TBM in Innovation Management: Case Study Chemicals/Pharma Industry

2020 ◽  
pp. 145-156
Author(s):  
Uwe G. Seebacher
Keyword(s):  
Innovation Management ◽  
Management Case Study

scholarly journals AN ANALYTICAL TOOL FOR LONG-TERM DUNE MANAGEMENT – CASE STUDY: YSTAD SANDSKOG BEACH, SWEDEN

2014 ◽  
Vol 1 (34) ◽  
pp. 44 ◽  
Author(s):  
Sofia Westergren ◽  
Magnus Larson ◽  
Hans Hanson
Keyword(s):  
Analytical Tool ◽  
Dune Management ◽  
Management Case Study

scholarly journals Rules of Risk Management - Case Study of Open Pit Mine

2020 ◽  
Vol 28 ◽  
pp. 764-769
Author(s):  
Snezana Kirin ◽  
Wei Li ◽  
Miodrag Brzaković ◽  
Igor Miljanović ◽  
Aleksandar Sedmak
Keyword(s):  
Risk Management ◽  
Open Pit Mine ◽  
Open Pit ◽  
Management Case Study

scholarly journals Co-Creation as the Solution to Sustainability Challenges in the Greenhouse Horticultural Industry: The Importance of a Structured Innovation Management Process

2021 ◽  
Vol 13 (13) ◽  
pp. 7149
Author(s):  
Ingrid Moons ◽  
Kristien Daems ◽  
Lorens L. J. Van de Velde
Keyword(s):  
Innovation Management ◽  
Relationship Management ◽  
High Tech ◽  
Innovation Development ◽  
Creation Process ◽  
Management Literature ◽  
Sustainability Challenges ◽  
Depth Interviews ◽  
Stakeholder Relationship

Sustainable innovations try to resolve complex challenges related to climate change. Co-creation with diverse stakeholders in innovation networks opens opportunities to successfully develop and implement sustainable innovations. However, collaboration between heterogeneous partners poses challenges at the level of stakeholder relationship management that affect the progress of innovation development. This study’s purpose is to investigate how co-creation processes that develop sustainable and climate-neutral high-tech innovations in the greenhouse horticultural industry should be structured and how stakeholder relationship management affects the progress of innovation development. Design methodology is linked with innovation management literature. A case study observed seven innovation trajectories that developed energy saving and climate-neutral growing techniques in the greenhouse horticultural industry in Flanders (Belgium) and The Netherlands over a period of three years. In-depth interviews (n = 13) were conducted to have the partners reflect on the co-creation process. Results show that co-creation management should focus on team composition, partner alignment and transparent communication about intentions, expectations and role division throughout the process. The initial stages of a co-creation process are crucial for context mapping and creation of team cohesion and do affect the subsequent stages in the process. Besides, in sustainable high-tech contexts, co-creation facilitators are faced with the need for technical knowledge and skills.

INTERNATIONAL CORPORATE ENTREPRENEURSHIP WITH BORN GLOBAL SPIN-ALONG VENTURES — A CROSS-CASE ANALYSIS OF TELEKOM INNOVATION LABORATORIES' VENTURE PORTFOLIO

2014 ◽  
Vol 18 (03) ◽  
pp. 1440007 ◽  
Author(s):  
SARAH MAHDJOUR ◽  
SEBASTIAN FISCHER
Keyword(s):  
Innovation Management ◽  
Special Kind ◽  
Corporate Entrepreneurship ◽  
Domestic Market ◽  
Perceived Threat ◽  
Study Approach ◽  
Multiple Case ◽  
Early Internationalisation ◽  
Cross Case Analysis

This study investigates a special kind of corporate ventures, so called spin-along ventures, and their motivations to internationalise early. Insights are built from a multiple case study approach, investigating the spin-along program of Telekom Innovation Laboratories (T-Labs). Our results show that early internationalisation can avoid or reduce challenges that spin-alongs face when entering the domestic market. Four major motivations for early internationalisation could be identified: (1) avoid termination based on the parent's perceived threat of cannibalisation of existing products, (2) enable a venture's collaboration with competitors, (3) overcome restrictions of parental assets in the domestic market, and (4) address markets that offer greater chances for success than the domestic market does. Based on our findings we derive concrete implications for practitioners and academics in the field of innovation management.

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