Modes of governance of new service development for mobile networks. A life cycle perspective

This paper focuses on governance modes for service development of mobile telephone networks (GSM, WAP, GPRS, UMTS). 'Services' refer to services embodying a specific content. The paper shows that the phase of the life cycle of the network and the service affects the choice of governance mode of new service development projects. Governance modes include internal development by the telecom operator, several forms of collaboration between telecom operator and service firm, and only providing a network by the telecom operator to the service firm, which then develops and provides its services (external). In this paper a model is developed for the governance mode of service development in different phases of the life cycles of the mobile network and service, based on the degrees of uncertainty and urgency involved in the network and service development processes. Four cases are presented of service development projects for mobile telecom networks. These cases indicate that the number of redesigns and the level of communication costs in collaboration projects indeed depend on the degree of urgency and uncertainty involved in these projects, which are in turn affected by the life cycle of the network and service

A radical approach to radical innovation

Innovation pays. Amazon, Apple, Facebook, Google – nearly every one of today’s most successful companies has a talent for developing radical new ideas. But how best to encourage radical initiative taking from employees, and does their previous success or failure at it play a role

Governance Modes For Systemic Innovation. Service Development In Mobile Telecommunications

This paper focuses on governance modes for systemic innovation projects. The central question is: to what extent does the newness of a system and its components affect the most appropriate governance mode for component development projects? Component development projects can be performed by either the system developer, the component developer or by some combination of these parties in a collaborative governance mode. This paper presents a model to determine the most appropriate governance mode for component development depending on the newness of the system and the component. We include in our model considerations of both appropriation and integration of knowledge. We tested the model on thirty new service development projects for mobile telecommunications systems. The study shows support for the claim that misfit between the modeled and the actual governance modes negatively affects the performance of component innovation projects

Nurturing Good Ideas

Managers know that simply generating lots of ideas doesn’t necessarily produce good ones. What companies need are systems that nurture good ideas and cull bad ones—before they ever reach the decision maker’s desk. Our research shows that tapping the input of many people early in the process can help ensure that the best ideas rise to the top

Technology Push, Demand Pull And The Shaping Of Technological Paradigms - Patterns In The Development Of Computing Technology

An assumption generally subscribed in evolutionary economics is that new technological paradigms arise from advances is science and developments in technological knowledge. Demand only influences the selection among competing paradigms, and the course the paradigm after its inception. In this paper we argue that this view needs to be adapted. We demonstrate that in the history of computing technology in the 20th century a distinction can be made between periods in which either demand or knowledge development was the dominant enabler of innovation. In the demand enabled periods new technological (sub-) paradigms in computing technology have emerged as well

Making business sense of cross-industry innovation

Schumpeter, the renowned economist, defined innovation as ‘new combinations’ of existing elements. Today’s business environment provides valuable opportunities for such innovation, in which existing technologies, products and services from various industries are creatively adapted and then launched successfully into new, unconnected business areas. But there are rules to be followed

Irrational Resistance or Irrational Support? Performance Effects of Project Leader Status

In this study, we explore the effects of project leader status in new product development projects. We predict and find that that project leader status increases project performance up to a certain point after which it decreases performance. Further, status increases the variability of project performance, that is, it leads to more extreme performance in both directions