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Stratejik inovasyonun organizasyon başarısına etkisi / The effect of strategic innovation on organizational success
Abstract
This study is based on various articles, books, lecture notes, interviews, and previously studied examples, aiming to provide a resource that supports practices in this field. The origin and evolution of the concepts of innovation, strategy and management have been examined in detail and characteristics that distinguish strategic innovation from other types of innovation are revealed. Within the framework of the concept of organization, the processes where strategic innovation takes place in the organization and the impacts on the outcomes that are led by these processes were investigated. The study examined the result-oriented positive or negative effects of the change created by strategic innovation, which is also called disruptive innovation, in the context of the organizational processes, the financial structure, and the marketing and production processes of the organization. The field actors that are working at various levels of the organizations were interviewed with a series of questions prepared on the basis of the theory and the practice, with an objective approach. The existing situation was analyzed using the answers that were obtained. The study was strengthened with the collective imagination that was reached through the interviews and results that are based on field applications, concerning the organizational success of strategic innovation were obtained. As a result, it has been concluded that strategic innovation has a positive effect on all processes of the organization, and despite the problems that may occur, the new product or service that has been created usually improved the competence and capacity of the organization. Keywords: Innovation, Strategy, Strategic Innovation, Organization
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Bu çalışma, çeşitli makaleler, kitaplar, ders notları, röportajlar ve daha önce incelenmiş örneklerden yola çıkılarak hazırlandı. Çalışma bu alandaki uygulamalara destek olmayı amaçlayan bir kaynak ortaya koymayı hedefledi. Çalışmada, inovasyon, strateji, yönetim kavramlarının köken ve açılımları detaylı olarak incelendi. İnovasyon türleri arasında stratejik inovasyonun ayırt edici özellikleri ortaya koyuldu. Organizasyon kavramı çerçevesinde, stratejik inovasyonun konumlandırılmasıyla birlikte organizasyonda yer aldığı süreçler ve bu süreçlerin oluşturacağı çıktılara olan etkileri incelendi. Çalışmada, düzen bozucu inovasyon olarak tabir edilen stratejik inovasyonun, organizasyonun örgütsel süreçleri, finansal yapısı, pazarlama ve üretim süreçleri bağlamında yarattığı değişimin, sonuç odaklı olumlu veya olumsuz etkileri incelendi. Bu çalışma ile, objektif bir yaklaşımla, teori ve uygulama temelinde hazırlanan röportaj soruları organizasyonların çeşitli kademelerinde çalışan saha aktörlerine yöneltildi. Gelen yanıtlar üzerinden mevcut durum analiz edildi. Yapılan röportajlar sonucunda ulaşılan ortak tahayyül ile çalışma pekiştirilerek, stratejik inovasyonun organizasyon başarısına dair saha uygulamaları temelli çıktılarına ulaşıldı. Sonuç olarak, stratejik inovasyonun organizasyon süreçlerine olumlu etki ettiği, yaşanabilecek bazı olumsuzluklara rağmen, çoğunlukla yaratılan yeni ürün ya da hizmet ile organizasyonun yetkinlik ve kapasite geliştirmesini sağladığı sonucu elde edildi. Anahtar kelimeler: İnovasyon, Strateji, Stratejik inovasyon, Organizasyon
https://tez.yok.gov.tr/UlusalTezMerkezi/TezGoster?key=aEzj_IdWAsjiSAfK3qwrBuDA-ZOQ60JQy2a3E4bH567Cto8qKFWPYnPGhUfIWFU9
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This first edition of Strategic Innovation Management is an exciting new addition to the established bestselling texts Managing Innovation and Innovation and Entrepreneurship written by Joe Tidd and John Bessant. Aimed at students taking courses in business studies and management, as well as non-specialist courses in other disciplines, this book provides a practical and accessible evidence-based approach to managing innovation in a wide range of contexts, including: manufacturing, services, small to large organizations and the private, public and third sectors.
The text has been designed to be fully integrated with the Innovation Portal at www.innovation-portal.info, which contains an extensive collection of additional resources for both lecturers and students including teaching resources, case studies, media clips, innovation tools, seminar and assessment activities and over 300 test-bank questions.
This first edition of Strategic Innovation Management is an exciting new addition to the established bestselling texts Managing Innovation and Innovation and Entrepreneurship written by Joe Tidd and John Bessant. Aimed at students taking courses in business studies and management, as well as non-specialist courses in other disciplines, this book provides a practical and accessible evidence-based approach to managing innovation in a wide range of contexts, including: manufacturing, services, small to large organizations and the private, public and third sectors.
The text has been designed to be fully integrated with the Innovation Portal at www.innovation-portal.info
Despite differences in definitions, researchers understand that radical innovation within an organization is very different from incremental innovation and that it is critical to the long-term success of firms. Unfortunately, research has also shown that it is often difficult to get support for radical projects in large firms, where internal cultures and pressures often push efforts toward more low risk, immediate reward, incremental projects. Interestingly, we know considerably less about the effective management of the product development process in the radical than in an incremental context. The purpose of this study is to explore the process of radical new product development from a strategic perspective, and to outline key observations and challenges that managers face as they move these projects to market. The findings presented here represent the results of a longitudinal (since 1995), multidisciplinary study of radical innovation projects. A multiple case study design was used to explore the similarities and differences in management practices applied to twelve radical innovation projects in ten large, established North American firms. The findings are grouped into three high-level strategic themes. The first theme, market scope, discusses the challenges associated with the pursuit of familiar versus unfamiliar markets for radical innovation. The second theme of competency management identifies and discusses strategic challenges that emerge as firms stretch themselves into new and unfamiliar territory. The final theme relates to the people issues that emerge as both individuals and the project teams themselves try to move radical projects forward in organizations that are not necessarily designed to support such uncertainty. A breadth of subtopics emerge within and across this framework relating to such ideas as risk management, product cannibalization, team composition, and the search for a divisional home. Taken together, our observations reinforce the emerging literature that shows that project teams engaging in radical innovation encounter a much different set of challenges than those typically faced by NPD teams engaged in incremental innovation.
