BibSonomy publications for /user/callagialla/innovationsMon Mar 31 14:42:32 CEST 2008Technovation2274-284The role of diffusion of innovations for incremental development in small enterprises262006of DIFFUSION surveysMARKOV processesTECHNOLOGICAL innovations innovationsINDUSTRIAL Abstract: Diffusion of innovations plays an important role for incremental change leading to sustained development in all societies. The diffusion of an innovation is in fact determined by a stream of improvements in the performance characteristics of that innovation, its progressive modification and adaptation. The local technological capability and indigenous knowledge can contribute significantly to the process of adaptive improvements. This paper hinges briefly upon the interface between innovation and diffusion and the role of adaptive improvements to this effect in the context of promoting technologies in rural micro-industries. Observations made in the paper are based on a sample survey comprising of three phases undertaken recently on a number of small and medium industries (SMIs) covering various districts of Bangladesh. It is found that accumulated indigenous knowledge embodied in local farmers and artisans play a crucial role in innovation–diffusion interaction. Copyright 2006 Elsevier Copyright of Technovation is the property of Pergamon Press - An Imprint of Elsevier Science and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) Abstract: Diffusion of innovations plays an important role for incremental change leading to sustained development in all societies. The diffusion of an innovation is in fact determined by a stream of improvements in the performance characteristics of that innovation, its progressive modification and adaptation. The local technological capability and indigenous knowledge can contribute significantly to the process of adaptive improvements. This paper hinges briefly upon the interface between innovation and diffusion and the role of adaptive improvements to this effect in the context of promoting technologies in rural micro-industries. Observations made in the paper are based on a sample survey comprising of three phases undertaken recently on a number of small and medium industries (SMIs) covering various districts of Bangladesh. It is found that accumulated indigenous knowledge embodied in local farmers and artisans play a crucial role in innovation–diffusion interaction. Copyright 2006 Elsevier Copyright of Technovation is the property of Pergamon Press - An Imprint of Elsevier Science and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)Mon Mar 31 14:38:05 CEST 2008International Journal of Innovation Management1105-127Knowledge and Organisation Strategies in Innovation Systems52001STRATEGIC planningTECHNOLOGICAL innovations The purpose of the following analysis is to identify the most promising organisational strategies of innovative agents under different environmental constraints. To do so, the processes of the relationships between these agents are taken into account by putting three aspects together. First, it is shown that the transfer, storage, and use of knowledge are significantly influenced by this knowledge's characteristics. Second, the main principles of the generation and selection of innovation are introduced from the systemic point of view. As a third element, the variety of possible relationships between innovative agents are categorised to identify the different organisational principles that can be employed. By putting all these elements together, it is possible to show which strategies are the most promising under different constraints given by the innovation possibilities, the relevant institutions, the knowledge employed, and the kind of innovation expected. [ABSTRACT FROM AUTHOR]Mon Mar 31 14:38:05 CEST 2008R&D Management173-87Negotiating innovation: product renewal as the outcome of a complex bargaining process352005-- businessNEW managementTECHNOLOGICAL GrowthINTERNATIONAL productsPRODUCT innovations enterprisesNEGOTIATION business in CORPORATIONS In this paper, it is argued that innovation can be the result of a repetitive, multi-actor negotiation process. We present the case of an environment-related product innovation in a large multinational company that emerged as the outcome of a complex interaction process in which numerous external and internal actors negotiated to safeguard their own interests. This negotiation perspective challenges conventional economic views of innovations, in which new products and processes are regarded as exogenous variables, the outcomes of deliberately planned research, or the combination of technology (pushing) and market (pulling) inducements. Instead, innovation may be a non-linear, unpredictable process that involves multiple actors with divergent interests and that leads to outcomes that are collectively acceptable but not necessarily (sub)optimal. ABSTRACT FROM AUTHOR Copyright of R & D Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) In this paper, it is argued that innovation can be the result of a repetitive, multi-actor negotiation process. We present the case of an environment-related product innovation in a large multinational company