Virtual product experience and customer participation—A chance for customer-centred,really new products

This paper demonstrates how customers can be virtually integrated into a company's innovation process. New interaction tools allow companies to gain valuable input from customers via the Internet. First, we explain why too closely listening to customers may turn out to be problematic for the development of real new products. The KANO model shows that it is difficult for customers to express their latent needs as well as those which are taken for granted. New virtual interaction tools and virtual product experiences help to overcome these problems and enable customers to transfer their explicit and implicit knowledge to innovation teams. How to apply virtual interaction tools and how to virtually integrate customers into the innovation process in practice is illustrated in detail in the AUDI case study. Our case study findings show that virtual customer integration provides valuable input for new product development. This paper introduces virtual customer integration as a new means of coming up with customer-centred, really new products.     

Strategies of user-initiated product innovation

Several studies of success and failure in industrial new product development have demonstrated that, in order to be effective innovators, manufacturers must appreciate thoroughly the needs and behaviour of potential users. Attention has also been focused on the needs for precise and adequate communication between producers and customers during the innovative process and for close interaction between buyers and sellers at all stages. The research reported here deals with situations in which the required appreciation, communication and closeness ought to be readily available, for user-initiated innovation refers to the inauguration of new industrial processes and products by users rather than by external manufacturers. Since the user-initiator who invents the innovation also applies it directly in his own productive processes before approaching a manufacturer who will produce and market it under license or undertaking these tasks himself, there is a rare closeness between producer and (at least the initial) buyer which is founded upon a unique access to information about the operational performance of the innovation. The paper is especially concerned with identifying for further research the strategic, managerial and organisational issues which arise out of the expansion of the entrepreneurial role of the user-initiator in the commercial exploitation of his invention as a product innovation. Given the compelling evidence that many companies fail to make full use of the technologies available to them as sources of new products, this research is seen as an essential component of the regeneration and increased competitive advantage of British industry.     

Process-based vs. product-based innovation: Value creation by nanotech ventures

Nanotechnology is frequently heralded as the next wave of technological advance, poised to enable radical innovation across many industries. But as yet little is known about how firms will ultimately create that value. We do know that nanotechnology is based on process innovation, a category of innovation less well understood than product innovation. And we know that new ventures are an important vehicle for commercializing radical technology. As new ventures seek to commercialize nanotechnology, they evolve value creation strategies to better link fundamental scientific advance with the creation of value for users and investors. This paper asks “How do the successful value creation strategies of technology ventures differ in process vs. product-based innovation?”An investigation of 12 ventures representing the extremes of value creation through process-based (nanotech) and product-based (fuel cell) innovation reveals significant differences in their value creation challenges, in the mechanisms of technology–market matching and alliance building, and in their levels of experimentation. Ventures exploiting process innovation faced greater uncertainty in their value chain positioning, market breadth, customization, and the changes required of their customers in contrast to product-based ventures. Our evidence shows that nanotechnology ventures benefit from prioritizing technology–market matching, alliance building and experimenting with technologies in new value networks.     

Does adoption of ISO 56002-2019 and green innovation reporting enhance the firm sustainable development goal performance? An emerging paradigm

Reporting is a means of communication for companies to their respective stakeholders. The literature on non-financial reporting has mostly focused on operational, Carbon Discloser Project (CDP), and environmental disclosure to firm performance. This reporting and disclosure approach adopted by companies in their sustainability practices appears to be a normative approach. However, there has been a growing demand by stakeholders to incorporate proactive approach in business activities. To meet that, green innovation practices (GIPs) has been integrated as a new element in environmental reporting, thereby reflecting the proactiveness of companies in their adoption of green innovation reporting (GIR). The objective of this study is to advocate for greater disclosure on sustainability reporting by incorporating the GIPs of companies and substantial, sustainable development goal contribution, along with the moderation of the newly upgraded ISO 56002-2019 innovation management system. Adoption of green innovation reporting and ISO 56002-2019 will enhance the level of transparency of business activities and create greater stakeholder confidence along with enhancing the firm's sustainable development of goal performance. Furthermore, an extensive literature review was undertaken to create a GIR framework (i.e., product, process, service and technology) for firms to integrate GIPs into sustainability reporting. The conceptual model proposed the adoption of green innovation reporting and ISO 56002-2019 innovation management system to firm sustainable development goal. This needs to be injected into the sustainable reporting of companies to reflect their innovativeness, actual sustainable business practices and sustainable development goal performance for the firm.     