Research on open innovation suggests that companies benefit differentially from adopting open innovation strategies; however, it is unclear why this is so. One possible explanation is that companies' business models are not attuned to open strategies. Accordingly, we propose a contingency model of open business models by systematically linking open innovation strategies to core business model dimensions, notably the content, structure, governance of transactions. We further illustrate a continuum of open innovativeness, differentiating between four types of open business models. We contribute to the open innovation literature by specifying the conditions under which business models are conducive to the success of open innovation strategies.
The authors seek to understand which of three different strategic orientations of the firm (customer, competitive, and technological) is more appropriate, when, and why it is so in the context of developing product innovations. They propose a structural model of the impact of the strategic orientation of the firm on the performance of a new product. The results provide evidence for best practices as follows: (1) A firm wishing to develop an innovation superior to the competition must have a strong technological orientation; (2) a competitive orientation in high-growth markets is useful because it enables firms to develop innovations with lower costs, which is a critical element of success; (3) firms should be consumer- and technology-oriented in markets in which demand is relatively uncertain—together, these orientations lead to products that perform better, and the firm will be able to market innovations better, thereby achieving a superior level of performance; and (4) a competitive orientation is useful to market innovations when demand is not too uncertain but should be de-emphasized in highly uncertain markets.
Compared to new companies or niche players, established companies find it difficult to innovate strategically - to reconceptualize what the business is ail about and, as a result, to play the game in an existing business in a dramatically different way. Drawing on examples of highly profitable companies in diverse industries, the author explains how long-time players can overcome the four chief obstacles to strategic innovation. 1. Inertia of success. Strategic innovators monitor their strategic health for early signals of trouble and are willing, if necessary, to abandon the status clue for the uncertainty of change. These companies also work to convince employees that current performance is good but not good enough. They develop a new challenge to galvanize the organization into active thinking, and they expend significant lime and effort selling the challenge to everyone. 2. Uncertainty about what to change into. Strategic innovators challenge their dominant way of thinking and shift emphasis away from determining Row they need to compete toward questioning who their customers are and what they really want. They institutionalize a questioning altitude and find ways io shake up the system every few years. 3. Uncertainty surrounding new strategic positions. Ar a given time, a company does not know which idea will succeed and which core competencies will be essential. Successful strategic innovators follow the model of capitalism: they create internal variety, even at the expense of efficiency, and allow the outside market to decide the winners and losers. 4. The challenges of implementation. Successful companies set UP a Separate organizational unit to support a new strategic innovation find create a context that supports integration between different units within the company. in managing the transition from the old to the new, they let the two systems coexist but gradually allocate resources to the new so that it grows at the expense of the old. For established companies, the challenge of strategic innovation is organizational: developing a culture that questions current success while promoting experimentation. mentation. Strong leadership is essential in creating that culture. Only those companies that: strive for self-renewal, the author argues, will succeed in the long term.
The concept of corporate vision has been receiving considerable attention in the strategy scholarship. A clear and lofty organizational vision can provide direction to a company and can positively impact its ability to succeed. Yet research on vision at the project level has been curiously lacking. The purpose of this research is to define project vision, discuss its components and explore its impact on successful new product development. After studying the vision on a series of 13 innovations at three companies (Apple, IBM and HP), we identified several components of an effective project vision that include vision clarity, vision agreement/support and vision stability and assessed their impact on new product success. To confirm the validity and generalizability of our observations, we then tested these insights on 509 new product teams from a wide variety of firms. We found that an effective vision varies depending on the innovation type - incremental, evolutionary and radical. Our results demonstrate that vision clarity is positively associated with success in evolutionary (market or technical), and radical innovations, but not for incremental projects. Vision stability is positively associated with success in incremental and evolutionary market innovations; and vision support is positively associated with success in incremental, and evolutionary technical innovations.
The fuzzy front end of the new product development (NPD) process, the time and activity prior to an organization's first screen of a new product idea, is the root of success for firms involved with discontinuous new product innovation. Yet understanding the fuzzy front-end process has been a challenge for academics and organizations alike. While approaches to handling the fuzzy front end have been suggested in the literature, these tend to be relevant largely for incremental new product situations where organizations are aware of and are involved in the NPD process from the project's beginning. For incremental new products, structured problems or opportunities typically are laid out at the organizational level and are directed to individuals for information gathering. In the case of discontinuous innovations, however, we propose that the process works in the opposite direction—that is, that the timing and likelihood of organizational-level involvement is more likely to be at the discretion of individuals. Such individuals perform a boundary-spanning function by identifying and by understanding emerging patterns in the environment, with little or no direction from the organization. Often, these same individuals also act as gatekeepers by deciding on the value to the organization of externally derived information, as well as whether such information will be shared. Consequently for discontinuous innovations, information search and related problems/opportunities are unstructured and are at the individual level during the fuzzy front end. As such, the direction of initial decisions about new environmental information tends to be inward, toward the corporate decision-making level, rather than the other way around.