that emerged as the outcome of a complex interaction process in which numerous external and internal actors negotiated to safeguard their own interests. This negotiation perspective challenges conventional economic views of innovations, in which new products and processes are regarded as exogenous variables, the outcomes of deliberately planned research, or the combination of technology (pushing) and market (pulling) inducements. Instead, innovation may be a non-linear, unpredictable process that involves multiple actors with divergent interests and that leads to outcomes that are collectively acceptable but not necessarily (sub)optimal. ABSTRACT FROM AUTHOR Copyright of R & D Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)Thu Mar 20 21:24:32 CET 2008LudwigsburgSchriftenreihe UnternehmensführungProduktinnovationen als Ergebnis der Koordination von F&E und Marketing: Ursachen, Auswirkungen und Lösungsmöglichkeiten, dargestellt am Beispiel eines Unternehmens der mobilen Kommunikation81992und MarketingNew Entwicklung products Industrial Forschung MarketingResearch, innovations ProduktinnovationInnovationsmanagement Management ManagementTechnological Thu Mar 20 21:24:32 CET 2008Journal of High Technology Management Research2273-293Governing the innovation process in entrepreneurial firms122001innovations governanceHIGH CORPORATE technologyMANAGEMENTTECHNOLOGICAL We challenge the implicit assumption that entrepreneurs are the sole owners of their young firms and we suggest that because cutting-edge innovation projects are complex, they create substantial information asymmetry between entrepreneurs and their investors. Linking previous research on governance, entrepreneurship, and innovation, we ask what forms of governance and incentive systems are conducive to spur and implement innovation among young entrepreneurial firms. Using agency theory and building on the rich literature on governance, we make eight practical suggestions regarding the governance of young entrepreneurial firms. We suggest that early and effective governance systems may help entrepreneurs and investors work in alignment with each other's best interests. (C) 2001 Elsevier Science Inc. All rights reserved. [ABSTRACT FROM AUTHOR]Thu Mar 20 21:24:32 CET 2008Research Technology Management28-14INNOVATION RULES!492006IndustrialTECHNOLOGICAL COMMERCIAL productsNEW productsPRODUCT managementResearch, innovations Emphasizes the need to consider product, process, people and politics in managing and producing an innovative product.Components of the dominant design for business growth; Types of processes involved in effective innovation management; Factors to consider when developing the capability of people involved in innovative processes.Thu Mar 20 21:24:32 CET 2008International Journal of Innovation Management4371-389Services Innovation: Coming of Age in the Knowledge-Based Economy42000industriesTECHNOLOGICAL SERVICE innovations This collection of essays demonstrates that research on services innovation is now a vibrant and mature field within innovation studies. Examining the development of this field, and the contributions of these essays in particular, we argue that the time is right for a "marriage" between the study of services innovation and mainstream innovation studies. While there is a great deal to be learned from the study of services innovation, treating this as a separate area of study runs the risk that important lessons for the study of innovation within manufacturing and other sectors may be lost. These essays point the way toward more integrated approaches, which are particularly suitable for studying innovation processes in the knowledge-based economy. [ABSTRACT FROM AUTHOR]Thu Mar 20 21:24:32 CET 2008International Journal of Innovation Management2187-205Airports of the Future: A Manager's View of an Innovation Exercise42000innovations TECHNOLOGICAL This paper reports practical experience with a project called "Airports of the Future" carried out in BAA plc, the leading owner and operator of airports in the UK. Airport infrastructure involves large capital investment and typically has a lifetime measured in decades; the project aimed to change the way BAA looks at the future, with the incorporation of more systematic "future-proofing" activities. After an introduction to the organisational context, the work is described, providing the background for two suggestions for research activity: "political context" forecasting and a "science" of flexibility. The paper ends with a list of practical managerial learning points relevant to innovation in a large corporate environment. [ABSTRACT FROM AUTHOR]Thu Mar 20 21:24:32 CET 2008WiesbadenTechnologische Konkurrenzanalyse: Zur Früherkennung von Wettbewerberinnovationen bei deutschen Großunternehmen1994aspects innovations GermanyCompetition Economic GermanyInnovationsmanagementKonkurrenzanalyse Technological Thu Mar 20 21:24:32 CET 2008International Journal of Innovation Management1123-135The Development of Innovation Manpower for a Knowledge-Based Economy: The Singapore Approach42000TECHNOLOGICAL innovations This article explores the Singapore approach to the strategic development of innovation manpower for