HRM as a predictor of innovation

There is growing evidence available to suggest that HR practice is an important predictor of organisational performance. In this article, we argue that HR practices also have the potential to promote organisational innovation. We describe a longitudinal study of 22 UK manufacturing companies and examine the relationship between such practices and product and technological innovation. Results reveal that training, induction, team working, appraisal and exploratory learning focus are all predictors of innovation. Contingent reward, applied in conjunction with an exploratory learning focus, is positively associated with innovation in technical systems. Furthermore, training, appraisal and induction, combined with exploratory learning focus, explain variation between companies in product and technological innovation above and beyond the main effects observed.     

Understanding the main drivers of value creation in an open innovation program

Innovation has been identified as the single most relevant element in fuelling corporations’ competitive advantage and ultimate value creation. Corporations no longer rely on a single, linear structure of innovation; the new paradigm of open innovation opens up new possibilities of organizing innovation within the ecosystem, thus giving rise to new drivers for value creation. These value drivers have an impact on the strategic position of the firm and have the ability to create superior financial performance. In this paper we explore the close relationship between open innovation and value creation and propose a framework to analyze this process as well as the most critical elements involved.     

Project management and management of innovation in small industrial firms

In innovation projects, three sub-processes have to evolue concurrently. These are problem solving, to bring about a new product or process; internal innovation diffusion, to disseminate information and engender a positive attitude towards new developments; and change in the organization so that it may function successfully with new products or processes. The characteristics of these sub-processes and a need for special roles relating to them were suggested by a study of the innovation processes in small companies. A case history shows the possible use of the processes and roles indicated above to manage innovation projects.     

让每个平方米的仓储收益多起来

相对西方发达国家,中国的仓储服务业具有占地面积大、自动化程度低、投资回收期长、仓储服务普遍处于微利等行业特点.在当今中国物流“外包“需求不断上升、生产性客户普遍追求企业“零库存“的市场背景下,同时还面临着仓储用地资源日益紧缺,仓储企业竞争压力不断加大的新形势.如何提升仓库每个平方米的收益,如何探索差异化增值服务来增强仓储部门的竞争能力,文中从仓储服务中的业务延伸、时间管理等方面进行了一些有益的实践探索和初步的理论研究,对改善仓储服务、提升传统仓储业的竞争能力都将具有显著的现实意义和战略管理借鉴意义.     

Innovation processes in small and medium-size companies

Innovation in small manufacturing companies often proceeds in an unstructured way. For the most part there is no previous well-defined plan. Small companies manage to introduce product and process innovations in a great variety of ways. The activities involved in the innovation process vary from one company to another, as does the total duration of the process.

With product innovations, the market to which the companies orient largely determines how the innovation evolves. With process innovations, it is the novelty of the innovation that determines the mode of evolution.

Next to the know-how invested in the company, sources of information in the business sector are particularly intensively used, such as customers and suppliers. The use of other sources depends strongly on the stage in the innovation process.

These are the most important conclusions from an investigation that has been carried out under commission from the Dutch government. Its objective was to establish how innovation is accomplished in small companies and which sources of information are used at the successive stages of the innovation process.     

