Applying Innovation O′Sullivan, David; Dooley, Lawrence
2008, 2009, 2008-06-23
eBook
A step-by-step approach to applying high-impact innovation principles in any organization Innovation is an important force in creating and sustaining organizational growth. Effective innovation can ...mean the difference between leading with a particular product, process, or service--and simply following the pack. Innovation transforms mediocre companies into world leaders and ordinary organizations into stimulating environments for employees. Applying Innovation combines the key ingredients from areas including innovation management, strategic planning, performance measurement, creativity, project portfolio management, performance appraisal, knowledge management, and teams to offer an easily applied recipe for enterprise growth. Authors David O′Sullivan and Lawrence Dooley map out the main concepts of the innovation process into a clear, understandable framework--the innovation funnel. Unlike other texts for this course, Applying Innovation goes beyond methodologies and checklists to offer an invaluable step-by-step approach to actually applying high-impact innovation in any organization using a knowledge management systems, whether for a boutique firm or one comprised of thousands of individuals. Key Features: Adopts a practical approach to overseeing innovation that focuses on useful tools and techniques rather than on theory and methodologies Offers student activities within the text for immediate application of key concepts, reinforcing retention and comprehension Teaches students to build and apply effective innovation management systems for any organization successfully, regardless of the firm′s size or structure Intended Audience: Applying Innovation is designed for undergraduate and graduate courses such as Innovation Management, Project Management, Strategic Planning, and Performance Management in fields of business, science,
and engineering. This book appeals to instructors who want to reduce the "chalk and talk" and increase the hands-on practicality of their courses in innovation management.
Abstract This comment paper refers to the article published by Gauvreau et al. in Engineering Biology in 2018. Gauvreau et al. discussed various civilian models in the private and public sectors that ...could boost R&D plus Innovation (R&D&I) progress in the environmental sphere. The authors concluded that there is no tried‐and‐tested R&D&I model for engineering biology that is suited to help solve the problems of many grand and interacting challenges, and further, that the required model will not work without the private sector, so governments must collaborate to develop such a model. However, the authors have not mentioned one of the most famous classic Research & Development (R&D) models used in the creation of disruptive technologies—a unique model of the Defense Advanced Research Projects Agency (DARPA) of the US Department of Defense. The present commentary poses questions about the models currently used in innovative research, known as DARPA‐like R&D agencies, and the innovative ecosystems around them.
In the modern business environment, characterized by rapid technological advancements and globalization, abetted by IoT and Industry 5.0 phenomenon, innovation is indispensable for competitive ...advantage and economic growth. However, many organizations are facing problems in its true implementation due to the absence of a practical innovation management framework, which has made the implementation of the concept elusive instead of persuasive. The present study has proposed a new innovation management framework labeled as “Absolute Innovation Management (AIM)” to make innovation more understandable, implementable, and part of the organization’s everyday routine by synergizing the innovation ecosystem, design thinking, and corporate strategy to achieve competitive advantage and economic growth. The current study used an integrative literature review methodology to develop the “Absolute Innovation Management” framework. The absolute innovation management framework links the innovation ecosystem with the corporate strategy of the firm by adopting innovation management as a strategy through design thinking. Thus, making innovation more user/human-centered that is desirable by the customer, viable for business and technically feasible, creating both entrepreneurial and customer value, and boosting corporate venturing and corporate entrepreneurship to achieve competitive advantage and economic growth while addressing the needs of IoT and Industry 5.0 era. In sum, it synergizes innovation, design thinking, and strategy to make businesses future-ready for IoT and industry 5.0 revolution. The present study is significant, as it not only make considerable contributions to the existing literature on innovation management by developing a new framework but also makes the concept more practical, implementable and part of an organization’s everyday routine.
This article is the first to consolidate the state of scholarly research on stakeholder engagement in innovation management and entrepreneurship development. We hereby systematically review the ...relevant literature published over the past 27 years, and we integrate the various prominent research perspectives into a preliminary, multi-dimensional and integrative framework of stakeholder engagement; thus, interlinking the antecedent role of stakeholder engagement for innovation management and subsequent entrepreneurship development. Through this methodologically systematic review and framework development, we provide a more comprehensive and deeper understanding of the interaction between entrepreneurs and the various stakeholders, for enhancing innovation management and entrepreneurship development. In so doing, we consequently identify various research gaps and prescribe effective avenues for future works in this research stream. Conclusively, we discuss the implications of the stakeholder management perspective for the theory and the practice of entrepreneurship.
