Open Innovation Maturity

2012 ◽  
Vol 2 (1) ◽  
pp. 92-111 ◽  
Author(s):  
Hagen Habicht ◽  
Kathrin M. Möslein ◽  
Ralf Reichwald
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Maturity Model ◽  
Management Framework ◽  
Individual Level ◽  
Capability Maturity ◽  
Good To Great ◽  
Parallel Case ◽  
The Individual ◽  
Multidimensional Concept

Many firms are eager to tackle the challenge of moving from good to great innovators with the help of open innovation. However, a considerable number of open innovation projects fail because firms are not ready to fully engage in open innovation. They lack knowledge about how to manage its multiple facets. Drawing on a capability maturity approach, the authors propose a competence management framework to support the development of open innovation maturity – an organization’s excellence in conducting open innovation. Management categories and maturity levels are inductively identified and reflected in the context of prominent literature. The resulting Open Innovation Maturity model is based on insights from 12 parallel case studies and two open innovation pilots covering the software and the airport industry. Empiric results show that competences on the process level and on the individual level impact the success of open innovation. Hence, Open Innovation Maturity is a multidimensional concept describing the overall capacity of a firm to successfully engage in and make use of open innovation.

scholarly journals The Interaction of Organizational Capabilities and Individual Competences for Open Innovation in Small and Medium Organizations

2019 ◽  
Vol 85 ◽  
pp. 148-175
Author(s):  
Ilma Pranciulytė-Bagdžiūnienė ◽  
Monika Petraitė
Keyword(s):  
Open Innovation ◽  
Strategic Thinking ◽  
Innovation Performance ◽  
Organizational Capabilities ◽  
Organizational Skills ◽  
Individual Level ◽  
Mediating Role ◽  
Business Environments ◽  
The Individual

Open innovation serves as a principal paradigm for success in diverse and dynamic business environments, as it gives the promise of a better-marked acceptance, a higher level of novelty, and managed innovation risks. However, SMEs face a critical challenge in developing open innovation capabilities and establishing new organizational processes that would empower employees to perform in open innovation regimes. We analyze the mediating role of organizational capabilities for employing and facilitating individual competences for innovation performance improvement as based on a survey of 266 SMEs. This study aimed to identify links between organizational capabilities and individual comp etences in AI for innovation performance in SMEs. The results of our study showed that organizational capabilities in AI at the level of organizations play a role as a mediator between competences for AI at the individual level and the progress of innovations. Considering that organizational skills in AI (organizational culture openness, organizational learning and trust, knowledge management systems, etc.) are strong organizational tools that help to increase the efficiency of AI and individual competences (to enhance employee creativity, enhance interaction with partners) as well as management competences (flexibility, ability to work with various professional communities, strategic thinking, etc.). This study partially refutes the assumptions that SMEs can only achieve innovative progress through individual competences in AI. Organizational capabilities in AI are also very important for AI implementation.

scholarly journals Technology maturity assessment of micro and nano manufacturing processes and process chains

2017 ◽  
Vol 232 (8) ◽  
pp. 1362-1383 ◽  
Author(s):  
Pierre C Vella ◽  
Stefan S Dimov ◽  
Roussi Minev ◽  
Emmanuel B Brousseau
Keyword(s):  
Software Engineering ◽  
Systematic Approach ◽  
Capability Maturity Model ◽  
Manufacturing Processes ◽  
Maturity Model ◽  
Capability Maturity ◽  
Maturity Assessment ◽  
Process Chains ◽  
Manufacturing Technologies ◽  
The Individual

This article presents a systematic approach for assessing the maturity of manufacturing technologies. A methodology is proposed that is based on modelling the capability of the individual processes and technology interfaces between them. It is inspired by a capability maturity model which has been applied successfully in the field of software engineering. The methodology was developed to assess the maturity levels of individual processes and the combined maturity of pairs or chains of processes. To demonstrate its validity, it was applied for assessing the maturity of technologies in the micro and nano manufacturing domain. The results demonstrated its applicability as a tool for evaluating the maturity of micro and nano manufacturing pairs and their constituent processes. Also, it was shown that the methodology can be employed for identifying process pairs, suitable for integration in process chains, together with their potential weaknesses.

scholarly journals An Evolutionary Software Project Management Maturity Model for Mauritius