Safety process innovation in medical service industry

Safety issues are generally ignored in the innovation of services for internal and external customers. The purpose of this study is to provide a safety mechanism framework for process innovation in medical service industry. This study applies action research to develop a safety framework for process innovation. The practicality of the proposed method is demonstrated using a case study of Cesarean sections in Taiwan. The proposed step for safety process innovation and safety process innovation framework (SPIF) were verified by eight experts and tested with Delphi. The most important concept concerning SPIF is that it provides a clear framework for evaluating the risk of potential failure in each subsystem of process in innovation.     

Risk preventative innovation strategies for emerging technologies the cases of nano-textiles and smart textiles

Emerging technologies can result in unintended side effects that are detrimental on safeguard subjects, namely environment, health & safety and sustainability (EHS/S). Adverse impacts of technologies can result in enterprise risks for companies that develop their business strategies around technological innovation. The EHS/S risks should therefore be mitigated prior to the market proliferation of new technologies. Risk preventative innovation strategies enhance the competitiveness of those companies that create safe and socially acceptable products.     

A critical review of empirical research on open innovation adoption

The open innovation approach has been one of the most discussed topics in innovation management literature in the 2000s. Over the past few years, academic publications on open innovation have increased substantially. This paper attempts to summarize and review the state-of-the-art of empirical open innovation research and develop new opportunities for open innovation research in the future. In order to make the papers more comparable, a clear focus on large-scale quantitative-oriented studies was set. From a total of 282 documents, 30 studies were analyzed in detail along four key dimensions: Firstly, different methods of measuring open innovation adoption are compared. Then, the level of open innovation adoption is analyzed on a general basis. Thirdly, the level of adoption is compared at the level of the open innovation mode (inbound and outbound). Finally, the study results regarding the variables that influence open innovation adoption are compared and conclusions for future research directions are drawn.     

Microfoundations of companies' dynamic capabilities for environmentally sustainable innovation: Case study insights from high‐tech innovation in science‐based companies

To achieve sustainable development, companies are increasingly putting an emphasis on the creation and the promotion of environmentally sustainable innovations. Environmentally sustainable innovation often involves a significant shift in a new strategic direction. This paper studies this shift from a dynamic capabilities perspective and aims to identify the microfoundations of science‐based companies' dynamic capabilities for high‐tech environmentally sustainable innovations. It investigates the development of high‐tech environmentally sustainable innovations in two distinctive science‐based companies. To scholars, this study provides an in‐depth process analysis, over time, of how and why microfoundations of dynamic capabilities influence the development of a science‐based company's high‐tech environmentally sustainable innovations. To practitioners in science‐based firms, this process study can function as a frame of reference, enabling the tailoring of a strategy for high‐tech environmentally sustainable innovation.     

Fostering product innovation: Differences between new ventures and established firms

This study combines insights from the entrepreneurship, competency-based view and innovation policy literature to analyze the relationships among different types of public incentives designed to foster innovation and product innovation at both new ventures and incumbent firms. To test our hypotheses, we ran a system of regression models on a cross-national sample comprised of 5238 firms from 29 European countries and found a different pattern for new ventures and incumbents. Our results suggest that support for attendance or participation in trade fairs and networking with other companies are the most effective methods of promoting product innovation for new ventures. However, for incumbent firms, we found that the most effective policies consisted of tax reduction for R&D expenditures and subsidies for acquiring buildings or other infrastructure(s) for innovation activities. This distinction prompts interesting insights related to theory development in research on entrepreneurship and innovation policy.     

Corporate sustainability and innovation in SMEs: Evidence of themes and activities in practice

Recently, innovation processes towards sustainable development have received increasing attention in academic literature. This research introduces the combination of insights from innovation theory, sustainable development practice and small business characteristics to unlock new knowledge on factors that influence the translation of sustainable innovation within small and medium‐sized enterprises (SMEs) into practice. The sustainability themes and activities as described for large companies (i.e. in the sustainability reporting and management literature) were used as starting point in this study. It presents empiric results of the PRIMA Project conducted within the rubber and plastics industry (RPI) on sustainable innovation activities. It will show that many sustainable innovations are directed at the improvement of technological processes (eco‐efficiency) and to lower costs of production. These innovations can be seen as incremental. Companies with sustainability integrated in their orientation and innovation processes show value creation: the development of products new to the market (radical innovations) and cooperation with stakeholders. The PRIMA project shows that more insight in SME innovative characteristics and (e)valuation of sustainable innovation efforts provides opportunities to improve the sustainability performance of SMEs. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment.     