The innovation management comprises risks and uncertainties as it involves many variables. Thus, regardless of the organization’s size, decision-making concerning innovation management is extremely ...complex, despite being supported by tools that can lead to greater assertiveness or at least lessen the risks. This article aims to identify innovation management tools described in the extant literature in the last three decades. Therefore, a systematic review was carried out in Scopus, Web of Science, and ScienceDirect databases using the keywords ‘innovation management tool,’ ‘innovation management framework,’ ‘innovation management software,’ and ‘innovation management system’. As a result of the search, 67 articles were identified, and 57 remained after eliminating duplication and discarding articles without adherence to the proposed theme. The content analysis revealed that proposals for new tools are rare. Thus, a gap in the literature became evident, demonstrating the lack of tools to support innovation management. Additional inference showed that there is a lack of variations in methodology in the composition of these tools, such as multivariate analysis or linear regression based on technologies transferred by industries that achieve greater success in their segments. Final conclusions are that there is a vast field of studies that promotes greater efficiency of management and, therefore, a greater security in the decision-making related to the innovation management process.
Brand and innovation management have become increasingly important priorities for firms over the last few decades. Firms rely on strong brands and product innovations to gain competitive advantage ...and fuel growth. Although academic research has addressed a number of different areas and topics that have collectively advanced our understanding, the interrelationship between branding and innovations is still relatively under-researched. Brand and innovation management need and benefit from each other, suggesting a need for a deeper integration between the two. Towards that goal, this article presents a conceptual framework to help structure the interrelationship and suggests a number of future research directions.
Our era is one of increasingly pervasive digital technologies, which penetrate deeply into the very core of the products, services, and operations of many organizations and radically change the ...nature of product and service innovations. The fundamental properties of digital technology are reprogrammability and data homogenization. Together, they provide an environment of open and flexible affordances that are used in creating innovations characterized by
convergence
and
generativity
. An analysis of convergence and generativity observed in innovations with pervasive digital technologies reveals three traits: (1) the importance of digital technology platforms, (2) the emergence of distributed innovations, and (3) the prevalence of combinatorial innovation. Each of the six articles in this special issue relates to one or more of these three traits. In this essay, we explore the organizational research implications of these three digital innovation traits and identify research opportunities for organization science scholars. Examples from the articles in this special issue on organizing for innovation in the digitized world are used to demonstrate the kind of organizational scholarship that can faithfully reflect and inform innovation in a world of pervasive digital technologies.
In order to establish an innovation culture, a set of organizational procedures and practices called “Innovation Management”, which may differ among companies, should be followed. At the enterprise ...level, systematic innovation management becomes more complicated. A number of works covering various aspects of this subject have been published. However, a systematic synthesis of all of these contributions is still lacking in management literature. In this review, we aim to analyze and classify the main contributions published on the topic of innovation management systems/standards in management literature, seeking to discover the gaps which still remain in the literature, and to outline future avenues of research in this domain. More than 70 articles in Innovation Management Systems/Standards (IMS/St) studies published in peer-reviewed journals during 2006–2020 are reviewed and analyzed systematically by searching the science databases ScienceDirect, Scopus and Emerald, etc., and using Google Scholar and Mendeley Elsevier to identify related terms. A complete and accurate view of the latest literature on IMS/St is provided, which identifies the main topics developed in the management literature on IMS/St, as well as significant gaps, and demonstrates the low maturity level of the current state of the field. This paper contributes theoretically to the development of literature on IMS/St and provides a clear understanding of the state of the field during the period 2006–2020, shedding light on the research needed in the future in this field of study. From a managerial perspective, it can help companies to better understand the implications of IMS/St, and to harvest the best benefits from the implementation of IMS/St. Our study also answers these three important questions: 1. What are the main topics developed in the management literature on IMS/St so far? 2. Are innovation management standards mature from a practical point of view? 3. What are the main research gaps in management literature, and how could future avenues of research be shaped?