the achievement of a knowledge-based economy. The country has placed a great emphasis on the development of science and technology in selected areas since the late 1980s. Substantial resources have been allocated to the promotion of innovation activities and the development of research scientists and engineers. However, the shortage of R&D manpower remains an emerging issue. In addition to encouraging local science and engineering graduates to pursue R&D as their life-long career, both public research institutions and private industry have been recruiting international talents. Furthermore, a number of strategic measures such as R&D assistance schemes, the reform of traditional education systems, cross-sector collaborations and the development of international R&D networks have been implemented in order to strengthen the technological core competence of the country. [ABSTRACT FROM AUTHOR]Thu Mar 20 21:24:32 CET 2008Journal of Database Marketing171-83Incremental Innovation: A Case Study Analysis102002enterprisesDATABASE innovations marketingTECHNOLOGICAL BUSINESS By its nature innovation suggests that unknown and potentially high risk is incurred. The perils of innovation have been well established, yet the pressures to innovate and seek new solutions to business problems do not diminish. Within the knowledge economy there has been a large amount of conceptual work to develop, for example, sophisticated models of customer relationship management. As with other managerially orientated initiatives such as business process re-engineering and total quality management, however, the process of adoption and subsequent business benefits are not consistently apparent to managers. The application of new management thinking and the adoption of innovative techniques are subject to significant risk of failure, with consequent effects on a business already under pressure to improve performance. This paper considers a traditional, family-orientated firm that has prospered for many years. Business pressures are forcing the company to consider ways in which profitability can be maintained and improved. The actions of the company are considered against two conceptual frameworks. First, the empirically-derived understanding of marketing practice developed by the Contemporary Marketing Practice group, secondly the conceptual approach to the development of database management practice proposed by Shaw and Stone. The innovation involved the introduction of a database marketing activity within the organisation. The case study demonstrates how the company develops incrementally from a traditional transactional approach to marketing, and adopts database marketing as a means to improve performance. This effectively represents a product being developed and internally sold by the marketing department of the organisation to the rest of the company. The success of this process is considered against criteria for product development proposed by Poolton and Barclay. The paper concludes by noting that adopting an incremental approach can reduce the risks as [ABSTRACT FROM AUTHOR]Thu Mar 20 21:24:32 CET 2008Technology Analysis & Strategic Management3251-269<Frames of significance: Technological agenda-forming for strategic advantage91997CORPORATIONSDECISION makingTECHNOLOGICAL innovations Focuses on the decision-making process of adapting technological innovations by managers.Utilization of the perceptual frame model in understanding technological innovation agenda; Existence of partial perspectives among decision-makers; Subjection of frame selection to the decision-maker's experience. Focuses on the decision-making process of adapting technological innovations by managers.Utilization of the perceptual frame model in understanding technological innovation agenda; Existence of partial perspectives among decision-makers; Subjection of frame selection to the decision-maker's experience.Thu Mar 20 21:20:07 CET 2008StuttgartManagement von Forschung, Entwicklung und InnovationImitationsmanagement: Nachahmung als Option des Technologiemanagements101992ManagementImitatorTechnological Strategisches innovations Management business ManagementNew enterprises Thu Mar 20 21:20:07 CET 2008Harvard Business Review373-84Managing Innovation: Controlled Chaos631985ability progressCREATIVE CREATIVE in -- business innovations planningTECHNOLOGICAL businessEXECUTIVESINDUSTRIAL managementINVENTIONSNEW stylesTECHNOLOGICAL abilitySMALL innovationsMANAGEMENT Technological productsSTRATEGIC World technological leadership, some say, is passing from the United States to our international rivals in Europe and the Far East. Critics of corporate America point out that many new products and services originate overseas--especially in Japan--and blame our large bureaucratic organizations for stifling innovation. The innovations that do arise here, according to these observers, come primarily from entrepreneurs and small businesses. The author of this article, a leading management scholar, takes a different view. Large companies that understand the innovative process have an impressive record of developing new technologies and products. Drawing on a multiyear research project and many case studies, the author analyzes the managerial practices of successful large companies and outlines some common patterns in their approach to technological innovation. These big companies, like many successful small entrepreneurs, accept the essential chaos of development. They pay close attention to their users' needs and desires, avoid detailed early technical or marketing plans, and allow entrepreneurial teams to pursue competing alternatives within a clearly conceived framework of goals and limits. ABSTRACT FROM AUTHOR Copyright of Harvard Business Review is the property of Harvard Business School Publication Corp. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) World technological leadership, some say, is passing from the United States to our international rivals in Europe and the Far East. Critics of corporate America point out that many new products and services originate overseas--especially in Japan--and blame our large bureaucratic organizations for stifling innovation. The innovations that do arise here, according to these observers, come primarily from entrepreneurs and small businesses. The author of this article, a leading management scholar, takes a different view. Large companies that understand the innovative process have an impressive record of developing new technologies and products. Drawing on a multiyear research project and many case studies, the author analyzes the managerial practices of successful large companies and outlines some common patterns in their approach to technological innovation. These big companies, like many successful small entrepreneurs, accept the essential chaos of development. They pay close attention to their users' needs and desires, avoid detailed early technical or marketing plans, and allow entrepreneurial teams to pursue competing alternatives within a clearly conceived framework of goals and limits. ABSTRACT FROM AUTHOR Copyright of Harvard Business Review is the property of Harvard Business School Publication Corp. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)Thu Mar 20 21:20:07 CET 2008WeinheimFaszination Innovation: Wichtiges und Wissenswertes von A bis Z1998change MiscellaneaOrganizational UnternehmeninnovationIndustrial MiscellaneaForschung management innovations EntwicklungForschungsmethode und MiscellaneaTechnological Thu Mar 20 21:20:07 CET 2008OxfordGenerating Technological Innovation1987business management in 21030 technological innovations Technological Management11030 Thu Mar 20 21:20:07 CET 2008Technology Analysis & Strategic Management173-75Developments Towards the Fifth Generation Model of Innovation41992developmentTECHNOLOGICAL innovations ECONOMIC Outlines the developments towards the fifth generation model of innovation.Inclusion of integrated parallel development; Usage of electric toolkit; Features of successful innovation process. Outlines the developments towards the fifth generation model of innovation.Inclusion of integrated parallel development; Usage of electric toolkit; Features of successful innovation process.Thu Mar 20 21:20:07 CET 2008International Marketing Review17-31Towards the Fifth-Generation Innovation Process111994processesTECHNOLOGICAL innovations MANUFACTURING The growing complexity and pace of industrial technological change are forcing firms to forge new alliances and to respond more efficiently to market changes. This process is leading some companies towards more strategically directed integration within external agencies. Some are also adopting a sophisticated electronic toolkit in their design and development activities. These leading edge innovators are beginning to take on elements of the fifth-generation (5G) innovation process. Describes developments towards this process. ABSTRACT FROM AUTHOR Copyright of International Marketing Review is the property of Emerald and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) The growing complexity and pace of industrial technological change are forcing firms to forge new alliances and to respond more efficiently to market changes. This process is leading some companies towards more strategically directed integration within external agencies. Some are also adopting a sophisticated electronic toolkit in their design and development activities. These leading edge innovators are beginning to take on elements of the fifth-generation (5G) innovation process. Describes developments towards this process. ABSTRACT FROM AUTHOR Copyright of International Marketing Review is the property of Emerald and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)Thu Mar 20 21:20:07 CET 2008Journal of Product Innovation Management3170-184The Fuzzy Front End of New Product Development for Discontinuous Innovations: A Theoretical Model212004solvingTECHNOLOGICAL makingMANUFACTURESMARKETINGNEW innovations DECISION productsPROBLEM The fuzzy front end of the new product development (NPD) process, the time and activity prior to an organization's first screen of a new product idea, is the root of success for firms involved with discontinuous new product innovation. Yet understanding the fuzzy front-end process has been a challenge for academics and organizations alike. While approaches to handling the fuzzy front end