Building a national innovation system through regional innovation systems

This paper deals with the effective formulation and implementation of a national innovation system. It emphasizes that a concept of regional innovation system is a good tool to generate an effective national innovation system, as it can effectively create different sectoral innovation systems in different regions. Based on this theoretical review, this paper analyzes Korean regional innovation systems in terms of mapping of innovation actors. It concludes that the Korean national innovation system is relatively weak, as it has only three advanced regional innovation systems. However, it tells that there are six fast developing regional innovation systems and seven less developed regional innovation systems. They should be refined and further developed based on the active support by the central government, some policy measures for activating interactive learning between innovation actors, and also the close cooperation between the central and regional governments.     

Knowledge processing and ecosystem co-creation for process innovation: Managing joint knowledge processing in process innovation projects

Process innovation drives industrial competitiveness and sustainability but remains elusive since it requires co-creation and the sharing of idiosyncratic design knowledge in ecosystems of providers and customers of process equipment. This paper investigates how firms can manage knowledge processing through co-creation in joint process innovation projects. Analysis of cross-comparative case studies –including nine industrial ecosystem actors – identifies three types of technological challenge (complexity, novelty and customization) that creates knowledge-processing requirements (uncertainty, equivocality) during the value co-creation process. To manage these knowledge-processing requirements, this paper explains how three joint knowledge-processing strategies (joint problem solving, open communication and end-user involvement) help ecosystem partners make sense of the requirements and demands in process innovation. In this context, the procurement approach (such as contracting and relationship development) helps to facilitate higher levels of joint knowledge processing, drawing on the diverse knowledge of ecosystem actors to secure successful process-innovation outcomes. The present study contributes to the emerging literature on co-creation in process innovation by developing a framework that highlights the knowledge-processing dynamics in ecosystem relationships for process innovation. The implications for management extends to a practical tool that guides project managers in ensuring appropriate levels of joint knowledge processing among ecosystem actors.

     

客户盈余表现对供应商企业创新投资的影响研究

基于资源依赖理论和信号传递理论，利用手工收集的供应商企业-客户对均为上市公司的数据，系统考察客户盈余表现对供应商企业创新投资的影响。研究发现，客户盈余表现越好，越能促进供应商企业的创新投资。调节作用研究发现，供应链关系越稳定、越趋于良性，供应链企业的协同效应越明显，即高盈余客户对供应商企业创新投资的正向影响越强；企业与客户的产品多元化程度越低，客户盈余表现对供应商企业创新投资的正向影响越显著；高盈余客户通过降低供应商企业经营风险促进了供应商企业创新投资。进一步分析发现，供应商企业市场竞争程度越高、融资约束程度越高、客户相对议价能力越强，客户盈余表现对供应商企业创新投资的正向影响越会显著增强。研究结论拓展了客户盈余表现经济后果的理论边界，对推动供应链整合及供给侧结构性改革具有重要的启示意义。     

Branding from the inside out at Yahoo!: HR's role as brand builder

Every day, thousands of companies spend millions of dollars to build external brand identity and customer loyalty. Branding implies more than just selling a product or service; the best companies create a strong emotional connection between the message and the product. The brand attaches meaning, the lifestyle, the transformation, the potential, the joy, and the fulfillment to the product. Today, competing for employees is as difficult as competing for customers; building employee loyalty is as important as building customer loyalty; and treating employees right is the key to treating shareholders right. Here we discuss what Yahoo! has done to build its strong branding image. © 2005 Wiley Periodicals, Inc.