for an open innovation approach for small and medium-sized enterprises based on the open innovation lifecycle framework. The design propositions direct small- and medium-sized enterprises in implementing, executing, and improving open innovation in their organisations. The design propositions are developed through a synthesis of the literature on open innovation and other implementation and improvement best practices.
A design sciences method is followed, using context interaction mechanism outcome logic to conduct a systematic review of the literature on open innovation, and using the open innovation lifecycle framework as boundaries. Twenty-two design propositions are formulated as a result. A case study is also discussed as an initial test of the application of the design propositions.
Over the last few years the open innovation paradigm has gained significant attention among many researchers who are studing on strategic management and innovation. Current research emphasizes that companies adapt their business models to profit not only from internal but also from external knowledge and ideas. The aim of this article is to help the management team to cope with the use of the balanced scorecard for implementation of open innovation strategies in small and medium-sized enterprises (SMEs). One of the ultimate goals is the construction of strategy map and inclusive measures of open innovation management. The implementation of open innovation strategies in small and medium-sized enterprises is a complex, mental and a highly professional activity that is directed towards the determination of the future objectives for the company growth. Hence, in a broader sense, this paper has to formulate the need for using the balanced scorecard as a guiding principle to build a strategy map, draw up an action plan for measuring key drivers as well as determine of critical success factors aimed at open innovation driven company.
In this study, factors that are considered to be determinants of organizational
innovation were sought in organizations’ vision and mission statements. Those factors
and criteria that are used to measure innovativeness of organizations have been
identified and categorized previous studies. Those criteria were translated into patterns
of expressions which can take place in organizations’ vision and mission statements.
Then, these elements were sought in vision and mission statements of 2013’s top 100
companies that were published in Fortune Magazine Turkey via content analysis
method which is one of the qualitative research methods. According to the statements, it
is assessed that, companies are focused on product and service innovations by tracking
customer demands and they are insufficient at using external sources of knowledge and
innovation in-house processes
Over the last few years the open innovation paradigm has gained significant attention among many researchers who are studing on strategic management and innovation. Current research emphasizes that companies adapt their business models to profit not only from internal but also from external knowledge and ideas. The aim of this article is to help the management team to cope with the use of the balanced scorecard for implementation of open innovation strategies in small and medium-sized enterprises (SMEs). One of the ultimate goals is the construction of strategy map and inclusive measures of open innovation management. The implementation of open innovation strategies in small and medium-sized enterprises is a complex, mental and a highly professional activity that is directed towards the determination of the future objectives for the company growth. Hence, in a broader sense, this paper has to formulate the need for using the balanced scorecard as a guiding principle to build a strategy map, draw up an action plan for measuring key drivers as well as determine of critical success factors aimed at open innovation driven company.
Com o objetivo de contribuir para a gestão de negócios inovadores, este artigo investiga como a inovação é abordada nos cursos de Bacharelado em Administração. Este trabalho tem natureza qualitativa apoiada por pesquisa exploratória, com delineamento de pesquisa histórico-documental, com acesso às fontes de dados primários nos bancos de dados do Ministério de Educação e Cultura e do Instituto Brasileiro de Geografia, Instituto Nacional de Estudos e Pesquisas Educacionais Anísio Teixeira e Estatística. A caracterização do contexto brasileiro da inovação foi elaborada com base nos dados do Guide Innovation Index. A análise dos dados permitiu identificar os diferentes estágios do ensino de inovação nos cursos de Administração existentes no país, analisados regionalmente. Como resultados obtidos, aponta-se que, embora minimamente abordado, o tema inovação é mais frequentemente debatido nos cursos de Administração nas regiões sul e sudeste do país, que concentram o maior volume da atividade industrial do país. Este estudo conclui que o tema inovação é pouco debatido nos cursos de Administração, o que indica um espaço de oportunidade de revisão de conteúdo em compasso com as estratégias governamentais para aumento da taxa de inovação nas empresas brasileiras.
Manufacturing co-operations, innovation think tanks and technology clusters are well-known and profitable elements of a modern company’s structure. The fast pace of typical product life cycles and innovation rates make it necessary to gain as much external knowledge as possible to optimise supply chain organisation. The aim of this quantitative, empirical study is to develop strategic guidelines out of the most influential success factors of manufacturing co-operations. These guidelines should be reconfigurable and easily adoptable to the situations co-operations regularly face. In order to reach these objectives the authors identified 110 success factors and analysed their cross-factorial relationships. Strategic guidelines were then formed and were evaluated by 16 senior managers of various fields, e.g. the aviation and space, transportation, strategy consulting and publishing industry. On average these managers direct 1247 employees.
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