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

DIFFERENT MODES OF OPEN INNOVATION: A THEORETICAL FRAMEWORK AND AN EMPIRICAL STUDY

2009 ◽  
Vol 13 (04) ◽  
pp. 615-636 ◽  
Author(s):  
VALENTINA LAZZAROTTI ◽  
RAFFAELLA MANZINI
Keyword(s):  
Empirical Study ◽  
Open Innovation ◽  
Empirical Studies ◽  
Innovation Process ◽  
Theoretical Framework ◽  
Innovation Activities ◽  
Innovation Modes ◽  
A Company

Starting from the several conceptual and empirical studies about open innovation modes, this paper attempts to integrate them by suggesting a framework which reveals four basic ways to collaborate. Two variables are considered that represent the degree of openness for a company: (i) the number/type of partners with which the company collaborates, briefly labelled as "partner variety"; (ii) the number/type of phases of the innovation process that the company opens to external contributions, briefly labelled as "innovation funnel openness". By crossing these two variables, four basic modes of open innovation are identified: closed innovators, open innovators, specialized collaborators and integrated collaborators. The framework shows its practical validity in an empirical study that is conducted in Italy with the specific aim at verifying whether companies can really be mapped using this framework, i.e. whether the four modes of open innovation can be found in real companies (framework applicability); whether different modes correspond to different companies' strategies, capabilities, organisational and managerial processes (framework explicative power and usefulness). The framework shows that, in some cases, being totally open in innovation activities is not the only and most suitable option, but that different degrees and ways of "openness" can be implemented successfully, as well as the totally closed option.

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.

scholarly journals Managing the Crowd: A Literature Review of Empirical Studies on Internal Crowdsourcing

2020 ◽  
pp. 27-53
Author(s):  
Jakob Pohlisch
Keyword(s):  
Design Research ◽  
Empirical Studies ◽  
Innovation Process ◽  
Lessons Learned ◽  
Comprehensive Overview ◽  
New Employees ◽  
Innovation Potential ◽  
Innovation Activities ◽  
The World ◽  
Geographical Distances

AbstractThe phenomenon of crowdsourcing is increasingly being addressed in academic literature. Companies utilize crowdsourcing to search for solutions to internal problems outside of the companies’ boundaries, accessing the vast and diverse knowledge and creativity of people all over the world. More recently, a growing interest has emerged that concentrates on the intra-organizational application of this phenomenon—internal crowdsourcing. While conventional internal innovation activities are mostly concentrated within a few dedicated departments, this new approach helps companies to open up their innovation process to all employees. Internal crowdsourcing can help companies bridge geographical distances, integrate new employees, predict the market success of products, and create ideas for new businesses.This chapter aims to provide a comprehensive overview of the existing empirical findings regarding the management of internal crowdsourcing. In this review, 27 papers, covering more than 100 companies, are analysed. They are based on more than 800 interviews, participant observations, action design research, surveys, and datasets of internal innovation contests. The results of this review will help practitioners to design the management of internal crowdsourcing based on existing implementations and lessons learned, helping them to unleash the full innovation potential of their employees, creating a valuable competitive advantage.

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.

scholarly journals The Role of Industry 4.0 and BPMN in the Arise of Condition-Based and Predictive Maintenance: A Case Study in the Automotive Industry

2021 ◽  
Vol 11 (8) ◽  
pp. 3438
Author(s):  
Jorge Fernandes ◽  
João Reis ◽  
Nuno Melão ◽  
Leonor Teixeira ◽  
Marlene Amorim
Keyword(s):  
Business Process ◽  
Automotive Industry ◽  
Industry 4.0 ◽  
Process Model ◽  
Business Process Management ◽  
Process Management ◽  
Predictive Maintenance ◽  
The Evolution Of Industry

This article addresses the evolution of Industry 4.0 (I4.0) in the automotive industry, exploring its contribution to a shift in the maintenance paradigm. To this end, we firstly present the concepts of predictive maintenance (PdM), condition-based maintenance (CBM), and their applications to increase awareness of why and how these concepts are revolutionizing the automotive industry. Then, we introduce the business process management (BPM) and business process model and notation (BPMN) methodologies, as well as their relationship with maintenance. Finally, we present the case study of the Renault Cacia, which is developing and implementing the concepts mentioned above.

