Showing papers on "Open innovation published in 2003"
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01 Mar 2003TL;DR: Open Innovation: The New Imperative for Creating and Profiting From Technology as discussed by the authors is a book by Henry Chesbrough, which discusses the importance of open innovation for creating and profiting from technology.
Abstract: The article reviews the book “Open Innovation: The New Imperative for Creating and Profiting From Technology,” by Henry Chesbrough.
8,644 citations
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TL;DR: In the old model of closed innovation, enterprises adhered to the following philosophy: Successful innovation requires control: In other words, companies must generate their own ideas, then develop, manufacture, market, distribute and service those ideas themselves.
Abstract: Is innovation dead? Actually, innovation is alive and well ? as underscored by the recent advances in the life sciences, including revolutionary breakthroughs in genomics and cloning. But the way companies generate ideas and bring them to market has been undergoing a fundamental change.
In the old model of closed innovation, enterprises adhered to the following philosophy: Successful innovation requires control. In other words, companies must generate their own ideas, then develop, manufacture, market, distribute and service those ideas themselves. For most of the 20th century, that model worked well, as evidenced by the spectacular successes of central R&D organizations such as AT&T's Bell Labs.
Today, though, the internally oriented, centralized approach to R&D is becoming obsolete in many industries. Useful knowledge is widely disseminated, and ideas must be used with alacrity. If not, they will be lost. Such factors create a new logic of open innovation, in which the role of R&D extends far beyond the boundaries of the enterprise. Specifically, companies must now harness outside ideas to advance their own businesses while leveraging their internal ideas outside their current operations. That fundamental change offers novel ways to create value ? along with new opportunities to claim portions of that value.
3,105 citations
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TL;DR: In this paper, the use of R&D produced outside the firm and the development of internal systems to reward commercially viable innovation within the firm is discussed. But the authors stress that this closed approach to innovation is no longer viable in a period of rapid diffusion of commercially valuable knowledge, and that leading firms must begin to manage intellectual property via the logic of open innovation.
Abstract: Companies have traditionally managed innovation as an internal process, relying upon their own skills and capabilities. However, this closed approach to innovation is no longer viable in a period of rapid diffusion of commercially valuable knowledge. If leading firms are to retain their capacity for innovation, they must begin to manage intellectual property via the logic of open innovation. Such an approach is much more fluid, emphasizing both the use of R&D produced outside the firm and the development of internal systems to reward commercially viable innovation within the firm.
724 citations
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16 Jul 2003
Abstract: Introduction Chapter I What are innovation, creativity and design? Innovation Creativity Design Reading suggestions: Some useful websites Chapter II Innovation = creativity & commercialisation Case Study 1 BBC's 'Walking with dinosaurs Appendix I Meet the Dinosaurs Appendix II Stages of the animation process Appendix III Excerpt from Brand Guide Appendix IV Awards as of 30 th October 2001 Chapter III Structured processes for developing new products The evolution of the new product development process The Stage-Gate Process Development Funnel and Product Portfolio Management The role of the project leader Reading suggestions: Some useful websites: Chapter IV A note on globalisation Myth or Reality? Definitions Enablers and drivers of Globalisation Advantages of Global Innovation The Flipside of the Coin Obstacles to Global Innovation How to structure for R&D in a global context? What does Global mean in the context of new product development? What to consider when going global Summary Reading Suggestions Useful Websites: Chapter V Innovation & branding for the web Case Study 2 ihavemoved.com - A Appendix I Background to the 4 founders Chapter VI Strategy - emergent or planned, and other issues Strategy - planned or emergent? Strategy and Innovation Useful Concepts and Frameworks for Strategy Development Design and Strategy Reading Suggestions Some useful Websites: Chapter VII Branding and Innovation What is a Brand? Brands and innovation - a closer look Brands and the web Reading Suggestions Some useful websites: Chapter VIII The value of market research Case study 3 Black & Decker's Quattro Appendix I Company History Appendix II Capital Appropriation Request, Summary Extracts Chapter IX Approaches to Market Research What is it about market research? Traditional approaches towards market research The Future Reading Suggestions Some useful website Chapter X A note on teams Team composition Reading Suggestions Some useful website Chapter XI Collaboration - innovation in manufacturing