Philosophical Perspectives for Strategic Innovation Models and Comprehensive Analysis Processes

2012 ◽  
Author(s):  
Gunther Herr ◽  
André Nijmeh
Keyword(s):  
Project Management ◽  
Innovation Management ◽  
Innovation Process ◽  
Comprehensive Analysis ◽  
Innovation Activities ◽  
Strategic Innovation ◽  
Innovation Projects ◽  
The World ◽  
Management Literature ◽  
Tools And Methods

Many tools and methods claim to be “innovative”. Most belong either to project management, engineering design or creativity approaches. “Innovation Management” literature usually discusses “success patterns” for Innovation based on case studies, but hardly process the comprehensive support of innovation activities. It seems that there is a strategic gap between traditional idea-realization processes that focus on reliable project management and the diffuse situation in ever faster changing environments with unclear opportunities and risks. To professionally reinforce strategic innovation activities it is necessary to define a resilient framework. This paper discusses a new view on the field of innovation that is based on the comprehensiveness of philosophy. Fundamental definitions of early philosophers on the interdependencies of the “co-evolution of the world” are applied to define an “Innovation Philosophy”. This is transformed into an “Innovation Strategy” that comprises a repeatable “Innovation Process” for guiding teams through Innovation Projects.

MAPPING THE PERCEPTION AND REALITY OF OPEN INNOVATION

2013 ◽  
Vol 17 (06) ◽  
pp. 1340016 ◽  
Author(s):  
JUSTYNA DĄBROWSKA ◽  
IRINA FIEGENBAUM ◽  
ANTERO KUTVONEN
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Innovation Process ◽  
Innovation Research ◽  
Innovation Activities ◽  
Current State ◽  
Business Practitioners ◽  
The Right ◽  
Innovation Practices ◽  
Innovation Processes

Open innovation holds great potential for improving the efficiency of companies' innovation processes, but also presents substantial risks. A key issue in innovation management is finding the right balance of openness, i.e., determining how open companies should be in their innovation activities. However, academics and business practitioners hold conflicting notions of what constitutes open innovation practice and of how "open innovation companies" are defined. In this paper, we present three in-depth case studies of global R&D-intensive companies, where we find that the firms' perception of their openness differs from their actual situation (as determined by the innovation practices that they apply), and that each company has a different view as to what constitutes open innovation. We claim that resolving conceptual ambiguity and differentiating between openness (as a philosophical aspect) and open innovation (as a way of structuring the innovation process) in research is critical in order to clarify the current state of open innovation research and enable the communication of results to practitioners.

scholarly journals The ways of Improving the Innovation Management in Ukraine Using the International Development

2020 ◽  
Vol 9 (2) ◽  
pp. 203-210
Author(s):  
Viktoriia Bokovets ◽  
Olena Moskvichova ◽  
Iryna Hryhoruk ◽  
Svetlana Suprunenko
Keyword(s):  
International Development ◽  
Driving Forces ◽  
Innovation Management ◽  
Innovation Process ◽  
International Experience ◽  
Innovation Activity ◽  
High Tech ◽  
Economic Science ◽  
Innovative Management ◽  
The World

In the world economic space there is a complex transition from industrial technological system to postindustrial, in which the high tech, informatization and knowledge economy takes on the dominating role of the driving forces of development. Naturally, for such a turn of events, economic science was not well prepared, and today there is a certain gap between the practice of accelerated changes and the scientific provision of these processes. First of all, it concerns the development of a strategy and mechanisms for the development of the country's economy and identifying opportunities for realizing its innovative potential by doing innovative management. The researchers consider innovative management in their work in a number of aspects: science and art of innovative management (I. Dichkivska, P. Zavlin); kind of administrative activity in making decisions on innovations (I. Balabanov, M. Yon, V. Stadnik,); management of innovations (N. Kruglov, A. Porshnev); a system of rules of principles, norms, values orientations that regulate various spheres of innovation activity (V. Vasilenko, L. Oholova). In innovative management, the methods of socio-psychological series, heuristic and collegial (I. Ansoff, B. Gates, L. Karuushkha, A. Morita) prevail. There is a change in the general functions, structure and objectives of management (L. Danilenko, L. Oholova), there are special means and forms of organization of innovation activity (V. Vasilenko, L. Vashchenko).The study of literary sources and their generalization shows the importance of this issue, and requires a more in-depth study and analysis of international experience in implementing innovative measures. The research objective. The main purpose of this study is to analyze measures to stimulate innovation development in the countries of the world, assessment of their effectiveness, as well as consideration of the directions on the basis of their activation of innovation activity in Ukraine. The article reveals the essence of the concept of "innovative management", analyzes the international experience in implementing and stimulating the innovation process. Thus, to summarize, it can be concluded that the experience of leading countries in stimulating innovation usually involves quite similar measures, namely: subsidies, tax cuts or, in some cases, tax holidays, payment of a share of R & D expenditure. The following organizations are created: informational, technical, financial support for business engaged in innovation activities. Stimulates the development of innovations at the level of universities and other scientific institutions.  Keywords: innovative management; innovative activity; innovative measures; R&D; innovation.