10.28945/3158 ◽  
2007 ◽  
Author(s):  
Aneerav Sukhoo ◽  
Andries Barnard ◽  
Mariki Eloff ◽  
John Andrew van der Poll
Keyword(s):  
Project Management ◽  
European Countries ◽  
Software Project ◽  
Maturity Model ◽  
Software Project Management ◽  
Maturity Models ◽  
Management Framework ◽  
Capability Maturity ◽  
Software Professionals ◽  
Western European

Software project management is a relatively recent discipline that emerged during the second half of the 20th century (Kwak, 2003). Many of the software project management methodologies available today were developed in Western/European countries and research showed that there was a need to formalise a software project management framework for developing countries, in particular Africa (Muriithi & Crawford, 2003). Based on surveys and discussions with software professionals, a methodology for software project management is being proposed. The methodology is based on a maturity model as Mauritius is faced with a shortage in skilled professionals. So far, few organisations in Mauritius have been found to be using software project management methodologies developed in Western/European countries. Most maturity models, for example Capability Maturity Model Integration (CMMI) and Kerzner’s maturity model, have five maturity levels. The trend is towards the development of maturity models that have fewer maturity levels. For example, the Organisational Project Management Maturity Model (OPM3) and Prince 2 Maturity Model have been developed with three maturity levels.

scholarly journals Multi-level Approach to the “Social Marketing” Context for Innovation: Impact on Organizational Relationships

2016 ◽  
Vol 8 (2) ◽  
pp. 24 ◽  
Author(s):  
Katarzyna Szczepanska-Woszczyna ◽  
Mohammed Nadeem
Keyword(s):  
Organizational Context ◽  
Process Management ◽  
Innovation Management ◽  
Innovation Process ◽  
Organizational Level ◽  
Organizational Relationships ◽  
Individual Level ◽  
The Social ◽  
Multi Level ◽  
The Individual

<p>The aim of the article is to explore the social aspects of innovation at three levels of research: individual, group, and organization. A multi-level approach enhances the understanding of how organizational context shapes and is shaped by the actions and perceptions of individuals. It may provide more precise research findings and more rigorous theory testing by clarifying the level of analysis. A resource-based approach and adaptation theories are used in relation to the organizational level, while at the individual level, psychological theories are applied. We propose a theoretical approach which could link creativity and competencies at the individual level, managerial / leader action and organizational culture with innovation to marketing innovation as a process and outcome of organizational level. The earlier studies used the approach that focused attention on the innovation process and innovation outcomes rather than on developing the ability to take specific innovative action and focused research on the selected level of innovation process management. It is therefore necessary to take into account the complexity of the research subject and include the actual problems resulting from the needs of multi-level innovation management and respect for the diversity of its conditions in the research.</p>

scholarly journals The Idea Maturity Model — A Dynamic Approach to Evaluate Idea Maturity

2019 ◽  
Vol 16 (05) ◽  
pp. 1950030 ◽  
Author(s):  
Josef Gochermann ◽  
Ingo Nee
Keyword(s):  
Dynamic State ◽  
Service Development ◽  
Maturity Model ◽  
Dynamic Approach ◽  
Maturity Models ◽  
Capability Maturity ◽  
Static Approach ◽  
Individual Evaluation ◽  
The Individual ◽  
First Time

In idea creation and assessment processes, the accruement and the description of an idea are mostly allocated to a fixed point in time, defined as the end of the generating process and the start of the idea assessment. This static approach does not fit the reality in industrial idea processes. A dynamic approach for idea assessment is therefore introduced. An idea is not seen as a static but as a dynamic state, characterized by different degrees of maturity. Maturity is understood as a measure of the assessability of the individual evaluation characteristics. Based on Crosby’s maturity model and classical capability maturity models, a new idea maturity model (IMM) has been developed and is introduced for the first time. The five idea maturity levels (IML) are named Initial, Awareness, Appraisability, Valuation and Realizability and harmonize well with other maturity models. The levels are described by general characteristics, although the development of the maturity model focussed on new product or service development. The compatibility of the IMM with idea assessment processes and conditions in organizations and companies has been checked.

scholarly journals Assessing the Association between Agile Maturity Model Levels and Perceived Project Success