Case Study 4 The Lotus Elise Chapter XII The role of prototypes Why use prototypes? What prototype? Problems with prototypes Reading Suggestions Some useful website Chapter XIII Collaborating for innovation Some background Reasons for and benefits of collaboration What gets in the way of collaboration How to make collaboration work Open innovation and user-led innovation Reading Suggestions Chapter XIV Innovation & industry context Case Study 5 Roche - Saquinavir Appendix I Team members Appendix II Drug Discovery Value Chain Chapter XV The effects of industry and cultural context Why think about context? Understanding constraints Contextual factors at the industry level Contextual factors - the national level Chapter XVI Informal networks and the management of knowledge Informal networks What is knowledge? The importance of knowledge management The management of knowledge Reading Suggestions Some useful website Chapter XVII Innovation for the environment Case Study 6 Plastwood by Dumfries Recycling Appendix I Alternatives to Recycling Appendix II Recycling at BPI Chapter XVIII Green design - clean environment or clean conscious? The argument for environmentally responsible design What are environmentally responsible products? Natural capitalism versus 'green design' The role of the designer Reading suggestions: Some useful websites Chapter XIX Note on Intellectual Property Rights (IPR) Types of intellectual property rights Reading suggestions: Some useful websites Chapter XX Innovation in large organisations Case Study 7 GKN -Light Composite Joint Disk Appendix I Manufacturing Flow for the CDJ Appendix II Summary of technical & commercial advantages and technical limitations Chapter XXI Organising for innovation The process route Incremental versus radical - what's the difference? The people route A holistic approach to innovation Innovation roles Reading suggestions: Some useful websites Chapter XXII Venturing - beyond company boundaries Avenues for realising innovation The Venture Capital Industry Finding venture capital Sources of external funding Reading suggestions: Some useful websites Chapter XXIII Innovation in Financial Services Case study 8 Shared Appreciation Mortgage - Bank of Scotland Appendix I Additional Information Chapter XXIV Innovation in the service industry Particularities about the service industry Design and service development Service development - what drives success? Suggested Reading Useful Websites Chapter XXV Failure, risk and measuring in innovation What underpins success and causes failure? The complexity framework Is failure really failure? Minimising risk of failure - risk management Measuring success Suggested Reading Chapter XXVI Building for innovation Case Study 9 John McAslan & Partner Appendix I Main players involved in the design & build of Yapi Kredi Bank Appendix II Development of the John Lewis Partnership Chapter XXVII Company culture & architecture Putting your work environment to work Changes in working practices and the office environment Change the work environment - but for the right reasons Suggested Reading Some useful websites Chapter XXVIII Outsourcing - designers in or out? Ins and outs of outsourcing Designers - in or out? The case study of the MuZ Skorpion Concluding Remarks Reading Suggestions Some Useful Websites Chapter XXIX Putting all pieces into place Case 10 The Technology Partnership Appendix I Major Developments in the TTP Group since 1990 Appendix I Group Structure Appendix III Financial Performance Appendix IV The Venture Fund - article from 'Financial News' Chapter XXX The innovative organisation Leadership - the most critical ingredient The role of company culture Suggested Reading Useful Websites Chapter XXXI Changes in the world and innovation The next innovation challenges Discontinuous innovation The balancing act The future of business - all change Suggested Reading Useful Websites Chapter XXXII Disruptive innovation Case 11 SAM - disruptive change in executive search Appendix I Chapter XXXIII Managing without control? Case 12 SAM Headhunting Appendix I How to use the case studies Appendix II Innovation Best Practice - achievements and remaining challenges since 2003 Appendix III Categories of Design Suggested Reading Useful Websites References
362 citations
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01 Jan 2003
TL;DR: In this article, the authors present three approaches to the understanding of innovation in social context: the Nature of Innovation, Individual Differences in Innovative Ability, and Development of Innovation Development of innovation.
Abstract: Introduction. The Nature of Innovation. Individual Differences in Innovative Ability. Assessment of Innovation. Development of Innovation. Innovations in Different Domains. Basic Approaches to the Understanding of Innovation in Social Context. Innovations in Social Institutions. Innovation Management. Innovation and Leadership. Innovation and Marketing. Innovation Around the World: Examples of Country Efforts, Policies, Practices and Issues. Innovations of the Future. Conclusion.
290 citations
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01 Jan 2003
TL;DR: The High-Involvement Innovation Reference Model as discussed by the authors is a model for high-involvement innovation, which is based on the idea that many hands make light-work.