scholarly journals INNOVATIVE PROCESSES IN THE RUSSIAN PHARMACEUTICAL MARKET

2020 ◽  
pp. 57-64
Author(s):  
E. A. Bykova
Keyword(s):  
Pharmaceutical Industry ◽  
Innovation Management ◽  
Innovation Process ◽  
Pharmaceutical Market ◽  
Innovative Development ◽  
Management Mechanism ◽  
Technical Research ◽  
The World ◽  
Domestic Company ◽  
The Russian Federation

The definitions the concepts of “innovations” and “innovation process” have been adduced, general assessment of the position of the Russian Federation in the world in terms of investment in scientific and technical research and developments (R & D) has been given, the most investment areas in terms of the volume of expenditures on scientific and technical research and development (R & D) have been highlighted . Key arguments that justify the need for innovative development of the pharmaceutical industry in Russia have been presented. The state and structure of the pharmaceutical market in Russia have been considered, the factors of transition of the pharmaceutical industry to an innovative course of development have been specified. Clear results of the implementation of the strategy for the development of the pharmaceutical industry until 2020 have been emphasized. Examples of implementation of the innovation management mechanism at the level of a separate domestic company Biocad have been given.

scholarly journals The Strategic Management Process for Innovation Activities of OMAN Telecommunication Company (OMANTEL)

2021 ◽  
Vol 8 (10) ◽  
pp. 1-8
Author(s):  
Sultan Al Abri
Keyword(s):  
Strategic Management ◽  
Innovation Management ◽  
Innovation Process ◽  
Management Process ◽  
Sources Of Information ◽  
Innovation Activities ◽  
Strategic Approach ◽  
Innovative Environment ◽  
Telecommunication Company ◽  
Strategic Management Process

This research will investigate on the strategic management process of the entrepreneurship and innovation activities of Oman Telecommunication Company (OMANTEL).  It will assess the chosen organization’s (Omantel) characteristic that is facilitating innovative process, implement activities that establishes an innovative environment within the structure of an organisation and analyse the strategic approach of the company’s innovation management.  Moreso, this will also outline a discussion on the dynamics and characteristics of Omantel company and how the ICV policy could be improved; and  will analyse as well the strategic management process adopted by Omantel company in driving entrepreneurship and innovation. To achieve these objectives, the relevant sources of information to be utilized include online articles, books and relevant entrepreneurship, innovation and SME journals.  Finally, recommendations were made to improve the organization’s innovation process; foremost of which  is a program that would provide new skills and knowledge to employees to foster creativity and innovation across organization.

Stakeholder management in open innovation projects: a multiple case study analysis

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrea Urbinati ◽  
Paolo Landoni ◽  
Francesca Cococcioni ◽  
Ludovico De Giudici
Keyword(s):  
Project Management ◽  
Open Innovation ◽  
Stakeholder Management ◽  
Multiple Stakeholders ◽  
Content Type ◽  
Innovation Research ◽  
Science And Technology Parks ◽  
Innovation Activities ◽  
Innovation Projects ◽  
Resources And Capabilities

