Abstract: Research studies are highly fragmented when an Innovation Management Framework is being discussed. With the aim to identify an Innovation Management Framework/Assessment Tool suitable for Small & Medium Enterprises (SMEs) in the service industry, this researcher critically reviewed existing innovation management frameworks and assessment models/tools and discovered a number of literature gaps. It is established that the existing literature lacks generally agreed innovation management dimensions, commonly accepted knowledge creation through empirical studies on innovation management in SMEs, effective innovation management performance measurements, suitable innovation management framework in SMEs, and studies on innovation management in the service industry, in particular in retail SMEs. As such, there is a dire need to develop an appropriate firm-level innovation management framework suitable for SMEs in the service industry for future research projects and further studies. In addition, this researcher also discussed the significance of establishing such an innovation management framework.
Abstract: With the development of new technologies come additional opportunities for the founding of companies and new markets to be created. The barriers to entry are lowered and technology makes old business models obsolete. Incumbent companies have to be adaptable to this quickly changing environment. They have to start the process of digital maturation and they have to be able to adapt quickly to new and drastic changes that might arise. One of the biggest barriers for organizations in order to do so is their culture. This paper shows the core elements of a corporate culture that supports the process of digital maturation in incumbent organizations. Furthermore, it is explored how ideation and innovation can be used in a strategy in order to facilitate these core elements of culture that promote digital maturity. Focus areas are identified for the design of ideation strategies, with the aim to make the facilitation and incitation process more effective, short to long term. Therefore, one in-depth case study is conducted with data collection from interviews, observation, document review and surveys. The findings indicate that digital maturity is connected to cultural shift and 11 relevant elements of digital culture are identified which have to be considered. Based on these 11 core elements, five focus areas that need to be regarded in the design of a strategy that uses ideation and innovation to facilitate the cultural shift are identified. These are: Focus topics, rewards and communication, structure and frequency, regions and new online formats.
Abstract: For the analysis of already identified and existing problems, the pertinent literature provides a comprehensive collection of approaches as well as methods in order to analyze the problems in detail. But coming up with problems, which are assets worth pursuing further, is often challenging. However, the importance of well-formulated problem ideas and their influence of subsequent creative processes are incontestable and proven. In order to meet the covered challenges, the Institute for Engineering Design and Industrial Design (IKTD) developed the Emoji Method. This paper presents the Emoji Method, which support designers to generate problem ideas in a structured way. Considering research findings from knowledge management and innovation management, research into emojis and emoticons reveal insights by means of identifying and formulating problem ideas within the early design phase. The simple application and the huge supporting potential of the Emoji Method within the early design phase are only few of the many successful results of the conducted evaluation. The Emoji Method encourages designers to identify problem ideas and describe them in a structured way in order to start focused with generating solution ideas for the revealed problem ideas.
Abstract: In order to survive on the market, companies must
constantly develop improved and new products. These products are
designed to serve the needs of their customers in the best possible
way. The creation of new products is also called innovation and is
primarily driven by a company’s internal research and development
department. However, a new approach has been taking place for some
years now, involving external knowledge in the innovation process.
This approach is called open innovation and identifies customer
knowledge as the most important source in the innovation process. This paper presents a concept of using social media posts as an external source to support the open innovation approach in its
initial phase, the Ideation phase. For this purpose, the social media
posts are semantically structured with the help of an ontology and
the authors are evaluated using graph-theoretical metrics such as
density. For the structuring and evaluation of relevant social media
posts, we also use the findings of Natural Language Processing, e.
g. Named Entity Recognition, specific dictionaries, Triple Tagger
and Part-of-Speech-Tagger. The selection and evaluation of the tools
used are discussed in this paper. Using our ontology and metrics
to structure social media posts enables users to semantically search
these posts for new product ideas and thus gain an improved insight
into the external sources such as customer needs.
Abstract: Innovation, particularly in technology development, is a crucial aspect of nanotechnology R&D and, although several approaches to effective innovation management exist, organizational structures that promote knowledge exchange have been found to be most effect in supporting new and emerging technologies. This paper discusses Integrated Knowledge Networks (IKNs) and evaluates its use within nanotechnology R&D to increase technology innovation. Specifically, this paper reviews the role of IKNs in bolstering national and international nanotechnology development and in enhancing nanotechnology innovation. Both physical and virtual IKNs, particularly IT-based network platforms for community-based innovation, offer strategies for enhanced technology innovation, interdisciplinary cooperation, and enterprise development. Effectively creating and managing technology R&D networks can facilitate successful knowledge exchange, enhanced innovation, commercialization, and technology transfer. As such, IKNs are crucial to technology development processes and, thus, in increasing the quality and access to new, innovative nanoscience and technologies worldwide.