Abstract: Acknowledgements. a Many Hands Make Light Work!a Is it Worth it? Whata s the Problem? A Model for High--Involvement Innovation. Getting the Innovation Habit. Systematic High--Involvement Innovation Capability. Strategic Innnovation. Autonomous Innovation. Learning Organizations. Doing it! Further Challenges. Appendix: Details on the High--Involvement Innovation Reference Model. Index.
181 citations
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03 Jul 2003TL;DR: In this article, a comprehensive survey of innovation of Canadian manufacturing firms is presented, focusing on the different actors in the system, who both compete with and complement one another, and how innovation regimes differ across size of firm and across industries.
Abstract: This study of innovation - its intensity, the sources used for knowledge creation, and its impacts - is based on a comprehensive survey of innovation of Canadian manufacturing firms. Attention is paid to the different actors in the system, who both compete with and complement one another. The study investigates how innovation regimes differ across size of firm and across industries. Owing to the high degree of foreign investment in Canada, special attention is paid to the performance of foreign-owned firms. The innovation regime of Canadian innovators is compared with results of studies of other industrialized countries. The picture of a typical innovator is a firm that combines internal resources and external contacts to develop a set of complementary strategies. The study finds that innovating firms depend not only on R&D, but also on ideas and technology from various other sources, both internal and external to the firm.
92 citations
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TL;DR: O'Neill et al. as mentioned in this paper report a study of Northern Ireland's innovation performance in light of comparative data and through the lens of the regional innovation systems approach to analysis and strategy, showing that business expenditure on innovation inputs like R&D has risen, but that a long "tail" of innovation underachievers remains evident.
Abstract: C OOKE P., R OPER S. and W YLIE P. (2003) "The golden thread of innovation' and Northern Ireland's evolving regional innovation system, Reg. Studies 37 , 365-379. The title embodies the belief, expressed in 2000 by Northern Ireland's Economic Development Minister, Sir Reg Empey, that innovation is the "golden thread' that must run through its economy and policy for the hitherto troubled part of the UK to recover its historic economic dynamism. The paper reports a study of Northern Ireland's innovation performance in light of comparative data and through the lens of the regional innovation systems approach to analysis and strategy. It is shown that business expenditure on innovation inputs like R&D has risen, but that a long " tail' of innovation under-achievers remains evident. Three categories of firm are shown to be innovative and these are swiftly developing systemic interaction with a support infrastructure led by venture capital that is agile in meeting growth requirements of indigenous innovators, t...
85 citations
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30 Jun 2003
TL;DR: Strategic Innovation as discussed by the authors is a template that managers, executives, and business leaders can use to introduce an effective innovation strategy throughout their organization, based on the real-life example of Whirlpool a solid company with a significant track record and global reach.
Abstract: Strategic Innovation offers a flexible, customizable template that managers, executives, and business leaders can use to introduce an effective innovation strategy throughout their organization. The authors, Nancy Tennant Snyder and Deborah L. Duarte, provide the tools needed to craft a workable strategy for embedding innovation as a core competency across an enterprise. Instead of innovation for innovation's sake, the authors offer a proven business-focused way to change a culture from point-in-time innovations from a few to a continuous pipeline of innovations from everywhere and everyone. Based on the real-life example of Whirlpool a solid company with a significant track record and global reach-- Strategic Innovation shows how the world's largest appliance company put innovation in place as a core competency. During this process, Whirlpool transformed itself from a quality producer of appliances to a customer-focused company that strategically embeds innovation throughout the organization. Filled with challenges and struggles, and ultimately successful results, the Whirlpool story can help any organization develop a successful innovation strategy. Written as a practical guide, the book contains in each chapter a variety of hands-on resources including checklists and worksheets. Strategic Innovation offers the tools, ideas, and approaches needed for transforming an organization to a company where anyone and everyone can contribute to the organization's prosperity-- through innovation.
36 citations
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TL;DR: In this paper, the authors explored Haier group's Tao of innovation mainly by the practice and experience of Haier Group and put forward the theoretical frame-work of the emerging new paradigm of total innovation management (TIM).
