Managing triadic supplier relationships in collaborative innovation projects: a relational view perspective

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrea Patrucco ◽  
Christine Mary Harland ◽  
Davide Luzzini ◽  
Federico Frattini
Keyword(s):  
Knowledge Exchange ◽  
Relational View ◽  
Empirical Examination ◽  
Supplier Relationships ◽  
Content Type ◽  
Complementary Resources ◽  
Triadic Relationships ◽  
Collaborative Innovation ◽  
Innovation Projects ◽  
Innovation Project

Purpose Suppliers are essential partners in innovation projects, as they own resources, knowledge assets and capabilities that complement those of buying firms. In today’s competitive environment, firms may choose to collaborate with suppliers beyond dyads, forming triadic or three-party relationships. Using the theoretical lens of the relational view (RV), this study aims to explore what type of triad configurations firms use to govern supplier relationships in collaborative innovation projects, how they choose to share resources and implications for project performance. Design/methodology/approach The authors use interview data from buyers and suppliers in six case studies of firms involved in ten collaborative innovation projects. The four constructs of the RV are used to observe how firms govern triadic relationships, combine complementary resources, invest in relationship-specific assets and manage information and knowledge exchange with and between suppliers in innovation projects. Findings Four archetypes of triadic relationships in innovation projects – labeled Triangle, A-frame, D-Frame and Line – are presented and characterized in terms of their structural and relational features. The authors discuss how each triad archetype is applicable to different innovation projects according to specific project characteristics. Originality/value This study is pioneering in its empirical examination of triadic relationships in collaborative innovation projects. It provides a novel typology of four archetypes of triad from the perspective of collaborative relationships with suppliers. Through applying the RV, it advances understanding of how triadic relationships are governed, how they invest in relationship-specific assets, how they combine complementary resources and how they exchange knowledge and information in each type of triad appropriate to different innovation project settings. To date, much of the extant literature has focused on dyads.

Governance and performance in co-exploitation and co-exploration projects

2020 ◽  
Vol 35 (5) ◽  
pp. 875-894
Author(s):  
Miguel Solís-Molina ◽  
Miguel Hernández-Espallardo ◽  
Augusto Rodríguez-Orejuela
Keyword(s):  
Governance Mechanism ◽  
Informal Governance ◽  
Content Type ◽  
Collaborative Innovation ◽  
Innovation Projects ◽  
Innovation Project ◽  
Contractual Governance ◽  
Complementary Assets ◽  
And Performance ◽  
The One

Purpose This study aims to investigate how contractual vs. informal governance influences the performance of collaborative innovation projects considering their exploitation vs. exploration character. Design/methodology/approach Data are collected from a sample of 218 companies that have developed innovative projects in collaboration with other organizations. Regression models are estimated to test the hypotheses. Findings The results indicate that contractual governance is the most effective for co-exploitation projects compared to informal governance. Specialization in either contractual or informal governance is more effective for co-exploration projects. Practical implications Developing collaborative innovation projects with other organizations is an alternative for firms to innovate either by exploiting complementary assets or by exploring new opportunities. Thus, the success of the collaborative innovation project is significantly affected by the way the collaboration is governed. On the one hand, for co-exploitation projects, companies should rely on contracts to improve their performance. On the other hand, for co-exploration projects, governance may specialize in either contracts or informal mechanisms to reach higher performance. Originality/value Despite previous studies analyzing the effect of contractual or informal governance on the performance of collaborative innovation projects, no research has focused on comparing simultaneously these effects, by using the innovation character of the project of co-exploitation or co-exploration as a moderator. Therefore, this paper explores comparatively the most effective type of governance mechanism for co-exploitation and co-exploration projects.

scholarly journals Measuring radical innovation project success: typical metrics don’t work

2018 ◽  
Vol 39 (4) ◽  
pp. 34-41 ◽  
Author(s):  
Jimmi Normann Kristiansen ◽  
Paavo Ritala
Keyword(s):  
Radical Innovation ◽  
Incremental Innovation ◽  
Content Type ◽  
International Firms ◽  
Innovation Activities ◽  
Innovation Projects ◽  
Innovation Project ◽  
And Performance ◽  
Depth Interviews

