scholarly journals Conceptualizing the Innovation Process – Trends and Outlook

2017 ◽  
Author(s):  
Maxim Kotsemir ◽  
Dirk Meisner
Keyword(s):  
Driving Forces ◽  
Innovation Management ◽  
Management Strategies ◽  
Innovation Process ◽  
Process Models ◽  
Management Approach ◽  
Conceptual Approach ◽  
Advantages And Disadvantages ◽  
Process Understanding ◽  
Process Trends

Available at SSRN: https://ssrn.com/abstract=2249782 or http://dx.doi.org/10.2139/ssrn.2249782This paper introduces the evolving understanding and conceptualization of innovation process models. From the discussion of different approaches towards the innovation process understanding and modeling two types of approaches to the evolution of innovation models are developed and discussed. First the so-called innovation management approach which focuses on the evolution of the company innovation management strategies in different socioeconomic environments. Second is the analysis the evolution of innovation models themselves in conceptual sense (conceptual approach) as well as analysis of theoretical backgrounds and requirements for these models.The main focus of analysis in this approach is on advantages and disadvantages of different innovation models in their ability to describe the reality of innovation processes. The paper focuses on the advantages and disadvantages as well as potentials and limitations of the approaches and also proposes potential future developments of innovation models as well as the analysis of driving forces that underlie the evolution of innovation models recently.Available at SSRN: https://ssrn.com/abstract=2249782 or http://dx.doi.org/10.2139/ssrn.2249782

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.

Cyient: enabling innovation through idea tree initiative

2020 ◽  
Vol 10 (3) ◽  
pp. 1-26
Author(s):  
Nidheesh Joseph ◽  
Upam Pushpak Makhecha
Keyword(s):  
Innovation Management ◽  
Innovation Process ◽  
Cost Savings ◽  
Cost Effective ◽  
Process Models ◽  
Innovation Activity ◽  
Business Unit ◽  
Content Type ◽  
Academic Level ◽  
Digital Format

Learning outcomes The case would help students to learn the concept of high involvement innovation activity and how to apply it in large service organizations to increase innovation involvement. The case will help the students to reflect on the significance of organizing structure and culture of an organization for enabling innovation and innovation process models. The case would further help the students to develop the skill to plan and implement simple, innovative innovation process models which will increase the ideation capabilities of the organization. The students will also be able to understand the role of informal learning in innovation and how to facilitate it. Case overview/synopsis Cyient – a global services firm – had always focused on innovation as a key strategic capability winning various annual client awards for over a decade. However, in 2012, Cyient missed the innovation awards which led to the introduction of Idea Tree initiative in Aerospace & Defense (AED) business unit of Cyient. Cyient was able to co-create patents and offer cost savings to its clients through the Idea Tree initiative. This cost-effective and unique initiative resulted in re-organizing the structure (from formal to a quasi-formal), culture (open to new ideas, mistakes and failures) and process (stage-gate) inside Cyient AED business unit. However, Idea Tree also suffers from challenges such as lack of a digital format, lack of corporate presence across Cyient and its highly informal nature. In this context, the CEO wants to review the Idea Tree initiative to decide on its future in Cyient. Complexity academic level The case is suitable for teaching multiple facets of innovation for MBA and Executive MBA classes in core Strategy, Managing Organizations and Entrepreneurship and for elective courses such as Innovation Management, Organizing for Innovation or HRM for Innovation. The case is suitable for both fresher and experienced participants. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 6: Human Resource Management.

scholarly journals Pioneering Strategies in Retail Settings: An Empirical Study of Successful Practices

2020 ◽  
Vol 15 (4) ◽  
pp. 643-663
Author(s):  
Marco Savastano ◽  
Sorin Anagnoste
Keyword(s):  
Empirical Study ◽  
Qualitative Analysis ◽  
Innovation Management ◽  
Management Strategies ◽  
Innovation Process ◽  
Limited Attention ◽  
Innovation Characteristics

AbstractAlthough innovating in the physical stores has become a challenge for retailers, previous studies provided insights based primarily on consumers’ and employees’ acceptance of technology, with limited attention towards specific practices for successful adopting innovations. Starting from a qualitative analysis of pioneering strategies adopted by a sample of 50 retailers in the Dutch market, this research is devoted to a broad investigation of the innovation management strategies with emphasis on the choice to be the first to innovate. Our findings provide a correlation between the pioneer practices and the sales outcomes, by describing the more favourable conditions for adopting this strategy in terms of time, place and innovation characteristics (i.e., typology). These results would support retailers in the choice of innovating and managing the innovation process.