Abstract: This paper explores Haier group's Tao of innovation mainly by the practice and experience of Haier Group. Based on it, the authors put forward the theoretical frame-work of the emerging new paradigm of total innovation management (TIM). Case in this leading Chinese enterprise has shown some exciting evidences that implementing TIM can have positive relations to the value creation/added of enterprise as well as the accumulation of its core competency. Beginning with the introduction of Haier's development and achievements, this paper explores the Haier's Tao of innovation in detail, which includes the evolution of all the innovation agents such as strategy, management, culture, organization, technology and so on, and analyzes the relations and interactions of them. Based on it, the authors indicate that it's the effective and systemic synergy and management of all the innovation agents that contribute to the rapid development of Haier Group. Grasping the marrow of TIM and putting it into practice is one of the crucial approaches at present for Chinese enterprises to reduce the gap with international advanced enterprises as soon as possible.
33 citations
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TL;DR: In this paper, the authors discuss the reasons for failure of innovation failure in organizations: not creating a culture that supports innovation, not getting buy-in and ownership from business unit managers, not having a..
Abstract: It is often difficult for organizations to foster innovation among their employees. Among the reasons for innovation failure are: not creating a culture that supports innovation, not getting buy-in and ownership from business unit managers, not having a..
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01 Jan 2003TL;DR: In this article, the authors present a list of generic leadership imperatives as they relate to the specific challenge of innovation and a discussion of the beliefs and management philosophy on innovation leadership adopted by some innovative companies and top managers.
Abstract: This chapter is about innovation leaders, those critical senior executives which top management sees as the linchpins of its innovation process and the ‘evangelists’ of an innovation and entrepreneurship culture. It will start with a well-accepted list of generic leadership imperatives as they relate to the specific challenge of innovation. It will continue by listing the common traits of innovation leaders in terms of personal profile and behavioral attributes, also derived from the author's research. The chapter will end with a discussion of the beliefs and management philosophy on innovation leadership adopted by some innovative companies and top managers (CEOs and CTOs).
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TL;DR: In this article, the authors empirically test the relationship between innovation adoption and the market's (capital market's) perception of the value of the adopting organization, and test the hypothesis that innovation adoption will produce a positive change in innovation adopters' stock prices, ex ante.
Abstract: The innovation adoption research dealing with the causes of adoption have addressed factors that stimulate innovation and the pro-innovation bias assumption called a bandwagon pressure. Bandwagon pressures are caused by the fear of non-adopters appearing different from adopters and possibly performing at a below-average level if competitors substantially benefit from innovation. Bandwagons are stated to be diffusion processes that innovative organizations go through. This is because organizations are pressured to adopt innovation by the sheer number of adopting organizations in the market even when individual assessments of the merits of innovation adoption are not complete. Top management of publicly-held corporations adopts operations innovation, such as just-in-time (JIT) and total quality management (TQM), based on the belief that the adoption will enhance the market perception of the value of the organization even when it knows the innovation adoption might not produce tangible economic benefits. In the presence of strong bandwagon pressures, innovation adoptions by firms would not produce higher firm value since there are no real economic benefits to the adopting firms. Thus, a test of innovation adoption, involving JIT and TQM, would allow us to examine whether top management adopts innovation based on the promised enhancement of the organization's value in the market. In this view, we empirically test the relationship between innovation adoption and the market's (capital market's) perception of the value of the adopting organization. Assuming top management makes a rational choice, it will decide to adopt operational innovation if it expects the stock price effect to be positive, ex ante. We test the hypothesis that innovation adoption will produce a positive change in innovation adopters' stock prices, ex post. INNOVATION ADOPTION AND BANDWAGON CLAIM Innovation adoption decisions have long been the concern of innovation researchers (Drucker, 1985; Lewis and Siebold, 1993; Lind and Zmud, 1991; Tornatzky et al., 1983). Precedents and correlates to formal adoption decisions were the initial focus of innovation adoption research. The research has also seen theoretical advances in understanding the dynamics of intraorganizational adoption processes (Meyer and Goes, 1988; Pelz, 1983; Rogers, 1988) and the changes in interrelationships among key factors of organizational innovation (Van de Ven and Poole, 1990). Further developments have also been made in the way the outcomes of the innovation process are conceptualized. Moving beyond the traditional diffusion literature, innovation adoption researchers have found a lack of uniformity in technological innovation adoption (Child et al., 1987; Leonard-Barton, 1988). The innovation adoption research dealing with the causes of adoption have addressed factors that stimulate innovation (Brophy and Shulman, 1993) and bandwagon pressures, both institutional and competitive (Abrahamson, 1991; Kimberly, 1981; Van de Ven, 1986). Bandwagon pressures are caused by the fear of non-adopters appearing different from adopters and possibly performing at a below-average level if competitors substantially benefit from innovation. Bandwagons are stated to be diffusion processes that innovative organizations go through. This is because organizations are pressured to adopt innovation by the sheer number of adopting organizations in the market even when individual assessments of the merits of innovation adoption are not complete (Abrahamson and Rosenkopf, 1990; Tolbert and Zucker, 1983). In this article, we examine bandwagon pressure from a different perspective. Based on the bandwagon pressure argument, top management of publicly-held corporations adopts innovation based on the belief that the adoption will enhance the market perception of the value of the organization even when it knows the innovation adoption might not produce real tangible economic benefits. …
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TL;DR: In this article, the authors evaluate Polish innovation policy and its effects on innovation activity in the country in the period of transition, after an in-depth survey of all relevant Government documents in the field of science and technology.