10.28945/4519 ◽  
2020 ◽  
Author(s):  
Vaughan Henriques ◽  
Maureen Tanner
Keyword(s):  
Performance Management ◽  
Conceptual Model ◽  
Online Survey ◽  
Project Success ◽  
Future Research ◽  
Maturity Model ◽  
Capability Maturity ◽  
Continuous Delivery ◽  
The Individual ◽  
Constant Improvement

Aim/Purpose: Given the underlying philosophy of the agile manifesto, this study investigates whether an increase in agile maturity is associated with improved perceived project success. Background: The underlying philosophy of the agile manifesto is embodied in principle one which promotes the continuous delivery of software that is deemed valuable by the customer, while principle twelve encourages continual improvement of the delivery process. This constant improvement, or maturity, is not a concept unique to agile methods and is commonly referred to as a maturity model. The most common of maturity model is the Capability Maturity Model Integrated (CMMI). However, research consensus indicates CMMI might not fully be compatible with agile implementation, specifically at higher levels of maturity without sacrificing agility. Agile maturity models (AMM), which are aligned to agile principles encourage continuous improvement while maintaining agility. Methodology: The study employs a conceptual model based on an existing agile maturity model that is related to perceived project success. Using an objectivist perspective, a quantitative method was employed to analyze the results of an online survey of agile practitioners. Contribution: The significant contribution from this research is the validation of the conceptual model relating the activities and maturity levels of the AMM as the independent variables to the dependent variable of perceived project success. Findings: The data analysis found that a significant positive correlation exists between maturity levels and perceived project success. The strongest correlation was found at the highest maturity level, with relatively weaker correlation at the lower levels of maturity. It can thus be concluded that a higher level of maturity in the AMM is positively associated with perceived project success. Recommendations for Practitioners: The study has practical implications in highlighting that performance management, requirements management, regular delivery and customer availability are key areas to focus on to establish and continually improve the success of agile implementations. This study further assists practitioners in systematically identifying the critical agile activities, such as the use of story cards, continuous delivery and the presence of a knowledgeable customer. Recommendation for Researchers: The contributions of this study for academics is the confirmation of the maturity model developed by Patel and Ramachandran (2009a). This study also shows the association between the individual activities within the maturity levels as well as the maturity levels and the perceived project success, addressing a gap in literature relating these concepts. Future Research: It would be useful to replicate this study whilst following a qualitative approach. The study could also be replicated with a sample consisting of agile project customers.

“Open” Lab? Studying the Implementation of Open Innovation Practices in a University Laboratory

2019 ◽  
Vol 16 (01) ◽  
pp. 1950012 ◽  
Author(s):  
Federico Moretti
Keyword(s):  
Online Communities ◽  
Open Innovation ◽  
Firm Level ◽  
American University ◽  
Individual Level ◽  
Corporate Context ◽  
Corporate Environments ◽  
The Individual ◽  
Innovation Practices ◽  
University Laboratory

The majority of Open Innovation contributions published in the last decade adopted a firm-centric perspective, and analyzed interactions at the firm level, thus leaving room for studies about the adoption of Open Innovation practices in non-corporate environments, and at different levels of analysis. The aim of this paper is to explore the adoption of Open Innovation practices in a non-corporate environment at the individual level, specifically in the context of an American university laboratory. Results show that despite the lab’s active orientation toward commercialization and collaboration with industrial counterparts, the degree of implementation of Open Innovation practices is still limited, the main determinant for Technology Transfer (TT) remains publication, and that online communities represent a potential mechanism to overcome the current gap in promoting lab research. The study contributes to the existing Open Innovation literature by assessing the perceived quality of Open Innovation practices at the individual level, and in a non-corporate context. For literature, this study is the first attempt to investigate the adoption of Open Innovation practices in a university laboratory. For university managers, the study proposes that while active commercialization efforts through Open Innovation practices are still limited, channels like online communities offer valuable — and yet untapped — resources for promotion of university activities.