have been suggested in the literature, these tend to be relevant largely for incremental new product situations where organizations are aware of and are involved in the NPD process from the project's beginning. For incremental new products, structured problems or opportunities typically are laid out at the organizational level and are directed to individuals for information gathering. In the case of discontinuous innovations, however, we propose that the process works in the opposite direction—that is, that the timing and likelihood of organizational-level involvement is more likely to be at the discretion of individuals. Such individuals perform a boundary-spanning function by identifying and by understanding emerging patterns in the environment, with little or no direction from the organization. Often, these same individuals also act as gatekeepers by deciding on the value to the organization of externally derived information, as well as whether such information will be shared. Consequently for discontinuous innovations, information search and related problems/opportunities are unstructured and are at the individual level during the fuzzy front end. As such, the direction of initial decisions about new environmental information tends to be inward, toward the corporate decision-making level, rather than the other way around. In order to cope with the special and complex nature of decisions made at the fuzzy front end of NPD for discontinuous innovations, this process is detailed as a series of decisions occurring over three proposed interfaces: boundary, gatekeeping, and... ABSTRACT FROM AUTHOR Copyright of Journal of Product Innovation Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) The fuzzy front end of the new product development (NPD) process, the time and activity prior to an organization's first screen of a new product idea, is the root of success for firms involved with discontinuous new product innovation. Yet understanding the fuzzy front-end process has been a challenge for academics and organizations alike. While approaches to handling the fuzzy front end have been suggested in the literature, these tend to be relevant largely for incremental new product situations where organizations are aware of and are involved in the NPD process from the project's beginning. For incremental new products, structured problems or opportunities typically are laid out at the organizational level and are directed to individuals for information gathering. In the case of discontinuous innovations, however, we propose that the process works in the opposite direction—that is, that the timing and likelihood of organizational-level involvement is more likely to be at the discretion of individuals. Such individuals perform a boundary-spanning function by identifying and by understanding emerging patterns in the environment, with little or no direction from the organization. Often, these same individuals also act as gatekeepers by deciding on the value to the organization of externally derived information, as well as whether such information will be shared. Consequently for discontinuous innovations, information search and related problems/opportunities are unstructured and are at the individual level during the fuzzy front end. As such, the direction of initial decisions about new environmental information tends to be inward, toward the corporate decision-making level, rather than the other way around. In order to cope with the special and complex nature of decisions made at the fuzzy front end of NPD for discontinuous innovations, this process is detailed as a series of decisions occurring over three proposed interfaces: boundary, gatekeeping, and... ABSTRACT FROM AUTHOR Copyright of Journal of Product Innovation Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)Thu Mar 20 21:20:07 CET 2008International Journal of Innovation Management3347-369The Management of Innovation Problem42000MANAGEMENTTECHNOLOGICAL innovations The vital importance of innovation in today's competitive climate has been widely canvassed. But while the need for more innovation is intensively proclaimed, the response for some time now has been widely regarded as falling well short of what is required. In other words, there is and has long been a perceived "innovation problem" in the UK and of course in many other countries. There is a large literature exploring the barriers to innovation and this has identified a whole array of factors ranging from the macro-level (such as a tendency towards short-termism) to the micro-level (including personality traits and team characteristics). This article reports the results from a new extensive study which addresses the "problem" by attending to the perceptions, assumptions, interpretations and cognitions of managers — i.e. those actors who determine organisational priorities and who make crucial resource allocation decisions. These managerial ways of seeing have vital consequences for organisational innovation. This article reports on the marked variety of managerial interpretations of innovation; it presents new ways of classifying these and it describes the practical implications of these insights. [ABSTRACT FROM AUTHOR]