SUPPORTING SYSTEMS INNOVATION

2000 ◽  
Vol 04 (03) ◽  
pp. 277-297 ◽  
Author(s):  
LAWRENCE DOOLEY ◽  
KATHRYN CORMICAN ◽  
SIOBHAN WREATH ◽  
DAVID O'SULLIVAN
Keyword(s):  
Case Studies ◽  
Manufacturing Industry ◽  
Management Practice ◽  
Innovation Management ◽  
Innovation Process ◽  
Integrated Approach ◽  
Management Approach ◽  
Self Assessment ◽  
Organisational Innovation ◽  
Good Management Practice

Many researchers and practitioners contend that organisations should respond to changing market need and create competitive advantage through innovation and creativity. Each year, organisations expend significant resources developing new products and processes and yet research shows that more than half of these initiatives fail. Successful organisations are not innovative by accident; they deliberately manage their innovation process. In order to effectively manage the innovation process, organisations must utilise proven approaches to "lever" innovation within the organisation. This paper proposes an approach to managing systems innovation that centres on the process of organisational innovation and good management practice. This approach aims to provide a more integrated approach to systems innovation that will make it more systemic and improve its likelihood of success. This paper's main objective is to present a Systems Innovation Self-Assessment (SISA) tool. This tool is derived from the Systems Innovation Management approach, together with the findings of a series of case studies undertaken of the Irish manufacturing industry. This tool allows organisations to assess their progress towards developing an environment supportive of systems innovation. A number of observations obtained from these case studies are also presented.

scholarly journals Revisiting Rogers: the diffusion of his innovation development process as a normative framework for innovation managers, students and scholars

2019 ◽  
Vol 6 (4) ◽  
pp. 73-97 ◽  
Author(s):  
Angele Marie Beausoleil
Keyword(s):  
Development Process ◽  
Innovation Management ◽  
Innovation Process ◽  
Business Managers ◽  
Innovation Development ◽  
Normative Framework ◽  
Process Understanding ◽  
Management Function ◽  
Process Theories ◽  
Original Innovation

Innovation has evolved into a core management function for most organizations. Business managers, regardless of sector or firm size, now require an understanding of and practice with the innovation process in order to develop a competence with navigating its winding path. To effectively engage in innovation processes, individuals require a distinct set of knowledge, aptitude and skills, or key innovative competencies. This paper examines a broad multidisciplinary literature focused on how innovation happens and the normative elements of its process, to inform key innovative competencies across its many phases. Through document analysis, empirically-based innovation process theories and models are examined with the intent to discover and propose a normative framework. The literature review provides a broad classification of innovation process descriptions and phases reflecting Everett Rogers’ original innovation-development process (IDP). Rogers’ IDP is proposed as a normative framework from which individual innovative competencies are identified and classified. Both the framework and typology are proposed as guides for innovation process understanding, participation and management. For innovation researchers and educators, this article suggests an innovation process normative framework may act as a recipe for further research on innovative competencies and innovation management pedagogical models.

Complexity, Networks & Learning: Integrative Themes for Research on Innovation Management

1997 ◽  
Vol 01 (01) ◽  
pp. 1-21 ◽  
Author(s):  
Joe Tidd
Keyword(s):  
New Product Development ◽  
Innovation Management ◽  
Innovation Process ◽  
New Product ◽  
Innovation Network ◽  
Comprehensive Model ◽  
Market Knowledge ◽  
Management Of Innovation ◽  
Organisational Factors ◽  
Process Complexity

Research on the management of innovation has been highly fragmented, and to a large extent non-cumulative. Much of the research has been conducted within three separate disciplines, with relatively little overlap or interaction: the management of research and development or technology; new product development and marketing; and organisational development and change. In this paper, we identify a number of emergent themes which have the potential to integrate these diverse streams of research, and result in a more comprehensive model of the innovation process: complexity, networks and learning. We argue that the innovation process is inherently complex, and therefore we need better characterisations of the technological, market and organisational contingencies which affect the opportunity for innovation. With growing complexity, the focus shifts from competencies based on internal assets such as R&D activities and intellectual property, to the position of a firm within an innovation network and competencies based on its relationships with other organisations. Finally, too much research has been pre-occupied with how firms develop and exploit narrow competencies based on prior experience, rather than how firms acquire new competencies. A focus on organisational learning may provide a richer explanation of the organisational factors which affect the acquisition of new technological and market knowledge.

