scholarly journals Collaboration through EIP-AGRI Operational Groups and their role as innovation intermediaries´

New Medit ◽  
2021 ◽  
Vol 20 (3) ◽  
Author(s):  
Keyword(s):  
Factor Analysis ◽  
Development Policy ◽  
Online Survey ◽  
Process Management ◽  
Innovation Process ◽  
Institutional Support ◽  
Innovation Activities ◽  
Innovation Intermediaries ◽  
Rural Development Policy ◽  
Agricultural Innovation Systems

In the context of EU rural development policy, one of the proposed actions is the formation of Operational Groups (OGs). These OGs are part of the framework of the European Innovation Partnership on Agricul-tural Productivity and Sustainability (EIP-AGRI). The objective of this policy is to promote sustainable and applicable solutions to agricultural problems. OGs can be thought of as innovation intermediaries. Their functions have been addressed in the literature on agricultural innovation systems. To advance the research in this area, the objective of this study is to identify the innovation intermediary functions of Spanish OGs by drawing upon the opinions of their members. An online survey was conducted to collect data from members of Spanish EIP-AGRI OGs. The questionnaire asked members about the characteris-tics and functions of their OGs. More specifically, it also collected evaluations of the performance of OGs in certain innovation activities. The results of an exploratory factor analysis reveal that Spanish OGs perform three main functions: innovation process management, demand articulation, and institutional support and innovation brokering.

Development of Innovation Process Model Using S-BPM Approach

2013 ◽  
Vol 5 (1) ◽  
Author(s):  
ALEXANDER GROMOFF ◽  
JULIA STAVENKO ◽  
KRISTINA EVINA ◽  
NIKOLAY KAZANTSEV
Keyword(s):  
Process Model ◽  
Process Management ◽  
Ad Hoc ◽  
Empirical Studies ◽  
Innovation Process ◽  
Innovation Activities ◽  
Cross Platform ◽  
Platform System ◽  
The Given ◽  
Unstructured Information

The innovation process management increasingly gains importance due to tough competition and constantly changing business external and internal environments. In this article, different approaches to the innovation process management are compared. Then some requirements of implementing and managing innovation processes are introduced considering the ad-hoc nature of innovation activities. After that overall innovation process model is proposed with incorporation of expert communities consisting of internal and external experts among employees, suppliers, consumers, research institutions and competitors. As a result a flexible and useful innovation process model is presented based on a theoretical framework, empirical studies and S-BPM approach. The given research was held in a frame of the contract № 13.G25.31.0096 with the Ministry for Education and Science of Russian Federation «Creation of hi-tech manufacture of unstructured information processing in cross-platform system on the open source software basis in order to increase management efficiency of innovative activity of enterprises in modern Russia».Keywords: Business Management, Innovation, innovator, innovative process, expert,s-bpm, descriptive design, Moscow, Russia

scholarly journals Company Value Creation through Effective Innovation Process Management

2016 ◽  
Vol 4 (3) ◽  
pp. 65-78 ◽  
Author(s):  
Miroslav Špacek ◽  
Emil Vacík
Keyword(s):  
Value Creation ◽  
Process Management ◽  
Control Process ◽  
Innovation Process ◽  
Innovation Activities ◽  
Company Value ◽  
Innovative Products ◽  
Gate Control ◽  
Development Spending ◽  
Sales Funnel

Company value creation is considered a significant metric to measure corporate success. One possible method is the launch of innovative products that potentially attract new customers and capture a reasonable market share. This discussion highlights examples wherein heightening innovation activities through incremental increases in Research and Development spending, the number of innovative products in the sales funnel, as well as those innovative products in the marketplace impact company value. Yet, another company value driver, worthy of consideration, is the effective management of innovation processes. The Stage Gate Control Process embodies a recognized framework for effective innovation process management.  Central to this manuscript is the case of PharmaComm, a pharmaceutical company that developed a customized version of the Stage Gate Control Process.  By this way PharmaComm accelerated new products development and shortened time to launch.  In adapting this methodology, it multiplied company value during the acquisition process.

Knowledge-oriented leadership and technology standard innovation: a temporary-team perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hong Jiang ◽  
Kazuyuki Motohashi ◽  
Wentao Liu ◽  
Xu Zhang
Keyword(s):  
Knowledge Integration ◽  
Innovation Process ◽  
Underlying Mechanism ◽  
Mediating Effect ◽  
Technology Standards ◽  
Content Type ◽  
Innovation Activities ◽  
Technology Standard ◽  
Member Exchange ◽  
Knowledge Intensive

Purpose This study aims to investigate the relevance of knowledge-oriented leadership (KOL) to technology standard innovation (TSI) from a temporary-team perspective. The mediating and moderating effect on knowledge integration (KI) and leader–member exchange (LMX) is emphasized. Design/methodology/approach The conceptual model is built based on an exhaustive literature review and is empirically tested in terms of a sample of 341 Chinese individuals with TSI experience. Quantitative analysis was performed using a questionnaire with the bootstrapping method used to demonstrate the mediating effect of KI. Findings The empirical results of this study prove that KI mediates the relationship between KOL and TSI. The authors deduce that LMX moderates the positive relation between KOL and KI. Originality/value Few studies have investigated the innovation activities of technology standards from a temporary-team perspective. To the best of the authors’ knowledge, this is the first study to look into the underlying mechanism of KOL in TSI. This research deepens the analysis by introducing LMX’s moderating role in the innovation process of technology standards, thereby providing valuable insights for leaders of innovation activities of technology standards and illuminating new aspects of knowledge-intensive temporary-team management.

