•This paper addresses the call from a special issue of Research Policy for called for ‘detailed studies of individual sectors to help to sort out the effects in practice’ (Robertson et al., 2009, p. ...446).•The empirical analysis is based on four case studies of new product innovation taken from a cross section of the packaged foods sector.•Our research contributes to theory in the areas of innovation processes in low- and mediumtechnology (LMT) industries and DUI industrial modes of innovation.•Our findings support the view that LMT industries rely on non-formal Research and Development (R&D) activities such as technology adaptation, firm interaction and shared experiences.
This study deepens our knowledge of organisational routines and activities in the innovation process of low- and medium-technology (LMT) industries. To accomplish this, it explores how the innovation process in the packaged foods sector of the UK food industry depends on a learning- by-doing, by using and by interacting (DUI) mode of innovation including activities such as technology adaptation and the use of external firm sources. The empirical analysis is based on four case studies of new product innovation taken from a cross section of the packaged foods sector. Our findings support the view that LMT industries rely on non- formal Research and Development (R&D) activities such as firm interaction and shared experiences. We develop a set of propositions which help to explore evidence in practice of how these external sources influence the innovation process. Our research contributes to theory in the areas of innovation processes in low- and medium-technology (LMT) industries and DUI industrial modes of innovation.
•We propose a Classification of complementarities between product and process innovation at the New Product and Process Development Project level.•Illustrate the Classification in the form of The ...Product-Process Complementarity Map to position a portfolio of projects.•Identify three contingency factors which moderate the type of complementarity.•Integrate the Classification with contingency factors in conceptual framework “The Complementarity-Capability Matrix.”
The purpose of this paper is to provide a starting point in examining the relationship between product and process innovation beyond the industry and company level. This is the first study to integrate perspectives from contingency theory and the resource-based view of the firm to show how differences in resources and capabilities combined with the specific needs of the New Product and Process Development Projects, will influence the type of complementarity between product and process innovation. We develop a classification that defines seven unique complementarities between product and process innovation and illustrate them in a Product-Process Complementarity Map. This helps Product and Process Development Managers to visualize the variety of options companies have in their New Product and Process Development Projects. We advance our argument by identifying three contingency factors: technology trajectories, power of supply chain, potential and realized absorptive capacity. These three discrete, but interrelated resources and capabilities are widely referenced in the context of process industries that are likely to lead to different complementarity types. Finally, these two contributions are brought together in The Complementarity-Capability Matrix, where we propose seven complementarity strategies and resources and capabilities necessary to achieve them. The matrix was designed to contribute to our understanding of complementarities beyond the industry and company level and serve as a useful tool in decision making for managers that are facing New Product and Process Development Projects.
•We provide empirical insights into management of different complementarity types.•Type of complementarity and its appropriate management differ across NPPD projects.•Firms need to develop tree ...critical capabilities to better manage complementarities.•We develop a complementarity management framework for the food and drink industry.
The management of the complementarity between product and process innovation has been discussed for five decades. The most recent advancement in the conceptual development uncovered different extents of complementarities occurring between product and process innovation at the project level. Prior literature suggested that facilitating a better interplay between these two types of innovation holds the potential for the development of a long-lasting competitive advantage. Despite its theoretical and managerial importance, management of new product and process development (NPPD) projects with different extents of complementarity between product and process innovation remains poorly understood. To address this gap, we adopt perspectives from contingency theory and dynamic capabilities. Building upon Hullova, Trott and Simms’s (2016) classification of complementarities we investigate the management of different complementarity types in four NPPD projects in the UK food and drink industry. We introduce empirically derived framework for effective management of NPPD projects with different extents of complementarity between product and process innovation. The framework identifies three critical capabilities and associated activities; 1) identifying the complexity and novelty of the project and assessment of internal and external resources and knowledge stocks, 2) deploying the most suitable integration mechanism(s) for the identified complementarity type and 3) leveraging of the knowledge learned and experience acquired during the project. Jointly, these three intertwined capabilities act as a complementarity management tool for product and process development managers, enabling them to manage their NPPD projects portfolios more effectively.
The concept of 'open innovation' has received a considerable amount of coverage within the academic literature and beyond. Much of this seems to have been without much critical analysis of the ...evidence. In this paper, we show how Chesbrough creates a false dichotomy by arguing that open innovation is the only alternative to a closed innovation model. We systematically examine the six principles of the open innovation concept and show how the Open Innovation paradigm has created a partial perception by describing something which is undoubtedly true in itself (the limitations of closed innovation principles), but false in conveying the wrong impression that firms today follow these principles. We hope that our examination and scrutiny of the 'open innovation' concept contributes to the debate on innovation management and helps enrich our understanding.