Abstract: This paper evaluates Polish innovation policy and its effects on innovation activity in the country in the period of transition. After an in-depth survey of all relevant Government documents in the field of science and technology, there is an analysis of the country's innovation performance in the period 1989–2000. Technological innovation appeared to be highly sensitive to the general situation in the national economy. However, it is difficult to find clear correlations between innovation activity and innovation policy. Copyright , Beech Tree Publishing.
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04 Sep 2003
TL;DR: In this article, the authors consider how more efficient methods to value and capitalize intellectual assets might contribute to the main policy objectives of promoting and sustaining innovation in today's changing environment, and they consider evidence of difficulties among smaller Norwegian actors in capitalizing on their intellectual assets, before deriving some implications about the need to improve conditions for the utilization of intellectual assets.
Abstract: The creation of new knowledge, its commercialization and the ability to appropriate the economic benefits have increasingly become a competitive factor both for firms and, indeed, for economies. Therefore, initiatives that improve the conditions for the generation, diffusion and exploitation of new knowledge in the economy are increasingly sought after. In this light, this chapter considers how more efficient methods to value and capitalize intellectual assets might contribute to the main policy objectives of promoting and sustaining innovation in today's changing environment. This chapter starts by exploring the role intangible assets (IAs) play in the emerging 'market for knowledge'. This theoretical discussion lays the foundations necessary to consider the need to improve conditions for valuation and capitalization of intellectual assets. The chapter then presents a brief survey of intangible valuation approaches. Finally, the discussion considers evidence of difficulties among smaller Norwegian actors in capitalizing on their intellectual assets, before deriving some implications about the need to improve conditions for the utilization of intellectual assets, especially through better valuation practices.
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TL;DR: The following sections are included:Why Service Innovation is Difficult to MeasureUK Innovation 2000Who are the Innovators?Which Firms are the "Innovation Winners"?How Effective Innovation is Turned to GrowthCombining Growth and MarginsInterpreting Statistical Evidence in the Real WorldConclusions
Abstract: The following sections are included:Why Service Innovation is Difficult to MeasureUK Innovation 2000Who are the Innovators?Which Firms are the "Innovation Winners"?How Effective Innovation is Turned to GrowthCombining Growth and MarginsInterpreting Statistical Evidence in the Real WorldConclusions
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TL;DR: Lucent's New Ventures Group (NVG) as discussed by the authors was an innovative model for creating corporate ventures out of industrial research laboratories at Lucent Technologies, which has now evolved into a partnership with private equity capital suppliers called New Venture Partners, addressing some structural limits upon a public corporation's ability to support internal venture creation over the business cycle.