Alternative classification framework for engineering capability enhancement

2015 ◽  
Vol 27 (1) ◽  
pp. 68-90 ◽  
Author(s):  
Mana Patamakajonpong ◽  
Tirapot Chandarasupsang
Keyword(s):  
Quality Improvement ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Maturity Level ◽  
Content Type ◽  
Capability Maturity ◽  
The Individual

Purpose – This paper aims to present an alternative practical framework to classify the skill and knowledge of the individual trainees by comparing it with the expert in an organization. This framework gives the benefit to the organization in order to know the ability level of the personnel and to be able to provide the personnel development method both in academic learning and workplace learning. Design/methodology/approach – This research develops the framework based on relevant methodologies. Competency-Based Development is applied to investigate the knowledge and skill of the specific task. Knowledge Engineering is used to capture the experiences and construct knowledge model from relevance parties. Capability Maturity Model is then adapted to develop the capability and maturity level of the personnel. It can then be used to cluster the knowledge and skill. Finally, the Substation Maintenance Department of Provincial Electricity Authority (PEA), Thailand, is selected as a case study to test the proposed framework. Findings – The results have shown that the proposed framework can be utilized to identify the capability level of the individual personnel. Furthermore, the appropriate maturity development of the employees in each level can also be identified. This proposed framework provides better results when comparing to the current PEA competency model, as the criteria in this framework are systematically derived from experts rather than relying solely on the proficiency level. Although, this framework was tested with the switchgear maintenance task, the results and its systematic approach have indicated that it can also be used to develop the capability maturity model for other fields of work. Originality/value – The main originality of this research is the proposed competency analysis table, which integrates human resource development with knowledge management, risks management and management information system. Rather than performing these tasks separately for continuous quality improvement, organization can practically plan and perform the quality improvement-related tasks spontaneously. Moreover, the application of the capability maturity model to classify knowledge and skill of the maintenance tasks into maturity level is another academic value presented in this paper. The proposed framework gives the benefit to organization to classify the capability of the personnel. This is potentially beneficial to the human resource development personnel than traditional methods in the sense that it provides the information on how to develop the specific skill of the employees.

AN INDIVIDUAL PERSPECTIVE ON OPEN INNOVATION CAPABILITIES IN THE CONTEXT OF HAUTE CUISINE

2016 ◽  
Vol 20 (01) ◽  
pp. 1650002 ◽  
Author(s):  
ANDREAS BRAUN ◽  
LAURA BOCKELMANN
Keyword(s):  
Open Innovation ◽  
Innovation Process ◽  
Creative Industries ◽  
Individual Level ◽  
Innovative Capabilities ◽  
The Individual ◽  
Desorptive Capacity ◽  
Insight Into ◽  
Organisational Level ◽  
Level Of Analysis

Previous research on open innovation (OI) has primarily focused on the organisational level of R&D intensive industries. With this paper, we contribute to research on the individual level of analysis by analysing specific perspectives in the context of creative industries. Our study is based on 36 interviews with Haute cuisine chefs in France, Germany, Great Britain, Italy, Spain, Sweden, and Switzerland listed in the 2012 Michelin Guide. Building on the OI capability concept, our results demonstrate that chefs use absorptive and desorptive capacity (AC, DC) as means to generate and market culinary innovations, respectively. Moreover, we found that chefs almost exclusively rely on their own inventive and innovative capabilities in the early stages of the culinary innovation process. In subsequent phases, however, chefs increasingly integrate other sources such as employees, suppliers, and guests. Our study contributes to the literature in two ways. First, we research the individual level within the OI process, and second, we provide insight into OI practices in the creative industries.

Differential Effects of Competence and Morality on Self-Esteem at the Individual and the Collective Level

2020 ◽  
Vol 51 (3) ◽  
pp. 183-198
Author(s):  
Wiktor Soral ◽  
Mirosław Kofta
Keyword(s):  
Self Esteem ◽  
Differential Effects ◽  
Individual Level ◽  
The Subject ◽  
The Individual

Abstract. The importance of various trait dimensions explaining positive global self-esteem has been the subject of numerous studies. While some have provided support for the importance of agency, others have highlighted the importance of communion. This discrepancy can be explained, if one takes into account that people define and value their self both in individual and in collective terms. Two studies ( N = 367 and N = 263) examined the extent to which competence (an aspect of agency), morality, and sociability (the aspects of communion) promote high self-esteem at the individual and the collective level. In both studies, competence was the strongest predictor of self-esteem at the individual level, whereas morality was the strongest predictor of self-esteem at the collective level.

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