PurposeIn recent years, companies have started to open up their Research and Development (R&D) and their innovation activities to external partners. They aim to access new resources and capabilities and to gain shorter time-to-markets. However, as several studies have shown, it can be difficult to manage collaborative (open) innovation projects to achieve desired outcomes. Starting from this premise, the paper investigates how project stakeholder management is different in open innovation projects from traditional R&D projects.Design/methodology/approachThe study has a qualitative nature and is based on the interpretative paradigm with an inductive orientation. The paper leverages interviews with experts involved in open innovation projects conducted in two Science and Technology Parks between Sweden and Italy.FindingsThe analysis shows how companies manage multiple stakeholders in open innovation projects and the peculiarities project stakeholder management faces in these projects when compared with traditional R&D projects. The paper shows how the relationships with external partners in open innovation projects are regulated by informal identification and analysis frameworks, which reduce the tensions deriving from these multiple collaborations. In addition, it underlines a set of good practices, and project management aspects for developing effective absorptive capacity of know-how, resources, and capabilities from external stakeholders in open innovation projects.Originality/valueThe paper analyzes for the first time how companies manage multiple stakeholders in open innovation projects in a different way from traditional R&D projects. Furthermore, the paper introduces a shift in the focus of the analysis: it focuses on the level of the project conducted through multiple collaborations instead of on the level of the firms involved in the project. Finally, the paper integrates open innovation research with project management research.

How to Integrate Suppliers into the Innovation Process? An Explorative Case of Champion Formalization in the Purchasing Department in Times of Open Innovation

2017 ◽  
Vol 14 (06) ◽  
pp. 1750036 ◽  
Author(s):  
Maximilian A. Maier ◽  
Peter Rück ◽  
Alexander Brem
Keyword(s):  
Open Innovation ◽  
Success Factors ◽  
Single Case ◽  
Innovation Management ◽  
Innovation Process ◽  
Success Stories ◽  
Innovation Activities ◽  
Purchasing Department ◽  
Development Teams

Literature on the champion theory proposes the informal character of the champion’s role and also notes difficulties in institutionalizing it. Nevertheless, formally institutionalized roles that seem to fit the description of a champion can be recognized in organizations, especially as enablers of open innovation activities. However, research cannot answer how this institutionalization occurs and which factors influence it. To answer these questions, we investigate a unique single case in which a champion role was institutionalized in the purchasing department of a multinational company. The new role’s task is to identify, select, and integrate supplier innovations. Our results indicate that the informal role of the champion can be successfully institutionalized when certain success factors are considered, which are management commitment, use of success stories, and matching of champions with research and development teams. We contribute to innovation management literature by using the well-established champion theory to explain how and why large multinational companies formally establish the role of the innovation champion. Our research offers pathways for further research about both, the antecedents and the consequences of role formalization. Practitioners can build on the success factors derived in this study when formally implementing innovation champions as enablers of open innovation activities.

Characteristics of supplier performance measurement systems in collaborative innovation projects: the role of the purchasing department

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrea Patrucco ◽  
Federico Frattini ◽  
Anthony Di Benedetto
Keyword(s):  
Performance Measurement ◽  
Innovation Management ◽  
Content Type ◽  
Measurement Systems ◽  
Purchasing Department ◽  
Supplier Performance ◽  
Innovation Projects ◽  
Management Literature ◽  
Performance Measurement Systems

Purpose In the wake of the growing popularity of the open innovation approach, leveraging suppliers as external sources of innovation has attracted increasing interest from scholars and practitioners. Successful supplier involvement largely depends on an effective performance measurement process, but both supply chain management and innovation management literature have paid limited attention to this aspect. This paper aims to fill this gap by illustrating how companies measure the performance of the suppliers involved in their innovation projects and what role is played by the purchasing department. Design/methodology/approach This study interviews project stakeholders from nine different organizations acting as focal companies in the supply chains of various industries. This paper complements this on-field information with a vast amount of data collected from secondary project documents. Structured data coding and analysis allow us to discuss how companies redesign their performance measurement systems to ease the collaboration with suppliers in innovation and what factors underly these decisions. Findings The findings show that, in many cases, supplier performance measurement systems deviate from their typical characteristics to support collaboration in innovation projects. They integrate quantitative and qualitative measures, include contributions from different project stakeholders and are oriented toward high visibility and transparency with suppliers. A more substantial redesign of these systems is favored when purchasing is assigned to strategic project responsibilities and possesses higher absorptive capacity. Originality/value The results complement the knowledge for the supply chain management field, where supplier performance measurement systems have been discussed in the context of traditional buyer-supplier relationships, but not comprehensively in innovation projects and not considering the role of purchasing. Findings also contribute to the innovation management literature, which has mostly focused on what aspects need to be measured for innovation partners, rather than how to manage the performance measurement process in practice.