Abstract: The evolution of Lucent's New Ventures Group into a partnership with private equity capital suppliers offers a new route to corporate innovation. OVERVIEW: Lucent's New Ventures Group launched 35 ventures out of Bell Laboratories technologies. Notwithstanding this success, NVG has been forced to change its funding approach. It has now evolved into a partnership with private equity capital suppliers called New Venture Partners. This partnership addresses some structural limits upon a public corporation's ability to support internal venture creation over the business cycle, and offers a new model for sustaining corporate innovation. In an earlier article, we described an innovative model for creating corporate ventures out of industrial research laboratories at Lucent Technologies (1). Since that article, tremendous changes have occurred in the telecommunications market, within Lucent, and within the venture capital sector overall. These changes have forced this model of creating ventures out of industrial labs to evolve in a somewhat new and different direction. In this article, we briefly review these different forces, detail how they compelled Lucent to spin out its New Ventures Group, and describe the evolution of the model into New Venture Partners. We believe that this evolution carries with it important implications for industrial innovation, and for the concept of Open Innovation (2). Open Innovation advances the claim that, in a world of widely distributed knowledge, a company must access external technologies for use in its business and allow its technologies to be accessed by other firms' businesses. Lucent's New Ventures Group was an example of the latter process, of allowing other firms to access Bell Labs technologies. Notwithstanding this hypothesis, there appear to be limits in the ability of a publicly-traded company to support the creation of internal ventures over the business cycle. While one can conceive of possible financial instruments to address these limits, they have not been tested by companies, and may not soon be attempted in the current post-Enron accounting and governance climate. Teaming with private equity capital suppliers to sustain the creation of these ventures in challenging times, as well as in good times, may serve as an alternative mechanism to deal with these problems. The Spinout of Lucent's NVG Lucent's New Ventures Group (NVG) had achieved considerable success following its formation within Lucent back in 1996. In the subsequent six years, 35 ventures had been created out of Bell Labs research projects. As noted in our previous article, each project was initially reviewed by internal Lucent businesses, which had the right of first refusal for a technology nominated to go into a new venture (1). While this might suggest that NVG would be consigned to the "leftovers" that were rejected by the business units, NVG found that many of these technologies held significant commercial potential. In fact, NVG commercialized opportunities that were both in non-strategic "white spaces" for Lucent, as well as opportunities that represented alternative strategic hedging bets. Lucent's NVG was a financial success. Out of the 35 ventures that NVG launched, there were eight exit events in its portfolio. This rather high success rate translated into a gross internal rate of return for NVG of 46 percent from 1996 through the end of 2001 (based on exits over the period plus the final sale value of the portfolio by Lucent versus every dollar invested both directly in the ventures, as well as in the core team and development of the opportunities). This is a high rate of return, given the communications and IT focus of the portfolio and the significantly negative returns of many venture capital funds during this period. Three of the ventures later were re-acquired by Lucent, reflecting strategic benefits to the corporation realized from the NVG program. …
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02 Nov 2003TL;DR: In this paper, a case study of successful experience of Chinese Haier group is presented to provide theoretical and realistic evidences for total innovation management (TIM) theory and give companies (especially manufacturing factories) some suggestions to get good innovation performance.
Abstract: Total Innovation Management (TIM) is the new paradigm of innovation management put forward by Research Center for Innovation & Development (RCID) of Zhejiang University. The background of TIM theory is the "dilemma of technology innovation" in most Chinese corporations. In order to solve the difficult technology innovation related problem and on base of case study and theory analysis, RCID puts forward that technology innovation management should be a TIM pattern in current competitive circumstances. It suggests that the successful technology innovation should be an activity including all the technological factors and all the non-technology factors related. Based on the case study of successful experience of Chinese Haier group, this paper will provide theoretical and realistic evidences for TIM theory and give companies (especially manufacturing factories) some suggestions to get good innovation performance. In this paper, we also stresses that development of individual innovative ability is the key factor in company development. It will provide some evidences for the "people-oriented" management. This paper will show that the key to great performance gained by Haier is "everyone as innovator" with its management & operating mechanism. "Everyone as innovator" means all the employees of Haier should promote their individual ability, and at the same time, helps to form an innovative culture climate permeable all over the company. Then the culture climate fuses successfully all the Haier's TIM elements including strategy innovation, management innovation, institution innovation, market innovation and technology innovation into a whole. According to theory of "field" effect, we analyzed the role of innovative culture and presented the concept of "cultural field" effect. Just under the innovative "cultural field" effect and the TIM construction, the company can fuse all energy of innovators to promote the holistic performance of the company.
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TL;DR: The authors reviewed the contribution of Prometheus to the literature on innovation, innovation policy, and technological change over the past 20 years and argued that much can still be learned from the flexible and imaginative use of economics to frame research inquiry in the innovation area.
Abstract: This paper reviews the contribution that Prometheus has made over the past 20 years to the literature on innovation, innovation policy and technological change. I offer first a necessarily subjective view of how the research literatures of innovation and innovation policy have developed in recent decades. I then compare that account with an interpretation of the emphases and trends in the corresponding areas in Prometheus. The research literatures involved are vast, located in many specific discipline areas and cross many discipline boundaries. While my ‘home’ discipline is economics I believe much can still be learned from the flexible and imaginative use of economics to frame research inquiry in the innovation area.