Abstract: The advanced concepts of strategic and innovation management in the sphere of company dynamic and innovation capabilities, and achieving their mutual alignment and a synergy effect, are important elements in business today. This paper analyses the theory and empirically investigates the influence of a company’s dynamic capabilities on its innovation capabilities. A new multidimensional model of dynamic capabilities is presented, consisting of five factors appropriate to real time requirements, while innovation capabilities are considered pursuant to the official OECD and Eurostat standards. After examination of dynamic and innovation capabilities indicated their theoretical links, the empirical study testing the model and examining the influence of a company’s dynamic capabilities on its innovation capabilities showed significant results. In the study, a research model was posed to relate company dynamic and innovation capabilities. One side of the model features the variables that are the determinants of dynamic capabilities defined through their factors, while the other side features the determinants of innovation capabilities pursuant to the official standards. With regard to the research model, five hypotheses were set. The study was performed in late 2014 on a representative sample of large and very large Croatian enterprises with a minimum of 250 employees. The research instrument was a questionnaire administered to company top management. For both variables, the position of the company was tested in comparison to industry competitors, on a fivepoint scale. In order to test the hypotheses, correlation tests were performed to determine whether there is a correlation between each individual factor of company dynamic capabilities with the existence of its innovation capabilities, in line with the research model. The results indicate a strong correlation between a company’s possession of dynamic capabilities in terms of their factors, due to the new multi-dimensional model presented in this paper, with its possession of innovation capabilities. Based on the results, all five hypotheses were accepted. Ultimately, it was concluded that there is a strong association between the dynamic and innovation capabilities of a company.
Abstract: The objectives of this research were to study the level
of influencing factors, leadership, supply chain management,
innovation, competitive advantages, business success, and affecting
factors to the business success of the mobile phone system service
providers in Bangkok Metropolitan. This research was done by the
quantitative approach and the qualitative approach. The quantitative
approach was used for questionnaires to collect data from the 331
mobile service shop managers franchised by AIS, Dtac and
TrueMove. The mobile phone system service providers/shop
managers were randomly stratified and proportionally allocated into
subgroups exclusive to the number of the providers in each network.
In terms of qualitative method, there were in-depth interviews of 6
mobile service providers/managers of Telewiz and Dtac and
TrueMove shop to find the agreement or disagreement with the
content analysis method. Descriptive Statistics, including Frequency,
Percentage, Means and Standard Deviation were employed; also, the
Structural Equation Model (SEM) was used as a tool for data
analysis. The content analysis method was applied to identify key
patterns emerging from the interview responses. The two data sets
were brought together for comparing and contrasting to make the
findings, providing triangulation to enrich result interpretation. It
revealed that the level of the influencing factors – leadership,
innovation management, supply chain management, and business
competitiveness had an impact at a great level, but that the level of
factors, innovation and the business, financial success and nonbusiness
financial success of the mobile phone system service
providers in Bangkok Metropolitan, is at the highest level. Moreover,
the business influencing factors, competitive advantages in the
business of mobile system service providers which were leadership,
supply chain management, innovation management, business
advantages, and business success, had statistical significance at .01
which corresponded to the data from the interviews.
Abstract: Our purpose is to investigate how the relationship
between employees and innovation management processes can drive
organizations to successful innovations. This research is deeply
related to a new way of thinking about human resources management
practices. It’s not simply about improving the employees’
engagement, but rather about a different and more radical
commitment: the employee can take on the role traditionally played
by the customer, namely to become the first tester of an innovative
product or service, the first user/customer and eventually the first
investor in the innovation. This new perception of employees could
create the basis of a novelty in the innovation process where
innovation is taken to a next level when the problems with customer
driven innovation on the one hand, and employees driven innovation
on the other can be balanced. This research identifies an effective
approach to innovation where the employees will participate
throughout the whole innovation process, not only in the idea
creation but also in the idea definition and development by giving
feedback in parallel to that provided by customers and lead-users.
Abstract: Radical technological innovations enable companies
to reach strong market positions and are thus desirable. On the other
hand, the innovation process is related to significant costs and risks.
Hence, the knowledge of the factors that influence success is crucial
for technology driven companies. Taking a previously developed
framework of Critical Success Factors for radical technological
innovations as a reference model, we conducted a structured and
focused literature review of eleven standard books within the field of
technology and innovation management. With this approach we aim
to evaluate, expand, and clarify the set of Critical Success Factors
detailed in this framework. Overall, the set of factors and their
allocation to the main categories of the framework could be
confirmed. However, the factor organizational home is not
emphasized and discussed in most of the reviewed literature. On the
other hand, an additional factor that has not been part of the
framework is described to be important – strategy fit. Furthermore,
the factors strategic alliances and platform strategy appear in the
literature but in a different context compared to the reference model.
Abstract: Innovations not only contribute to competitiveness of
the company but have also positive effects on revenues. On average,
product innovations account to 14 percent of companies’ sales.
Innovation management has substantially changed during the last
decade, because of growing reliance on external partners. As a
consequence, a new task for purchasing arises, as firms need to
understand which suppliers actually do have high potential
contributing to the innovativeness of the firm and which do not.
