Jason Vaughan

Bio: Jason Vaughan is an academic researcher from University of Northampton. The author has contributed to research in topics: New product development. The author has an hindex of 1, co-authored 1 publications receiving 11 citations.

Innovation in UK companies. An Evaluation of the Implementation of Best Practice in Front End Innovation Processes and Methodologies

Abstract: With the global economy facing its toughest test in over 60 years never has it been so important for companies, large and small, to innovate and grow. Whilst few business leaders would argue with this statement, research has highlighted the difficulty that businesses face in developing commercially successful, innovative products and services. It's well documented that between 80-90% of new product launches fail and whilst 80% of business leaders believe that innovation is important 65% are dissatisfied with their ability to innovate. To understand why successful, innovative products and services appears to be so elusive we conducted original research amongst a sample of UK based companies. The aim of the research was to identify how companies generate potential product ideas and what barriers they face in taking these ideas to the next stage of development. The results showed that whilst small and medium sized companies recognized the importance of innovation they did not have formal processes for genera...

Leadership and Innovation

Abstract: Students in the program begin as accomplished teachers, teacher leaders, principals, superintendents, higher education professionals or leaders in other educational contexts. Through coursework, students deepen their abilities to lead change and implement innovation in their local educational organizations. The program is not designed to prepare students for academic research-oriented tenure-track positions.

CEO transformational leadership and the new product development process

Abstract: Purpose – The purpose of this paper is to examine the linkages between CEO transformational leadership and the new product development (NPD) process through organizational learning and innovation culture. Design/methodology/approach – A large-scale survey by a sample of 269 manufacturing firms in Thailand was conducted. Structural equation modeling was used to test the proposed relationships. Findings – CEO transformational leadership was strongly and positively associated with organizational learning and innovation culture. Additionally, organizational learning and innovation culture were positively related to the NPD process. Practical implications – Managers should pay more attention to organizational learning since it has a strong impact on the NPD process. CEOs with an innovation-oriented attitude should develop their transformational leadership to support organizational learning and an innovation culture. Originality/value – The study extends the understanding of the connections between CEO transformational leadership and the NPD process. The results highlight the mediating roles of organizational learning and innovation culture on the relationship between CEO transformational leadership and the NPD process.

The roles of CEO transformational leadership and organizational factors on product innovation performance

Abstract: Purpose The purpose of this paper is to examine the direct and indirect effects of CEO transformational leadership on product innovation performance. This research investigates the mechanism between CEO transformational leadership and product innovation performance, to understand the process through which transformational CEOs exert their influence. Design/methodology/approach This study is a quantitative research. Data were collected from 269 manufacturing firms in Thailand through a mail survey. This research applied a two-step structural equation modeling process. Findings The results indicate that CEO transformational leadership indirectly affects product innovation performance through an innovation culture, organizational learning, and the new product development (NPD) process. CEO transformational leadership has a strong effect on innovation culture and organizational learning. Organizational learning is strongly associated with the NPD process, which significantly leads to product innovation performance. By integrating the knowledge of leadership and operations management fields, this study helps extend the understanding of how leaders at the top of an organization influence the NPD process and product innovation outcomes. Practical implications For practical implications to be more effective, CEOs focusing on product innovation should develop their skills and behaviors of transformational leadership to foster innovation culture and organizational learning, which in turn will affect product innovation performance. Originality/value This study makes a contribution to the literature by filling the research gaps proposed by several prior studies and offering a theoretical framework of the relationship between CEO transformational leadership and product innovation performance.

Potential for Chemistry in Multidisciplinary, Interdisciplinary, and Transdisciplinary Teaching Activities in Higher Education.

Abstract: For some professionally, vocationally, or technically oriented careers, curricula delivered in higher education establishments may focus on teaching material related to a single discipline. By contrast, multidisciplinary, interdisciplinary, and transdisciplinary teaching (MITT) results in improved affective and cognitive learning and critical thinking, offering learners/students the opportunity to obtain a broad general knowledge base. Chemistry is a discipline that sits at the interface of science, technology, engineering, mathematics, and medicine (STEMM) subjects (and those aligned with or informed by STEMM subjects). This article discusses the significant potential of inclusion of chemistry in MITT activities in higher education and the real-world importance in personal, organizational, national, and global contexts. It outlines the development and implementation challenges attributed to legacy higher education infrastructures (that call for creative visionary leadership with strong and supportive management and administrative functions), and curriculum design that ensures inclusivity and collaboration and is pitched and balanced appropriately. It concludes with future possibilities, notably highlighting that chemistry, as a discipline, underpins industries that have multibillion dollar turnovers and employ millions of people across the world.

A Co-creation Centre for University–Industry Collaboration – A Framework for Concept Development☆

Abstract: It is argued in general that future success in effective innovation creation is built on the ability to connect and manage talent, partnerships and related practical innovation processes. This makes it challenging for a university to develop an ecosystem of knowledge creation. The full benefit from a university can only be obtained if the university and society are organically linked together. The needs of society have to be at the centre of a university's activities, and flexible adjustment to changing needs is necessary but often lacking. Campus management has a major role in the facilitation of multidisciplinary interaction between students, scientists, entrepreneurs and other industry partners that inspire each other with different perspectives on the same subject. One significant tool to support open innovation with diverse stakeholders is to provide supportive spaces with relevant services. This paper aims to identify the requirements of a Co-creation Centre as a concept serving the third role of auniversity. The literature review was conducted and, based on the result, this paper proposes a conceptual framework for capturing the key requirements for developing a multiuser Co-creation Centre. The framework consists ofthe requirements on the demand and supply sides of campus management. The main findings in this paper are that different modes of knowledge conversion have different capabilities tosupport knowledge co-creation requirements. Knowledge co-creation process requirements in the multiuser Co-creation Centre for university–industry collaboration are best supported by originating “Ba”, which means the place where individuals share feelings, emotions, experiences, and mental models and the place where the knowledge-creation process begins. The results contribute to the concept development in campus management and provide a starting point for evaluating the success of multidisciplinary and multi-actor innovation environments.