The stage-gate method was initially developed as a description of the new product development practices within high-performing firms. At its heart the concept is simple: and the flow of activity of a ...stage-gate includes project action, information generation, analysis and decision. Research has shown that the stage-gate method has been extremely successful in many contexts. The question of whether the approach is suitable for all projects in all situations is a principal faultline within the literature. Proponents argue that adaptations and evolutions of the stage approach enable it to be universally applied. This paper provides a critical review of the literature and we identify chronic limitations of stage-gate when evaluated against contemporary challenges, including VUCA (volatility, uncertainty, complexity and ambiguity), environment, digitization and open innovation. We remain critical about whether these contemporary currents are best approached by yet another reconfiguration of stage-gate building blocks. We argue that high uncertainty (caused by these currents) requires the flexibility to change fundamental elements of a project, including the underlying concept and the target market, which means that stage-gate is not well suited to innovation processes addressing these contemporary challenges. We propose a typology to show its suitability.
This article provides a systematic review of the empirical literature on barriers within public sector innovation processes, based on data from 63 articles. We investigate the nature of barriers ...using four dimensions: (i) classification; (ii) interrelations; (iii) innovation process and (iv) types of innovations. A new classification is developed to show that interaction-specific barriers emerge during collaborative innovation. Significantly, we identify that the nature of barriers are more complex than has previously been recognized, where there has been an emphasis on organizational barriers. We identify that the nature of barriers differ in process and innovation types. Moreover, they show interrelations across the process.
Reconceptualising innovation failure Baxter, David; Trott, Paul; Ellwood, Paul
Research policy,
September 2023, 2023-09-00, Volume:
52, Issue:
7
Journal Article
Peer reviewed
Open access
This study examines the concept of innovation failure. It is a problematic subject without an accepted definition. For different stakeholders the same innovation can be both a success and a failure ...at the same time. The academic literature has concentrated on the determinants of innovation success. Yet, there is a notable lack of academic literature that deals with innovation failure as a topic in its own right. As a result, there is limited attention to, and little consensus on, the meaning of innovation failure. Existing definitions imply a highly contingent conceptualisation of innovation failure informed by the different theoretical framings and disciplinary interests of the researchers. We adopt a systematic literature review methodology that examines the concept of innovation failure at the level of the firm and from an innovation management perspective. The findings of this review are based on a total of 69 peer-reviewed articles from 1977 to 2021. We find the concept is widely used yet poorly defined and frequently lacks any theoretical underpinning. By means of a theory-building inductive synthesis our findings contribute to research by reconceptualising the concept of innovation failure along three processual dimensions: failure-as-experimentation; −judgement and -event.
•The paper explores the concept of innovation failure at the level of the firm;•Presents a comprehensive and systematic literature review of empirical research on innovation failure;•Reconceptualises innovation failure through three processual mechanisms: experimentation; judgement, and event.•Addresses the call for more research on the subject of innovation failure;•Outlines policy implications on innovation failure.
Purpose
The purpose of this paper is to examine how firms manage the front end of new product development projects where packaging forms a core part of the product itself. Within the fast-moving ...consumer goods industry, innovation provides opportunities to create packaging that forms an integrated part of the product offering. The authors refer to these as packaging-integrated-products. This study conceptualises three levels of integration and investigates how they impact upon the management of the front end.
Design/methodology/approach
The study consisted of a two-phase design. This involved a preliminary study with key informants, followed by a multiple case study design, which examines product development projects with differing extents of packaging integration.
Findings
The results identify nine different new product opportunities. The authors also present 11 propositions that reveal the key characteristics of the front end of packaging-integrated development projects, as well as the project management requirements to capture the opportunities they present.
Research limitations/implications
Initial insights into a number of unique front-end project management characteristics required to deliver different project types form an area for further research to better understand product packaging integration. The propositions presented guide the way forward for future studies.
Practical implications
The findings provide marketers with new understanding of three types of new product opportunities presented by packaging integration and demonstrate what is required to capture the opportunities they present in the front end of product development.
Originality/value
The paper contributes to extant studies of packaging development in the marketing literature, which have previously failed to capture the high levels of integration between packaging and the product. The authors present a new conceptual approach to understanding integration and subsequently uncover how the opportunities it presents can be captured.
The importance of involving citizens in the early stages of public sector innovation and bottom‐up governance arrangements for collaboration has been proposed in a number of theoretical papers. ...However, to date, few empirical studies are evident in the literature. To deepen our understanding of collaborative public sector innovation, our exploratory article analyses: (i) the actors of collaboration, (ii) collaboration across the innovation stages, (iii) the perceived aspects of collaboration for innovative outcomes, and (iv) the governance of collaboration. Our analysis covers 99 innovations from Italy, Japan, and Turkey. We reveal that collaboration still largely occurs within the bureaucracy of public sector organizations. Attempts to include civic and private sectors are evident, depending on the country context. Further, we uncover that a mutual understanding and shared goals are crucial for success, which is accomplished through top‐down governance as opposed to self‐governed bottom‐up networks.
This study deepens our knowledge on innovation barriers within public sector innovation (PSI) processes. Our research contributes to the barrier approach to innovation. We develop a conceptual ...framework, which expands the conventional view of barriers. The exploratory empirical evidence based on 99 cases from Italy, Japan and Turkey identifies the dynamic nature of the barriers within innovation processes. We uncover tactics that are used to overcome these barriers and the mechanisms that can surprisingly contribute to fruitful outcomes.
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