Proper organization of the purchasing function is important since
for the majority of manufacturing companies deal with substantial
material costs which pass through the purchasing function. In the past
the purchasing function was largely seen as a transaction-oriented,
clerical function but today purchasing is the intermediate with supply
chain partners contributing to innovations, be it product or process
innovations. Therefore, purchasing function has to be organized
differently to enable firm innovation potential.
However, innovations are inherently risky. There are behavioral
risk (that some partner will take advantage of the other party),
technological risk in terms of complexity of products and processes
of manufacturing and incoming materials and finally market risks,
which in fact judge the value of the innovation. These risks are
investigated in this work. Specifically, technological risks which deal
with complexity of the products, and processes will be investigated
more thoroughly. Buying components or such high edge technologies
necessities careful investigation of technical features and therefore is
usually conducted by a team of experts. Therefore it is hypothesized
that higher the technological risk, higher will be the centralization of
the purchasing function as an interface with other supply chain
Main contribution of this research lies is in the fact that analysis
was performed on a large data set of 1493 companies, from 25
countries collected in the GMRG 4 survey. Most analyses of
purchasing function are done by case study analysis of innovative
firms. Therefore this study contributes with empirical evaluations that
can be generalized.
Abstract: The focus of this paper is to compare common approaches for Systems of Innovation (SI) and identify proactive alternatives for driving the innovation. Proactive approaches will also consider short and medium term perspectives with developments in the field of Computer Technology and Artificial Intelligence. Concerning Computer Technology and Large Connected Information Systems, it is reasonable to predict that during current or the next century intelligence and innovation will be separated from the constraints of human driven management. After this happens, humans will be no longer driving the innovation and there is possibility that SI for new intelligent systems will set its own targets and exclude humans. Over long time scale these developments could result in scenario, which will lead to the development of larger, cross galactic (universal) proactive SI and Intelligence.
Abstract: Today, any organization - regardless of the specific activity - must be prepared to face continuous radical changes, innovation thus becoming a condition of survival in a globalized market. Few managers have a wider vision that includes innovation, to enable better performance of the critical activities, namely the degree of novelty that it must submit an innovation to be considered as such. Companies need not only radical changes in the products or their services, but also to their business strategies. Not all managers have an overall view on the real size of necessary innovation potential. Unfortunately there is still no common understanding (and correct) of the term of innovation among managers. Moreover, not all managers are aware of the need for innovation. In these conditions, increasing the processes adaptability of firms (through innovation) to meet the needs and performance requirements is difficult without a systematic framework. To overcome this disadvantage, the authors propose a framework for designing an innovation management system,, to cover all the important aspects of a business system, to reach the actual performance of an organization.
Abstract: Australia, while being a large and eager consumer of
innovative and cutting edge Information and Communication
Technologies (ICT), continues to struggle to remain a leader in
Technological Innovation. This paper has two main contributions to
address certain aspects of this complex issue. The first being the
current findings of an ongoing research project on Information and
Innovation Management in the Australian Information and
Communication Technologies (ICT) sector. The major issues being
considered by the project include: investigation of the possible
inherent entrepreneurial nature of ICT; how to foster ICT innovation;
and examination of the inherent difficulties currently found within
the ICT industry of Australia in regards to supporting the
development of innovative and creative ideas. The second major
contribution is details of the I.-C.A.N. (Innovation by Collaborative
Anonymous Networking) software application information
management tool created and evolving in our research group. I-CAN,
besides having a positive reinforcement acronym, is aimed at
facilitating productive collaborative innovation in an Australian
workplace. Such a work environment is frequently subjected to
cultural influences such as the 'tall poppy syndrome' and 'negative'
or 'unconstructive' peer-pressure. There influences are frequently
seen as inhibitors to employee participation, entrepreneurship and
Abstract: Corporate social responsibility (CSR) viewpoint have challenged the traditional perception to understand corporations position. Production- and managerial-centred views are expanding towards reference group-centred policies. Consequently, the significance of new kind of knowledge has emerged. In addition to management of the organisation, the idea of CSR emphasises the importance to recognise the value-expectations of operational environment. It is know that management is often well-aware of corporate social responsibilities, but it is less clear how well these high level goals are understood in practical product design and development work. In this study, the apprehension above proved to be real to some degree. While management was very aware of CSR it was less familiar to designers. The outcome shows that it is essential to raise ethical values and issues higher in corporate communication, if it is wished that they materialize also in products.
Abstract: Considering today-s increasing speed of change,
radical and innovative improvement - Kaikaku, is a necessity parallel
to continuous incremental improvement - Kaizen, especially for
SME-s in order to attain the competitive edge needed to be profitable.
During 2011, a qualitative single case study with the objective of
realizing a kaikaku in production has been conducted. The case study
was run as a one year project using a collaborative approach
including both researchers and company representatives. The case
study was conducted with the purpose of gaining further knowledge
about kaikaku realization as well as its implications. The empirical
results provide insights about the great productivity results achieved
by applying a specific kaikaku realization approach. However, it also
sheds light on the difficulty and contradiction of combining
innovation management and production system development.