Benefits of Early Adopter Feedback in Innovation Commercialisation

In this report we analyse how successful innovative firms select early adopter users, collect feedback from them and create benefits in the innovation commercialisation stage. Adopting the multiple case study method, we investigated 14 successful innovative firms operating in Australia, conducted in-depth interviews with managers holding high-level responsibilities in the case firms and analysed the data using a thematic analysis method. We find that innovator firms’ access to end users depends on the type of user (corporate or individual), downstream supply chain structure, congruence between the innovation and the core business products as well as built relationships with users. Case firms use an array of strategies to select early adopters and generate specific benefits of user feedback for product innovation. Successful case firms institutionalise the learning from user feedback to create sustained benefits. To institutionalise learning, firms need to interact with users across the innovation process and learn efficiently. Subsequently, governments can promote interactive learning relationships among actors in the national innovation system by diffusing the knowledge created in innovative firms to nudge the behaviour of laggard firms towards best practices

Paving the way to net-zero : identifying environmental sustainability factors for business model innovation through carbon disclosure project data

Net-zero emission targets are crucial, given the environmental impact of the food and beverage industries. Our study proposes an environmentally focused Sustainable Business Model (SBM) using data from 252 food, beverage, and tobacco companies that reported to the Carbon Disclosure Project (CDP). We investigated the risks, opportunities, business strategies, emission reduction initiatives, and supply chain interactions associated with climate change by analyzing their qualitative answers using the NVivo software. Following the grounded theory approach, we identified the Environmental Sustainability Factors (ESFs) that support businesses in meeting pollution reduction targets. The ESFs were integrated with Osterwalder’s business model canvas to create an archetype focused on delivering “net-zero” or “carbon neutral” value to customers. The model’s efficacy is enhanced by the advantages and motivations of environmental collaborations. The paper provides critical support for sustainability theories and assists Small and Medium Enterprises (SMEs) to develop strategic business models for net-zero emission targets

Organic factory of the future - a model for innovative factory

The purpose of this paper is to present the data analysis and the process of model validation for an innovative way of designing future manufacturing organisations. The “Organic Model” is derived from the way “natural systems work” and also takes conclusions from cross disciplines of science, operations/technology management and organisational studies (Agrawal and Hurriyet, 2004). An interview questionnaire was used as an instrument to capture data from 31 Western Sydney Manufacturing Organisations in order to validate the model. The perceptions of high level managers on the proposed characteristics of “organic factory of the future” (Hurriyet and Agrawal, 2001) and ratings results of each organisation against organic characteristics and processes was analysed through multivariate regression analysis, factor analysis and correlation analysis. The output factors of “Flexible and Adaptive”, “Fast and Growing” and “Agile” are highly dependent on the input factors of “ live structure” which has an “open and changing nature”, “first control structure”, “individual parts” which are also “dynamic parts as a mix of technical and managerial teams” while they also have a “sensitive and resilient nature” leading towards a level that they present greater level of “interconnection and liveliness” to become most capable level of input factor of “autonomous parts”. The process factors and catalyst factors supports the model in the task of creation of “organic factories” (Hurriyet, 2009). As a novel way the model fills in a unique gap in the manufacturing management

Continuous innovation : interrogating the intersections and gaps between theory and practice for enhanced undergraduate learning and teaching in operations management

To ensure that graduates are adequately prepared for the demands of rapidly changing industry and labour market contexts tertiary institutions need to engage in a process of continuous curriculum renewal and innovation. Using operations management (OM) teaching practice as a case study this paper explores the tensions and gaps between the pedagogical approaches underpinning dominant approaches to tertiary teaching and contemporary operations management practice. Drawing on the extant literature, academic teacher perspectives and student feedback the challenges and opportunities associated with providing tertiary learners with meaningful opportunities to engage with and test OM theories in authentic applied contexts are illuminated and explored. The conclusions and recommendations offered are valuable as OM has characteristically been taught from pedagogical perspectives where students are provided with insufficient curriculum opportunities to practically apply empirical concepts and ideas. This research can provide a foundation from which tertiary educators and degree programs can benefit by contributing to a culture where continuous innovation in curriculum design and practice is better enabled and valued

Continuous innovation : problematizing the intersections and gaps between theory, practice and approaches to undergaduate leraning and teaching in operations management

While operations management has been conceptualised as an organisation function it is perhaps more appropriately conceived of as an activity. Reflecting the continued dominance of previous conceptualisations OM is principally taught from pedagogical perspectives where students are provided with insufficient opportunities to practice and apply empirical concepts and ideas. Additionally, OM has not been sufficiently interrogated from learning and teaching perspectives. Thus, from academic teacher perspectives the challenges and opportunities with providing tertiary learners with meaningful opportunities to engage with OM theories in applied experiential contexts are explored

