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.

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

2020 ◽  
pp. 555-574
Author(s):  
Atia Bano Memon ◽  
Kyrill Meyer
Keyword(s):  
Research Methodology ◽  
Innovation Management ◽  
Innovation Process ◽  
Main Question ◽  
Business Organizations ◽  
Functional Roles ◽  
Extant Literature ◽  
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.

Validation of organizational innovation as a creative learning process

2019 ◽  
Vol 34 (3) ◽  
pp. 643-650 ◽  
Author(s):  
Nishant Kumar ◽  
Ali Yakhlef ◽  
Fredrik Nordin
Keyword(s):  
Organizational Innovation ◽  
Innovation Process ◽  
Organizational Legitimacy ◽  
Management Innovation ◽  
Business Organizations ◽  
Validation Process ◽  
Content Type ◽  
Creative Learning ◽  
Successful Innovation ◽  
Practical Implications

Purpose Previous studies on innovation tend to view innovation as consisting of a creative phase of novel and useful ideas, and a non-creative, or at least a less creative phase, as this considered to be the mere implementation and validation of the initially created ideas. In contrast, this paper aims to stress on the significance of the process of validating a new idea as being a creative, learning, exploratory process that shapes the degree of novelty of the innovation as a whole. Design/methodology/approach In driving this argument, this study deductively builds on a theoretical pre-understanding derived from extant literature related to management innovation and organizational legitimacy, and inductively draws on information gleaned from three in-depth case studies. Findings The study shows that the validation phase in the innovation process is a creative process, rather than just being a set of activities that relate to the mere execution of the created ideas. Viewing the validation process as an exploratory search for new knowledge, this study establishes a relationship between the form of knowledge mobilized, vertically within an organization or horizontally from outside, and the form of legitimation required. Validation based on internally generated knowledge is effective in terms of achieving pragmatic (efficiency-driven) objectives. Inter-organizational knowledge inflows are associated with cognitive legitimacy – a form of legitimacy that leads to changes in the stakeholders’ beliefs about a the product. In contradistinction, horizontal, socio–cultural inflows of knowledge are likely to improve on the product itself, thereby generating more traction for validation. Research limitations/implications This research is based on data collected from three firms only. Practical implications The idea developed here can provide business organizations a better understanding of the validation process of management innovations. This study suggests that successful innovation often requires managers to be prepared to seek knowledge beyond the confines of their own organizations. Originality/value This study contributes in three ways: it submits that there is a dynamic interplay between the moments of creation and validation, which is largely shaped by the novelty of the mobilized knowledge, depending on whether it is internal top–down or external horizontal; relatedly, the effectiveness of validation is shaped by the novelty of the knowledge garnered to justify the initial ideas; and the present paper has extended Suchman’s (1995) framework by linking the effectiveness of the various forms of legitimacy to the source of knowledge mobilized in the validation process.

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.

Innovation management in market-oriented SMEs: learning and internal arrangements for innovation

2020 ◽  
Vol 28 (5) ◽  
pp. 985-1003
Author(s):  
Simone Didonet ◽  
Guillermo Diaz-Villavicencio
Keyword(s):  
Innovation Management ◽  
Innovation Process ◽  
Partial Least Square ◽  
Least Square ◽  
Organisational Structure ◽  
Content Type ◽  
Path Modelling ◽  
Innovation Characteristics ◽  
Successful Innovation