Purpose Firms frequently struggle with measuring the performance of their radical innovation activities. Due to the uncertainty and ambiguity involved, key performance indicators (KPIs) used for incremental innovation projects are often not useful in this context. The purpose of this paper is to explore suitable KPIs particularly useful for radical innovation projects. Design/methodology/approach This study first reviews commonly used measures for innovation projects, which is then followed by case-study evidence from three industry-leading international firms. This study includes 13 in-depth interviews with innovation managers and directors in these firms, providing insights on how they measure the progress and performance of radical innovation projects. Findings KPIs used commonly in incremental innovation showed lackluster results in the case firms and were problematic for radical innovation context. A key finding was that radical innovation project performance should be evaluated based on the process rather than on the expected outcome. Concurrently, based on the literature review and the cases, three sets of KPIs with 13 specific KPIs useful for radical innovation projects are proposed. Originality/value The paper addresses a core challenge in using established KPIs in a radical innovation context. The paper gathers and synthesizes a range of measurement points suitable for radical innovation projects and provides specific suggestions for appropriate metrics that innovation managers can use.

Reducing uncertainties in innovation projects through intra-organisational collaboration: a systematic literature review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rola Imad Fanousse ◽  
Dilupa Nakandala ◽  
Yi-Chen Lan
Keyword(s):  
Systematic Review ◽  
Project Management ◽  
Literature Review ◽  
Systematic Literature Review ◽  
Project Performance ◽  
Organisational Learning ◽  
Content Type ◽  
Innovation Projects ◽  
Innovation Project ◽  
The Impact

PurposeThis article provides the first systematic review of literature on effective organisational practices for reducing innovation project uncertainties to promote project performance. Innovation is the lifeblood of organisations, while simultaneously being one of the most challenging processes to manage. This systematic review seeks to examine best practice for reducing uncertainties and thus mitigate the high failure rates in innovation projects.Design/methodology/approachThis paper provides a systematic review of the literature on innovation project management and encourages an understanding of how intra-organisational collaboration reduces uncertainty and thus increases project performance.FindingsBased on an analysis of the systematic literature review findings, the impact of intra-organisational collaboration in reducing uncertainties in innovation projects is uncovered. Three types of project uncertainties were found to be dominant in the context of innovation project management: task, technological and market uncertainties. Five dimensions of intra-organisational collaboration are also identified, namely collaborative relationship, collaborative leadership, communicating and sharing information, trust formation and joint decision-making.Originality/valueThe authors situate five intra-organisational collaboration dimensions as key mechanisms that yield organisational learning as an outcome. On the other hand, they also uncovered that organisational learning is a key enabler in the relationship between intra-organisational collaboration and task, market and technological uncertainties reduction. Therefore, intra-organisational collaboration is identified as a critical practice in enhancing the performance of innovation projects. The study proposes a multi-dimensional conceptual model, providing a mechanism for furthering a research agenda for improving the performance of innovation projects.

scholarly journals Integrating risk management in the innovation project

2014 ◽  
Vol 17 (1) ◽  
pp. 25-40 ◽  
Author(s):  
John Bowers ◽  
Alireza Khorakian
Keyword(s):  
Risk Management ◽  
Case Studies ◽  
Process Model ◽  
Quantitative Methods ◽  
Innovation Process ◽  
Project Risk Management ◽  
Project Risk ◽  
Content Type ◽  
Innovation Projects ◽  
Innovation Project

