Work Organisation and Innovation

[Excerpt] Innovations in work organisation have the potential to optimise production processes in companies and improve employees’ overall experience of work. This report explores the links between innovations in work organisation – under the broader label of high performance work practices (HPWPs) – and the potential benefits for both employees and organisations. It draws on empirical evidence from case studies carried out in 13 Member States of the European Union where workplace innovations have resulted in positive outcomes

Creating learning solutions for executive education programs

Executive education is both a growing and increasingly competitive industry. The traditional business school, once a dominant player in this space, now faces competition from sophisticated and focused consultants and for-profit training specialists offering a variety of face-to-face and on-line instructional vehicles. An abiding question has become ever more prevalent for business schools – are executive education clients getting meaningful, long-term value for their significant investments? Demonstrating value and building capabilities is different for a generic, open enrolment course than for a custom program. This paper proposes a solutions-based approach to the development and implementation of customized executive programs, arguing that the tailored customer focus and the operational rigor of a solutions perspective leads to sustainable and measurable client value both at the individual and corporate level. A case study involving a global high technology company is used to demonstrate the steps required to apply a solutions roadmap. The results show that a solutions approach – carefully and collaboratively undertaken in selected settings – can provide considerable benefits to both client and provider. Further research is proposed to validate and develop the learning points

Effective knowledge transfer to SMEs

EIM examined to what extent small and medium-sized enterprises may be stimulated to absorb more know-how in respect of for instance new process technology to use that know-how for in-company business process upgrading. The study focuses primarily on the cluster of businesses hardly involved in technological innovation, and examines to what degree knowledge about marketing and know-how management is employed to stimulate the absorption of know-how among retarded businesses.

Generating innovations through analogies: An empirical investigation of knowledge brokers

In this paper we explore how knowledge brokers - specialised design and engineering companies offering services to clients in diverse industries - use analogies for product development. Our research is based on interviews with project leaders of 13 knowledge brokering companies. The interviews focused on product development projects in which analogies were used. First, we categorize these cases according to the motivation to use analogies (efficiency vs. innovativeness). Second, we describe and analyse the process of using analogies. Our results show that analogies are frequently and very pragmatically applied throughout the whole development process. We also found that individual characteristics of the persons participating in such projects are the crucial factor that influences the outcome of the project. --product development,knowledge brokers,analogy

FACING KNOWLEDGE ECONOMY CHALLENGES THROUGH SERVICE INNOVATION

The service industry demands innovation in the coming decades to reach competitiveness and success. Companies’ leaders must constantly innovate by redesigning their organizations to adapt to new conditions, while ensuring that the customer is highly satisfied. To face present challenges of knowledge economy, service firms of all types must start defending themselves which is about proactive, far-reaching, often draconian changes, focusing on customer preferences, quality and technological interfaces. Our paper focus on service innovation content and its key potential for the service companies, also discussing present challenges and future trends of innovation in Romania.service innovation, knowledge economy, product innovation, process innovation

Managing design variety, process variety and engineering change: a case study of two capital good firms

Many capital good firms deliver products that are not strictly one-off, but instead share a certain degree of similarity with other deliveries. In the delivery of the product, they aim to balance stability and variety in their product design and processes. The issue of engineering change plays an important in how they manage to do so. Our aim is to gain more understanding into how capital good firms manage engineering change, design variety and process variety, and into the role of the product delivery strategies they thereby use. Product delivery strategies are defined as the type of engineering work that is done independent of an order and the specification freedom the customer has in the remaining part of the design. Based on the within-case and cross-case analysis of two capital good firms several mechanisms for managing engineering change, design variety and process variety are distilled. It was found that there exist different ways of (1) managing generic design information, (2) isolating large engineering changes, (3) managing process variety, (4) designing and executing engineering change processes. Together with different product delivery strategies these mechanisms can be placed within an archetypes framework of engineering change management. On one side of the spectrum capital good firms operate according to open product delivery strategies, have some practices in place to investigate design reuse potential, isolate discontinuous engineering changes into the first deliveries of the product, employ ‘probe and learn’ process management principles in order to allow evolving insights to be accurately executed and have informal engineering change processes. On the other side of the spectrum capital good firms operate according to a closed product delivery strategy, focus on prevention of engineering changes based on design standards, need no isolation mechanisms for discontinuous engineering changes, have formal process management practices in place and make use of closed and formal engineering change procedures. The framework should help managers to (1) analyze existing configurations of product delivery strategies, product and process designs and engineering change management and (2) reconfigure any of these elements according to a ‘misfit’ derived from the framework. Since this is one of the few in-depth empirical studies into engineering change management in the capital good sector, our work adds to the understanding on the various ways in which engineering change can be dealt with