Driving forces and management strategies for estuaries in northern China

2010 ◽  
Vol 4 (1) ◽  
pp. 51-58 ◽  
Author(s):  
Anning Suo ◽  
Dongzhi Zhao ◽  
Fengshou Zhang ◽  
Huaru Wang ◽  
Fengqiao Liu
Keyword(s):  
Driving Forces ◽  
Management Strategies ◽  
Northern China

SOCIO-ECONOMIC ESSENCE AND CONTENT OF THE CATEGORIES «INNOVATION PROCESS» AND «INNOVATIVE ACTIVITY» (QUESTIONS OF THEORY AND METHODOLOGY)

2021 ◽  
Vol 1 (181) ◽  
pp. 28-38
Author(s):  
A.A Stepanov ◽  
◽  
M.V. Savina ◽  
I.A Stepanov ◽  
◽  
...  
Keyword(s):  
Critical Analysis ◽  
Innovation Management ◽  
Innovation Process ◽  
Digital Transformation ◽  
Innovative Activity ◽  
Innovation Activity ◽  
Economic Paradigm ◽  
Points Of View ◽  
The Moment ◽  
Functional Process

Based on a critical analysis of the authors’ various points of view on the content of the concepts of “innovation process” and “innovation activity” from the standpoint of modern concepts of innovation management in the era of information and digital transformation, the features of interrelated categories of the innovation process and innovation activity reflecting transformational changes in the moment are clarified and disclosed and the perspective of an innovative economic paradigm and perceived through the specifics and features of functional process-activity metamorphoses.

scholarly journals Placenta accreta spectrum disorders—experience of management in a German tertiary perinatal centre

2020 ◽  
Author(s):  
Anja Bluth ◽  
Axel Schindelhauer ◽  
Katharina Nitzsche ◽  
Pauline Wimberger ◽  
Cahit Birdir
Keyword(s):  
Caesarean Section ◽  
Blood Loss ◽  
Placenta Accreta ◽  
Caesarean Section Rate ◽  
Management Strategies ◽  
Management Approach ◽  
Optimal Setting ◽  
Placenta Accreta Spectrum ◽  
Management Approaches

Abstract Purpose Placenta accreta spectrum (PAS) disorders can cause major intrapartum haemorrhage. The optimal management approach is not yet defined. We analysed available cases from a tertiary perinatal centre to compare the outcome of different individual management strategies. Methods A monocentric retrospective analysis was performed in patients with clinically confirmed diagnosis of PAS between 07/2012 and 12/2019. Electronic patient and ultrasound databases were examined for perinatal findings, peripartum morbidity including blood loss and management approaches such as (1) vaginal delivery and curettage, (2) caesarean section with placental removal versus left in situ and (3) planned, immediate or delayed hysterectomy. Results 46 cases were identified with an incidence of 2.49 per 1000 births. Median diagnosis of placenta accreta (56%), increta (39%) or percreta (4%) was made in 35 weeks of gestation. Prenatal detection rate was 33% for all cases and 78% for placenta increta. 33% showed an association with placenta praevia, 41% with previous caesarean section and 52% with previous curettage. Caesarean section rate was 65% and hysterectomy rate 39%. In 9% of the cases, the placenta primarily remained in situ. 54% of patients required blood transfusion. Blood loss did not differ between cases with versus without prenatal diagnosis (p = 0.327). In known cases, an attempt to remove the placenta did not show impact on blood loss (p = 0.417). Conclusion PAS should be managed in an optimal setting and with a well-coordinated team. Experience with different approaches should be proven in prospective multicentre studies to prepare recommendations for expected and unexpected need for management.

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.

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