Purpose This study aims to investigate the role of market orientation (MO) in improving learning for innovation in small and medium-sized enterprises (SMEs) through the facilitation of the organisational structure and links to innovation. Design/methodology/approach The data for this research were collected through a survey that was applied to a sample of 169 SMEs in Ecuador. Existing scales were used to measure all the studied variables, i.e. MO, organisational structure for innovation, linkages and learning for innovation. The last three variables correspond to the characteristics of the innovation management process. Partial least square path modelling was used to analyse the data using the SmartPLS 2.0 software. Findings The results showed that MO enhances the learning for innovation in firms both directly and indirectly through improving organisational structure and linkages towards innovation. The research finding also showed that organisational structure for innovation is more important to enhance learning than linkages. Specifically, the mediation between MO and learning through linkages is smaller than the mediation through the organisational structure. Practical implications The study informs executives of the relevance of developing MO as a way of improving learning for innovation, which in turn, is favoured by an organisational structure that supports creativity and technological changes and by the internal and external linkages for innovation in market-oriented firms. Originality/value The findings of this study provide new insights regarding how MO can work together in an innovative context and highlight the importance of MO as an enabler of innovation characteristics in SMEs. This study also contributes to the existent innovation literature by shedding light on strategic questions regarding the development of innovation process in market-oriented SMEs. Specifically, it provides some evidence regarding the nature of innovation process in SMEs, which can orient future studies focused on the understanding of how successful innovation occurs.

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.

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.

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.

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 Factores clave para el proceso de gestión de la innovación para el desarrollo de nuevos productos en el sector PyMEs, caso de estudio la industria de tecnologías de la información en Nuevo León

2017 ◽  
Vol 7 (14) ◽  
Author(s):  
Óscar Enrique López Treviño ◽  
Mónica Blanco Jiménez
Keyword(s):  
New Product Development ◽  
Product Innovation ◽  
Innovation Management ◽  
Innovation Process ◽  
New Product ◽  
Key Factors ◽  
Nuevo Leon ◽  
Organizational Creativity ◽  
Nuevo León ◽  
Analysis Of Results

Abstract. The purpose of this study is to analyze the key factors for managing the product innovation process, from existing models over time. Different proposals are presented by different authors who have studied this phenomenon, and as a result of these have conceptualized the knowledge in different models of innovation, so this work focuses on meeting certain elements in a new model including a new variable was not been considered in previous models (Organizational Creativity). This study was focused on SMEs and theirimportance in the economy of any country. The analysis of results and findings are presented from a study of 53 samples to the industry of information technology in Nuevo León, México.Key Words. canieti, innovation management process, new product development (NPD), organizational creativity, SMEs.Resumen. El propósito del estudio es analizar los factores clave para gestionar el proceso de innovación de producto, a partir de modelos existentes a través del tiempo. Se presentan diferentes propuestas por distintos autores que han estudiado este fenómeno, y como resultado de estos han conceptualizado ese conocimiento en diferentes modelos de innovación, por lo que este trabajo se enfoca en conjuntar ciertos elementos en un modelo nuevo incluyendo una variable nueva que no había sido considerada en modelos anteriores(Creatividad Organizacional). Este estudio va enfocado a las PyMEs por la importancia que tienen en la economía de cualquier país. El análisis de resultados y las conclusiones se presentan a partir de un estudio de 53 muestras a la industria de las tecnologías de la información en Nuevo León, México.Palabras Clave. Canieti, desarrollo de nuevos productos (DNP), proceso de gestión de la innovación, PyMEs.

scholarly journals DIGI-INNO Tech: Reinventing Innovations

2020 ◽  
pp. 356-360
Keyword(s):  
High Speed ◽  
Social Innovation ◽  
Innovation Management ◽  
Innovation Process ◽  
Value Chains ◽  
Technological Innovations ◽  
Green Innovation ◽  
Digital Innovation ◽  
New Ideas ◽  
Very High

Digital-Innovation Technology calls for reinvention of innovations that offers new opportunities and challenges to design new products and services in the era of hi-tech competition. Digitalization and innovations are pressing issues for business in almost each and every industry. The scope to create new digital value chains increases at a very high speed due to interconnection of people and systems . It is to be believed that wonderful new ideas can open up new ways of looking at various Social Problems because of Digi-Inno connection between people and software. However creating digitalized product and services often creates new problems and challenges to the firm that are trying to innovate. The concept of reinvention in innovation process is redesigning the innovations coupled with advances in science and technology. Technological innovations are only one of many kinds of innovation that develops variety of terms like social innovation, sustainable innovation, responsible and green innovation. In this paper, we tried to give special emphasis on issues of digital innovation management which helps to seek a better base for reinventing innovation management research in digital innovative world.

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