Neue Geschäftsmodelle in der Life Science Industrie durch einen ganzheitlichen Innovationsprozess

2021 ◽  
Vol 62 (1) ◽  
pp. 17-29
Author(s):  
Ouelid Ouyeder ◽  
Julia Hitzbleck ◽  
Henning Trill
Keyword(s):  
Business Models ◽  
Design Thinking ◽  
Life Science ◽  
Real Life ◽  
Idea Generation ◽  
Innovation Process ◽  
Innovation Activities ◽  
New Business ◽  
End To End ◽  
Lean Startup

Abstract The aim of this paper is to introduce an end-to-end development process for non-biomedical innovation and new business models of a Life Science company that integrates different methods such as Design Thinking, Lean Startup, Agility and others within one framework. Since 2016 this innovation process is an essential part of the internal Employee Innovation program and proves its applicability in a real-life setting. Projects teams develop and implement their new digital business models successfully by taking the introduced innovation process as guideline. This process enables the Life Science organization to run two global entrepreneurship programs (Catalyst Fund and Catalyst Box) that foster customer focus with fast and evidence-based experimentation. The article encompasses a real-life case study out of the Catalyst Fund program about the Farm Advisory Team from India. By using this example each phase of the innovation process is described schematically. Idea generation is easy-to-apply, but the implementation of ideas is one of the biggest challenges in larger corporations. The proposed end-to-end innovation process connects the dots of different innovation methods and provides guidance to company decision makers and project teams in order to structure their business model innovation activities/strategy and discussions. Zusammenfassung Das Ziel dieses Beitrags ist es, einen durchgängigen Innovationsprozess für nicht-biomedizinische Lösungen und Geschäftsmodelle eines Life-Science-Unternehmens vorzustellen, der verschiedene Methoden wie Design Thinking, Lean Startup, Agilität und andere innerhalb eines Gestaltungsrahmens integriert. Seit 2016 ist der Innovationsprozess ist ein wesentlicher Bestandteil des internen Employee Innovation Programms und beweist seine Anwendbarkeit in einem realen Umfeld. Projektteams entwickeln und implementieren ihre neuen digitalen Geschäftsmodelle erfolgreich, indem sie den vorgestellten Innovationsprozess als Leitfaden nutzen. Dieser Prozess ermöglicht es dem Life-Science-Unternehmen, zwei globale Entrepreneurship-Programme (Catalyst Fund und Catalyst Box) durchzuführen, die den Kundenfokus mit schnellen und evidenzbasierten Experimenten fördern. Der Artikel umfasst eine reale Fallstudie aus dem Catalyst Fund Programm über das Farm Advisory Team aus Indien. Anhand dieses Beispiels wird jede Phase des Innovationsprozesses schematisch beschrieben. Die Ideengenerierung ist leicht anwendbar, aber die Umsetzung von Ideen ist eine der größten Herausforderungen in größeren Unternehmen. Der vorgeschlagene End-to-End-Innovationsprozess integriert die verschiedenen Innovationsmethoden und bietet Entscheidungsträgern und Projektteams in Unternehmen eine Anleitung, um ihre Aktivitäten bzw. Strategie und Diskussionen zur Geschäftsmodellinnovation zu strukturieren.

Understanding the relationship between organizational culture and inbound open innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Franz Barjak ◽  
Fabian Heimsch
Keyword(s):  
Corporate Culture ◽  
Open Innovation ◽  
Innovation Process ◽  
External Pressure ◽  
External Control ◽  
Specific Situation ◽  
Content Type ◽  
Process Innovations ◽  
Innovation Activities ◽  
The Relationship

PurposeThe relationship between corporate culture and inbound open innovation (OI) has been limited to two sub-constructs: a culture for openness and an innovation culture, but until now a richer conceptualization of corporate culture is missing.Design/methodology/approachThe authors apply Quinn and Rohrbaugh's (1983) competing values framework and regress these together with company internal and external control variables on five measures of inbound OI, reflecting product innovation, process innovation and the sourcing of innovation activities. The authors use data from a survey of more than 250 Swiss companies, primarily SMEs.FindingsThe importance of the firms' market environments suggests that the results are affected by the specific situation in which the firms found themselves at the time of the survey: after a strong currency shock, inbound OI activities seem to be a reaction to external pressure that favored planning and rule-oriented (formal) cultures to implement cost-cutting process innovations.Practical implicationsCompanies should develop a vision and a strategy, ensure open and transparent communication, have suitable reward and support mechanisms in place, adjust structures and processes, and institutionalize and formalize any change whenever they are confronted with a situation that requires a quick reaction and an adjustment to their degree of openness.Originality/valueThe paper clarifies the relationship between cultural traits and inbound OI, using a well-established understanding of corporate culture and differentiating between innovation types. It points to the importance of the external environment in order to understand the role of culture.

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