Purpose – While innovation has many similarities to other forms of projects it is characterised by a high failure rate and the need to stimulate creativity. More explicit risk management could help in achieving success in innovation projects. However, too much or inappropriate risk management might stifle the creativity that is core to innovation. So, what project risk management should be applied and where in the innovation project? Design/methodology/approach – A theoretical framework is proposed which combines the generic innovation process with project risk management. The framework was used to analyse the current attitudes to managing innovation risk in a series of companies. Findings – The decision points of the stage-gate innovation process model provide an effective interface for incorporating project risk concepts. The general concepts appear most relevant to innovation management though it is useful to customise them to emphasise the particular characteristics of innovation projects. The experience of using the resultant combined model in a number of diverse case studies indicates the relevance of the model in understanding attitudes towards risk management in innovation. The analysis of the case study companies suggested that risk management needs to be applied in differential manner: simple, unobtrusive techniques early in the innovation life cycle with more substantial, quantitative methods being considered for later stages. Research limitations/implications – It would be useful to extend this research by examining more case studies from other countries and industries. Practical implications – The combined innovation and risk management model provides a framework that diverse companies can appreciate. The framework offers a basis for discussing the most appropriate form of risk management in different innovation-based industries. Originality/value – Although there are many separate models for innovation and project risk management described in the literature, there is very little discussion about explicitly combining these theories. This paper aims to help fill this gap in the knowledge.

A strategic success model for collaborative innovation projects: harnessing the higher-level learning opportunities hidden within project team tension

2018 ◽  
Vol 32 (5) ◽  
pp. 29-31
Author(s):  
Martin Andrew Green
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Learning Opportunities ◽  
Content Type ◽  
Success Model ◽  
Collaborative Innovation ◽  
Innovation Projects ◽  
Pertinent Information ◽  
Strategic Success ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper demonstrates that learning through tensions is a catalyst for learning and proposes framework tools for managing cross-organizational projects to an efficient and more culturally aligned conclusion. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Developing collaboration structures for university-industry interaction and innovations

2015 ◽  
Vol 18 (4) ◽  
pp. 451-470 ◽  
Author(s):  
Martti Mäkimattila ◽  
Timo Junell ◽  
Tero Rantala
Keyword(s):  
Applied Sciences ◽  
Knowledge Exchange ◽  
Structural Development ◽  
Content Type ◽  
External Resources ◽  
Innovation Activities ◽  
Collaborative Innovation ◽  
Universities Of Applied Sciences ◽  
Learning Modes ◽  
University Industry

Purpose – The purpose of this paper is to examine the doing, using, and interacting (DUI) of Universities of Applied Sciences (UAS) while developing intra- and inter-collaboration with industry. It also reviews recent literature related to the roles of absorptive capacity (AC) and social capital (SC) in interaction. Design/methodology/approach – A qualitative case research on developing collaborations between UAS and small- and medium-sized enterprises for innovation activities. Findings – Prior knowledge and contacts vary in organisations, and interaction should be supported while aiming to maximise benefits of internal and external resources available for innovation. This paper contributes by pointing out the importance of the interconnection of DUI, AC, and SC while developing collaboration. Originality/value – This paper describes issues challenging the collaborative innovation activities and directions to focus on structural development to support interaction with parties having different backgrounds, goals, and strengths. The study highlights the importance of knowledge exchange with several universities and firms, and the different learning modes related to innovation.

How to plan and manage a project to co-create value with stakeholders

2014 ◽  
Vol 42 (2) ◽  
pp. 19-25 ◽  
Author(s):  
Gaurav Bhalla
Keyword(s):  
Design Methodology ◽  
Best Practice ◽  
Market Segments ◽  
Content Type ◽  
Early Adopters ◽  
Collaborative Innovation ◽  
Innovation Projects ◽  
Lead Users ◽  
Practical Implications ◽  
Selection Of

Purpose – The article explains how innovating with customers and other stakeholders to achieve co-creation of value requires companies to marry their collaborators' interests with corporate knowledge and resources. The process starts with setting objectives and proceeds through four additional steps: selection of arenas, engagement with collaborators, choice of project tools and processes and defining contracts with stakeholders. Design/methodology/approach – The authors describe how leading firms have developed best-practice processes, tools and technologies to better enable and expedite value co-creation. Findings – The article offers managers guidelines for deciding which customers to select for participation in specific co-creation programs. The choices are: Customers who have extraordinary passion for their brands; customers in attractive or untapped market segments; customers that exhibit a high co-creation potential; innovators and early adopters; lead users looking to develop solutions to solve their own needs. Practical implications – Collaborative innovation projects need to define “What's in it for the collaborators?” Customer collaboration rarely operates independent of incentives. Originality/value – The article offers practical guidance for companies that engage in co-creation projects because they want to them to foster the discovery of customer interest and value, which they can turn into innovation and competitive advantage.