Integrated quality environmental management implementation in food processing SMEs

2019 ◽  
Vol 31 (5) ◽  
pp. 740-757 ◽  
Author(s):  
Syed Ali Raza Shah ◽  
Khairur Rijal Jamaludin ◽  
Hayati Habibah Abdul Talib ◽  
Sha’ri Mohd Yusof
Keyword(s):  
Environmental Management ◽  
Food Processing ◽  
Success Factors ◽  
Process Management ◽  
Empirical Studies ◽  
Sampling Technique ◽  
Developed Countries ◽  
Operational Performance ◽  
Snowball Sampling ◽  
Content Type

Purpose The purpose of this paper is to identify the critical success factors (CSFs) of integrated quality environmental management (IQEM) and analyze their impact on operational performance (OP) and environmental performance (EP) in food processing Small and medium-sized enterprises (SMEs) in Pakistan. Design/methodology/approach The study is based on collecting data using a survey questionnaire through snowball sampling technique. A total of 302 food processing SMEs operating in Punjab, Pakistan, responded to the survey. SPSS version-23 and SmartPLS-3 were used for data analysis. Findings The literature review identified leadership (LS), employee management (EM), strategic planning (SP), information management (IM), process management (PM), supplier management (SM) and customer focus (CF) as CSFs of IQEM. The results of this study found a significant relationship of all identified CSFs with operational performance in food processing SMEs whereas EM, IM, PM and SM were insignificant with the EP in the food processing SMEs. Research limitations/implications Although this study has collected data from one province, the Punjab province, it still relevant in identifying the CSFs for IQEM implementation within food processing SMEs to improve performance. Originality/value Despite the wide spread of integrated systems practices in the developed countries, little attention has been placed to implement and assess the IQEM initiatives by organizations in the developing countries. Thus, this study identified CSFs of IQEM based on empirical studies and analyzed their impact on OP and EP of food processing SMEs.

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.

scholarly journals BPM and ECM: Similarities, differences, conceptual, and technological limits

2018 ◽  
Vol 30 (1) ◽  
pp. 95-105
Author(s):  
Marco Aurélio de Souza MENDES ◽  
Marcello Peixoto BAX
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Integrated Approach ◽  
Content Management ◽  
Enterprise Information ◽  
Technological Support ◽  
Enterprise Content Management ◽  
Unstructured Information

Abstract Enterprise information architectures still do not deliver all the value that comes from integrating structured and unstructured information. Enterprise Content Management and Business Process Management were developed as autonomous disciplines. Thus, Enterprise Content Management still occurs without formally considering the business processes that generate and manipulate content, while Business Process Management initiatives arise without a documented treatment of materials produced by the processes. The non-integrated approach to these disciplines collaborates to reduce the potential benefits expected in Organizational Change Management programs. In such context, the article discusses the interrelation between Business Process Management and Enterprise Content Management, approaching from a historical view of these disciplines, their conceptual limits, technological support, and dialogues that would benefit both initiatives. The paper contributes to clarify a question still vague in the field of Information Management, which is how to integrate Business Process Management and Enterprise Content Management treating structured and unstructured information in a unified manner. It discusses how to approach this issue in a broad scope of IM by combining the concepts of Enterprise Content Management and Business Process Management. Based on a literature review, the paper analyzes and synthesizes experiences in Enterprise Content Management and Business Process Management acquired in the context of a project carried out in a Power Sector Company. The article reveals problems in separating approaches to Enterprise Content Management and Business Process Management. It shows the importance of an effort for integration and presents three instruments that promote the linkage of the two initiatives, approximating process offices and analysts’ information.

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