Creativity and innovation in any organization are vital to its successful performance. The authors review the rapidly growing body of research in this area with particular attention to the period ...2002 to 2013, inclusive. Conceiving of both creativity and innovation as being integral parts of essentially the same process, we propose a new, integrative definition. We note that research into creativity has typically examined the stage of idea generation, whereas innovation studies have commonly also included the latter phase of idea implementation. The authors discuss several seminal theories of creativity and innovation and then apply a comprehensive levels-of-analysis framework to review extant research into individual, team, organizational, and multilevel innovation. Key measurement characteristics of the reviewed studies are then noted. In conclusion, we propose a guiding framework for future research comprising 11 major themes and 60 specific questions for future studies.
Symmetric matrix of the relationships between technologies and predicted evolutionary pathways followed in two-technologies-interactive systems in response to natural selection in markets for ...minimization of negative effects from parasitism (starting state) to symbiosis (final state). Note. The notions of positive, negative and neutral benefit to technologies Ti and Tj from interaction in a system S are represented with following symbols of logic: +, −, 0 (zero); + + is a strong positive benefit to technologies Ti and Tj in S from long-run mutual-symbiotic interaction (i.e., coevolution of Ti and Tj in S, ∀i = 1,…,n; ∀j = 1,…,m). The interaction of technological systems generates: competition (−, −), amensalism (0, −), parasitism and predation (+, −), commensalism (+, 0), mutualism (+,+) and symbiosis (++,++). Continuous arrows indicate the most probable evolutionary trajectories of interactive technologies in which parasitic technologies reduce the impact on host (or master) technology, becoming commensal, mutualist and then symbiotic in the long run. Dotted arrows show alternative evolutionary pathways of interactive technologies. Both evolutionary pathways of technology converge towards a state of technological symbiosis in the long run
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•Theory of technological parasitism explains relationships between technologies underlying the evolution of complex systems of technology.•Host or master technologies with many inter-related parasitic technologies advance rapidly.•Host or master technologies with fewer parasitic technologies improve slowly.•Technological parasitism suggests a new direction for explaining the evolution of technology and designing innovation strategies.•Technological parasitism explains parasite-host relationships between technologies that foster long-run coevolution of technologies in complex systems.
How do technologies develop? This study proposes the theory of technological parasitism that is based on the idea that parasite-host relationships between technologies and technologies with a high number of technological parasites have an accelerated evolution driven by long-run mutualistic symbioses, providing the basis for extensive macroevolution and adaptive behavior of systems of interactive technologies in markets. This theory may be useful for bringing a new perspective to explain and generalize the evolution of technology directed to sustain competitive advantage of firms and nations. In particular, technological parasitism explains the relationship of mutualistic symbiosis between a host (or master) technology and inter-related technologies to satisfy needs and/or to solve consequential problems of socioeconomic subjects over time. To explore the potential of adopting a theory of technological parasitism and to predict which technologies are likeliest to evolve rapidly, this study implements a theoretical test based on a computational agent-based model developed from these concepts and a empirical test based on historical data on the evolution of four example technologies (aircraft, tractor, locomotive and bicycle technology). Computational and empirical evidence are broadly consistent with the theoretical expectation that host (or master) technologies with many associated parasitic technologies advance rapidly, whereas master technologies with fewer parasitic technologies improve slowly. The proposed theory has a demonstrated capacity to explain relationships between technologies in complex systems that clarify the driving forces of the evolution of technology in markets. The finding of this study could aid management of firms and innovation strategy of nations to implement best practices of product/process design and development for supporting R&D of technologies that are likely to evolve rapidly, sustaining and safeguarding competitive advantage. Overall, then, this study, for the first time to our knowledge, begins the process of clarifying and generalizing, as far as possible, the role of long-run coevolution between host and parasitic technologies in complex systems, suggesting fruitful implications for innovation management. markets. This conceptual scheme here is especially relevant in Schumpeterian markets with innovation-based competition to explain a major source of technological evolution and success, the parasite-host relationships between technologies. Finally, this theory here suggests a new direction for the development of more sophisticated concepts and theoretical frameworks to explain technological and industrial change in economic systems.
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