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default Going More Open in Innovation: Does it Pay? Popular


Peter Fatur, Borut Likar, Marko Ropret, University of Primorska, Slovenia

International Journal of Industrial Engineering and Management, Vol. 1, no. 3, 2010, pp.77-83

The research investigates into the relationship between the company’s innovation inputs and its performance. The research was carried out on the sample of 2503 Slovenian companies from manufacturing and selected service sectors.

The results indicate a correlation between the revenues arising from innovations and the company's performance in terms of the financial ratios, in particularly ROE and growth of revenues from sales. Furthermore, it is shown that the distribution of innovation expenditures is related to the company’s innovation performance. The financial inputs related to external sourcing of ideas and knowledge (open innovation) have a positive correlation with the innovation performance

default Innovation management in emerging technology ventures – the concept of an integrated idea management Popular


Alexander Brem and Kai-Ingo Voigt

Friedrich-Alexander University of Erlangen-Nuremberg

 Nuremberg, Germany

Int. J. Technology, Policy and Management, Vol. 7, No. 3, 2007


For decades, suggestion systems have been used to include employees in the innovation process. However, in order to gather superior ideas, integrating external stakeholders is critical to the innovation success. Within this paper, the authors derive a sophisticated model of an integrated idea management, which is examined with an explorative analysis. The results confirm the relevance of an integrated idea management, particularly the clear tendency towards an integration of external groups. Basically, this integration occurs directly through individual functional divisions such as purchasing, development and sales. Here especially, differentiating potentials are offered for emerging technology ventures. But it is important that idea and innovation management are integrated during the building-up stage while internal and external network structures are still manageable and often consist of the managers' and founders' personal contacts. Hence, the earlier an integrated idea management is implemented, the greater is the probability of high numbers of successful innovations.

default Integration of market pull and technology push in the corporate front end and innovation management—Insights from the German software industry Popular


Alexander Brem and Kai-Ingo Voigt, Friedrich-Alexander University of Erlangen-Nuremberg, Germany
Technovation 29 (2009) 351–367

Within the framework of this paper, an extensive literature overview of technology and innovation management aspects on market pull and technology push will be given. The existing classification of market pull and technology push will be particularly shown and called into question by suggesting a conceptual framework. Additionally, the most common front end innovation models will be introduced. Finally, the authors will introduce how a technology-based service company is managing the connection of these two alternatives. A special focus will be laid on the accordant methods in order to search for current market needs and new related technologies. The selected case study will focus on one of Germany's biggest and most successful software development and information technology service providers. Based on interviews, document analysis, and practical applications, an advanced conceptual framework will be introduced as to how market pull and technology push activities within the corporate technology and innovation management can be integrated. Hence, the purpose of the paper is to introduce a theory-based conceptual framework that can be used in today's corporate environment. In this context, technology managers may use the results as a conceptual mirror, especially regarding the influencing factors of innovation impulses and the use of interdisciplinary teams (with people from inside and outside the company) to accomplish successful corporate technology and innovation management.

default Mapping the Perception and Reality of Open Innovation - Dabrowska et al, 2013 - IJIM Popular


Justyna Dabrowska, Irina Fiegenbaum and Antero Kutvonen
Lappeenranta University of Technology, Finland

International Journal of Innovation Management, 2013, Vol. 17, No. 6


Open innovation holds great potential for improving the efficiency of companies’ innovation processes, but also presents substantial risks. A key issue in innovation management is finding the right balance of openness, i.e., determining how open companies should be in their innovation activities. However, academics and business practitioners hold conflicting notions of what constitutes open innovation practice and of how “open innovation companies” are defined. In this paper, we present three in-depth case studies of global R&D-intensive companies, where we find that the firms’ perception of their openness differs from their actual situation (as determined by the innovation practices that they apply), and that each company has a different view as to what constitutes open innovation. We claim that resolving conceptual ambiguity and differentiating between openness (as a philosophical aspect) and open innovation (as a way of structuring the innovation process) in research is critical in order to clarify the current state of open innovation research and enable the communication of results to practitioners.

Keywords: Open innovation; outbound innovation; inbound innovation; innovation process; case study; openness.

default User-Centric Innovations in New Product Development - Systematic Identification of Lead Users Harnessing Interactive and Collaborative Online-Tools Popular


Bilgram Volker, Alexander Brem, and Kai-Ingo Voigt

Friedrich-Alexander University of Erlangen-Nuremberg

 Nuremberg, Germany

International Journal of Innovation Management 16, 91


Corporate innovation management geared to long-term success calls for a strategy to grow innovations into a substantial competitive advantage. This, however, coincides with an enormous failure-rate at the market, especially in the field of breakthrough innovations. Hence, in recent times, companies are trying to alleviate the risk of lacking user-acceptance through opening their innovation processes to external actors, particularly customers. The method of integrating lead users is determined by the effective and systematic identification of leading-edge customers, which is considered to be a critical phase within this approach. With the arrival of Web 2.0 applications, there is a huge potential to improve these selection processes. Our research into online communities and weblogs scrutinised the search criteria in an online environment and revealed the following characteristics as crucial factors for the online identification of lead users: being ahead of a market trend, high expected benefits, user expertise and motivation, extreme user needs as well as opinion leadership and an online commitment.


default When Research Meets Development: Antecedents and Implications of Transfer Speed Popular


Jingshu Du, Bart Leten, Wim Vanhaverbeke, and Henry Lopez-Vega


This paper focuses on the organization of new product development in large, R&D-intensive firms. In these firms, research and development activities are often separated. Research is conducted in dedicated research projects at specialized research labs. Once research results are achieved by research projects, they are transferred to business units for further development and commercialization. We investigate the speed whereby research projects transfer their first research results to business units (hereafter: transfer speed). In particular, we analyze the antecedents and performance implications of transfer speed. Based on data of 503 research projects from a European R&D intensive manufacturing firm, our results suggest that a fast transfer speed (as measured by the time it takes for a research project to develop and transfer its first research result to business units) is associated with a better research performance (as measured by the total number of transfers the research project generates). Moreover, we find that different types of external R&D partners—science-based and market-based partners—play distinct roles in speeding up project first research transfers. While market-based partnerships (i.e., customers and suppliers) generally contribute to a faster transfer of first research results, science-based partnerships (i.e., universities and research institutions) only speed up first research transfers of technologically very complex projects. Our results also show that early patent filings by research projects accelerate first research transfers.