Finding the roots: experimentation in innovation project management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pedro Henrique Dutra de Abreu Mancini de Azevedo ◽  
Larissa Passos Silva
Keyword(s):  
Project Management ◽  
Case Studies ◽  
Management Practices ◽  
Management Training ◽  
Central Place ◽  
Success Factor ◽  
Content Type ◽  
Managerial Skills ◽  
Innovation Projects ◽  
Innovation Project

PurposeProject management practices have been losing its central place in innovation processes within the companies due to its excessive control-oriented phased approach. Hence, the purpose of this paper is to propose and examine the project management practitioners' experiences on the systematic use of an experimentation framework to manage innovation projects.Design/methodology/approachThree case studies were carried out in three different Brazilian companies for a ten month period. The authors have chosen these companies for the following reasons: they were all in an innovation context; they have never carried out a project based on experimentation and they had previous experience with project management traditional tools.FindingsThe findings have shown that our framework can contribute to the project management available toolkit; once the rigid experimentation process, the authors’ proposed made it easier for project management practitioners to adapt to more flexible approaches. Nonetheless, stakeholders' involvement has shown to be a key success factor on the deployment of the framework.Practical implicationsManagers still need to add expertise in flexible methods into their managerial skills, so they are able to deal with innovation just as they deal with traditional processes they were trained to. This suggestion can also be extended to the business schools.Originality/valueThe case studies have shown that traditional project management practices can also be applied in innovation projects. So despite of generally being the opposite of an experimentation process, those practices are relevant in project management discipline, which means that formal project management training is still a good ally to project management practitioners.

Orchestration of innovation networks in collaborative settings

2018 ◽  
Vol 30 (6) ◽  
pp. 2562-2582 ◽  
Author(s):  
Pauline A. Milwood ◽  
Wesley S. Roehl
Keyword(s):  
Knowledge Exchange ◽  
Theoretical Framework ◽  
Abductive Reasoning ◽  
Innovation Networks ◽  
Perceived Fairness ◽  
Content Type ◽  
Innovation Activities ◽  
Collaborative Innovation ◽  
Practical Implications ◽  
Network Orchestration

Purpose Few papers address innovation activities among tourism entities. The purpose of this paper is to elucidate the extent to which the theoretical framework of network orchestration can explain the system of relations underlying roles and behaviors of tourism actors in collaborative innovation settings. Design/methodology/approach Using interview data collected from destination management organizations and their destination partners within two polar-sampled North American destinations, this study identifies relationships which underlie the behaviors of tourism and hospitality actors engaged in collaborative innovative activities. To understand these relationships, this study abductively imposes the emergent theoretical framework of network orchestration and offers practical implications for conducting successful innovation among tourism collaborators. Findings First, orchestration of knowledge mobility processes in collaborative innovation settings is associated with trust, perceived fairness and the search for experts within the network. Second, orchestration of innovation appropriability processes is associated with forging shared ownership and knowledge exchange with “dissimilar” partners. Third, orchestration of network stability processes is associated with enhancing the reputation of influential actors within the tourism destination, and shared visioning of future innovation outcomes. Originality/value This paper contributes to the collaborative innovation landscape by testing the emerging theoretical framework of network orchestration and proposing practical implications for hospitality and tourism actors engaged in innovative activities. The research further demonstrates the value of abductive reasoning for elucidating theory from interview evidence and proposes a model for future studies on collaborative innovation networks.

Unlocking the value of creative individuals in UK innovation projects

2019 ◽  
Vol 35 (3) ◽  
pp. 13-15
Keyword(s):  
Design Methodology ◽  
Organizational Innovation ◽  
Innovation Process ◽  
Content Type ◽  
Innovation Projects ◽  
Innovation Project ◽  
Pertinent Information ◽  
Two Stages ◽  
Innovation Processes ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on how the creativity of individuals interrelates with the innovation processes and productivity of UK businesses. It was found that while creative results are difficult to consistently compartmentalize into each of the four innovation process stages, it tends to be that creative individuals add the most value in the earlier two stages of an organizational innovation project. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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