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02 Nov 2003TL;DR: In this paper, a novel paradigm of innovation management -total innovation management (TIM) is put forward, which combines the insights and coherence of the traditional innovation management view with the more relevant portfolio innovation management, and draws on three distinct areas of recent research, namely, the innovation theory of the firm, the resource-based view, as well as the complexity theory.
Abstract: The innovation management is the key activity for company, and the innovation synergy mechanism and pattern between technology element and non-technology elements (mainly including strategy, culture, organization and institution) is the core issue for innovation-based organization. The traditional innovation management has provided the innovation synergy pattern between different products, but it limits itself to product innovation. The portfolio innovation management insists on the innovation synergy among technology, organization and culture and oriented to building up innovation competence, has provided more extension and pertinence, but not taken time-space dimension of innovation management into account. Therefore, based on cases studies of the firms home and abroad, a novel paradigm of innovation management - total innovation management (TIM) is put forward in this paper. This new paradigm combines the insights and coherence of the traditional innovation management view with the more relevant portfolio innovation management, and draws on three distinct areas of recent research, namely, the innovation theory of the firm, the resource-based view (RBV), as well as the complexity theory. It introduces the theoretical framework of TIM, and present the context of TIM formation. It holds, particularly, the view that all people are innovators. The paradigm of TIM provides a basis for an upgraded, more unified, and better-attuned view on innovation management field.
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01 Jan 2003
TL;DR: In this article, the authors explore links between the development of innovation theory since the late 1970s and the evolution of innovation policy ideas, primarily in the 1990s, and argue that there is a close connection between theory and policy.
Abstract: This chapter explores links between the development of innovation theory since the late 1970s, and the evolution of innovation policy ideas, primarily in the 1990s. The argument is that there is a close connection between theory and policy, so that theory and policy learning can be seen as an integrated, co-evolving and interactive process.
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TL;DR: The traditional view of innovation: A Systems PerspectiveA New Paradigm in Innovation Management Pink: A Case of KIBSFurther Reflections on Innovation and the new Paradigm as mentioned in this paper.
Abstract: The following sections are included:IntroductionThe Traditional View of Innovation: A Systems PerspectiveA New Paradigm in Innovation ManagementPink: A Case of KIBSFurther Reflections on Innovation and the New ParadigmReferences
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TL;DR: The following sections are included:Innovation in service functionsKnowledge-Intensive Business Services (KIBS) as Agents of Innovation as discussed by the authors, and Towards a Service-Led Theory of Innovation.
Abstract: The following sections are included:Innovation in Service FunctionsKnowledge-Intensive Business Services (KIBS) as “Agents of Innovation”Towards a “Service-Led” Theory of Innovation?References
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TL;DR: The theory and practice of total innovation management should solve the problem that how a company can enhance everyone's initiative innovation and sufficiently utilize the human resource to carry on valid innovation as mentioned in this paper.
Abstract: The theory and practice of total innovation management should solve the problem that how a company can enhance everyone's initiative innovation and sufficiently utilize the human resource to carry on valid innovation. Based on total innovation management, from human's consciousness and organizational elements, the concept and the three characteristics in the process of innovation by everyone are provided. By means of investigation Haier's everyone involved in innovation, the article studies positively on the running mechanisms.
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20 Jul 2003
TL;DR: In this paper, a theoretical framework of competence-based total innovation management is put forward, which mainly draws on three distinct areas of recent research: the innovation theory of the firm, the resource-based view (RBV), and competence theory.
Abstract: Thriving in an age of mass innovation change is more and more difficult. It requires perpetual and pervasive innovation at all the levels of the organization. Therefore, managing innovation is increasingly challenging, especially for Chinese companies after joining in WTO. A theoretical framework of competence-based total innovation management is put forward in this paper. This framework mainly draws on three distinct areas of recent research: the innovation theory of the firm, the resource-based view (RBV) and competence theory of the firm, and the complexity theory. Total innovation management is the set of reinvention and management of innovation value network that dynamically integrates conception, strategy, technology, structure, process, culture and people at all the levels of organization in order to enhance innovation competence of company, create value for stakeholders and sustain competitive advantage. It is journey heightening competence of company, not a destination of company. It is concluded that it is only through total innovation management that Chinese companies can hope to create sustainable business through successive rainstorm of creative destruction in a turbulent and changing world.