Towards the Functional Roles of an Innovation Laboratory as a Platform for Innovation

2017 ◽  
Vol 8 (1) ◽  
pp. 32-49 ◽  
Author(s):  
Atia Bano Memon ◽  
Kyrill Meyer
Keyword(s):  
Research Methodology ◽  
Innovation Management ◽  
Innovation Process ◽  
Main Question ◽  
Business Organizations ◽  
Functional Roles ◽  
Potential Source ◽  
Innovation Projects ◽  
Successful Innovation ◽  
Case Based

The main question guiding this paper is ‘how are innovation laboratories a potential source of assistance for businesses in undertaking innovation projects?' Because of the focused and case-based nature, the extant literature on innovation laboratories falls insufficient in explaining the functional contributions of innovation laboratories towards a systematic, efficient, effective, and ultimately successful innovation management of products, processes and services of business organizations. In this esteem, the present study examines the current practices and functioning of innovation laboratories in field settings by employing a multistep research methodology. As a result, eight key functionalities and thirty associated offerings of innovation laboratories that add substantial value in maximizing the chances of success are herein determined and discussed. Moreover, the findings reveal that a particular innovation laboratory focuses on only a subset of identified functionalities and thereby influences the innovation process at a different stage and in a different manner. Accordingly, the paper debates the impacts of different functionalities towards the innovation process.

scholarly journals INTEGRATION OF INNOVATION THROUGH ANALYTICAL HIERARCHY PROCESS (AHP) IN PROJECT MANAGEMENT AND PLANNING

2019 ◽  
Vol 25 (2) ◽  
pp. 258-276 ◽  
Author(s):  
Murat Gunduz ◽  
Mohammed Alfar
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Analytical Hierarchy Process ◽  
Innovation Management ◽  
Innovation Process ◽  
Relative Importance ◽  
Importance Index ◽  
Project Management Professionals ◽  
Innovation Barriers ◽  
Hierarchy Process

This paper examines the concept of innovation management in the construction industry by studying the major components of the innovation process such as the major drivers of innovation, barriers and obstacles that prevent innovation, the enablers that motivate innovation, the practices of innovation, and the benefits of innovation both at project and company level. This paper is based on the data collected by means of structured questionnaires and analyzed throughsurvey analysis. The survey, which consisted of 46 factors involved in the innovation process, was distributed to 121 different participants, and the collected data were analyzed by the relative importance index (RII), as well as the analytical hierarchy process (AHP). The RII rankings feed the AHP analysis as the first step to rank the factors. Later, the factors are ranked according to the AHP analysis. Based on these rankings, recommendations are made to contractors, consultants, project management professionals, owners and suppliers.

EMERGENCE OF INNOVATION CHAMPIONS: DIFFERENCES IN THE R&D COLLABORATION PROCESS BETWEEN SCIENCE AND INDUSTRY

2018 ◽  
Vol 22 (08) ◽  
pp. 1840008 ◽  
Author(s):  
THOMAS HAMADI ◽  
JENS LEKER ◽  
KLAUS MEERHOLZ
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Innovation Process ◽  
Organisational Innovation ◽  
Dynamic View ◽  
Innovation Projects ◽  
Innovation Project ◽  
Collaboration Process ◽  
The Right

Innovation champions have been subject in various innovation management studies which showed that the existence of innovation champions is beneficial for innovation projects in various ways. However, innovation champion theory lacks understanding at what point in various innovation phases different innovation champions promote a project. By taking a dynamic view on the emergence of innovation champions in the inter-organisational innovation process, we show that it is not important that innovation champions exist all the time in an open innovation project, but at the right time. Furthermore, by analysing science-industry R&D collaboration projects, we provide insights in the innovation champion differences between science and industry partners and in the specific contributions these roles make for each partner.

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