Managing the transition to advanced manufacturing : an organic approach

Reports of the decline in Australia’s manufacturing sector are usually coupled with calls for the need to revitalise the sector, often drawing attention to the importance of innovation and digitisation in a new technology-driven era of manufacturing. Policy and industry developments also underscore the significance of “advanced manufacturing". But a mechanism for facilitating the sector’s transition to advanced manufacturing is rarely articulated. This conceptual paper draws on the organic model of manufacturing to propose a method for firm transition to advanced manufacturing. While advanced manufacturing encompasses a range of characteristics that appear to highlight advanced technologies and innovation, the paper points to the need to understand managerial concepts and principles as crucial components of the transition to advanced manufacturing

Lean thinking and the innovation process

This chapter analyses the evolution of lean thinking and its widening applications from its origin of the manufacturing industry towards the other industries with the emphasis on how organizations could learn from lean thinking for achieving improved performance of innovation processes. Based on the degree of novelty, uncertainty and complexity associated with innovation processes, direct adoption of lean thinking for optimization is considered to be challenging. We discuss that organizations need to realize that there are opportunities for lateral learning from lean applications that have benefited systematic repetitive processes such as manufacturing by adapting to innovation processes through identification and shedding of non-value added activities. By identifying several lean innovation approaches in practice for optimizing innovation process, we stress the need and opportunity for the adaptation of lean thinking to cater the special characteristics of innovation processes

Exploring the synergies of technology, markets and people : on the transition to advanced manufacturing

Characterising Australia’s manufacturing sector as in decline focuses on a deficit model of the industry, or at least over emphasises the evidence that points to a sector in decline. In contrast, this paper proposes an alternative approach that considers manufacturing in terms of advanced manufacturing, and the transition required to achieve that. By drawing on manufacturing principles and considerations of the evolution of manufacturing, the paper proposes an approach for the sector that concentrates on a development model. This draws on a synthesis of the technological, commercial and managerial skills appropriate for advanced manufacturing, offering an approach that engenders a trajectory towards a more viable future for manufacturing in Australia

[In Press] Digital supply chain research trends : a systematic review and a maturity model for adoption

Purpose – This study investigates the enablers and challenges of digital supply chains (DSCs) adoption and develops a digital supply chain maturity (DSCM) model as a basis for developing guidelines for DSC adoption in the digital transformation journey. Design/methodology/approach – The research involves a systematic literature review (SLR) of Industry 4.0 (I4) adoption in supply chain (SC) practices to identify key enablers and associated maturity levels. The literature search of published articles during the 1997–2020 period and subsequent screening resulted in 64 articles. A DSCM model was developed using the categorization of important enablers and associated levels transitioning from the traditional SC to the DSC ecosystem. Findings – Four broader categories of DSC enablers and challenges were identified from the content analysis of SLR. Digital strategy alongside I4 technologies and human capital were prominent in DSC adoption as I4 technologies and human capital depend on other enablers such as dynamic capabilities (DCs). Lack of infrastructure and financial constraints to implementing I4 were significant challenges in the DSC adoption. Research limitations/implications – The proposed DSCM model provides a holistic view of enablers and maturity levels from traditional SC to DSC adoption. However, the DSCM model needs to be empirically validated and streamlined further using inputs from practitioners. Practical implications – The proposed DSCM model can be used as a framework to guide practitioners in assessing maturity and developing implementation plans for successful DSC adoption. Originality/value – This research introduces a novel DSC maturity model through a holistic view of enablers and maturity levels from traditional SC to DSC adoption

Enabling factors of digital manufacturing supply chains : a systematic literature review

Organisations are increasingly being compelled to adopt Industry 4.0 (I4) technologies and sustainability practices to achieve higher supply chain performance. The digital manufacturing supply chain (DMSC) is still in its infancy stage. Therefore, exploring enabling factors from technological, organisational, legal, and sustainable perspectives is pursued. This study aims to identify and categorise the enabling factors of digital manufacturing supply chains while providing a holistic view of the I4 adoption in the supply chain context. A systematic literature review (SLR) on the supply chain digitalisation perspective is carried out by analysing journal articles published between 2015 to 2020. Each perspective is supported by well-established enablers, suggesting the need for prioritising each dimension for continuous improvement of SC performance. A digital manufacturing supply chain maturity model guided by enabling factors is proposed as a framework of DMSC adoption across firm-level, supply chain/industry, and ecosystem levels