231 research outputs found
Towards technological rules for designing innovation networks: a dynamic capabilities view.
Inter-organizational innovation networks provide opportunities to exploit complementary resources that reside beyond the boundary of the firm. The shifting locus of innovation and value creation away from the âsole firm as innovatorâ poses important questions about the nature of these resources and the capabilities needed to leverage them for competitive advantage. The purpose of this paper is to describe research into producing design-oriented knowledge, for configuring inter-organizational networks as a means of accessing such resources for innovation
Disruptive innovation in the higher education sector : The case of the one planet MBA
In 2010 the MBA team at the University of Exeter in the UK faced a strategic challenge: how to differentiate and grow their MBA provision in a context in which there were major players with size, location and branding advantages. The decision was taken to adopt a radical approach, building on early discussions with the WWF (World Wildlife Fund), and to create a âOne Planet MBAâ with the explicit mission of providing relevant management skills to people who in the future would help deal with the challenge of sustainability. The strategy was developed and framed in part through the emerging theory of disruptive innovation (Christensen, 1997) and tried to open up a distinctive market niche in a previously underserved segment of the management education marketplace. This chapter reviews the case and the learning which came from trying to deal with a number of challenges at institutional, faculty, student and market level. It offers insights for institutional players looking to align their offering more closely with the wider societal concerns as framed, for example, by the UNâs Sustainable Development Goals.publishedVersio
A study of inputs and their influence on technological innovative activity
Technological innovation has been widely studied: however surprisingly little is known about the experience of managing the process. Most reports tend to be generalistic and/or prescriptive whereas it is argued that multiple sources of variation in the process limit the value of these. A description of the innovation process is given together with a presentation of what is knovrn from existing studies. Gaps identified in this area suggest that a variety of organisational influences are important and an attempt is made to identify some of these at individual, group and organisational level. A simple system model of the innovation management process is developed. Further investigation of the influence of these factors was made possible through an extended on-site case study. Methodology for this based upon participant observation coupled wth a wide and flexible range of techniques is described. Evidence is presented about many aspects of the innovation process from a number of different levels and perspectives: the attempt is to demonstrate the extent to which variation due to contingent influences takes place. It is argued that problems identified all relate to the issue of integration. This theme is also developed from an analytical viewoint and it is suggested that organisational response to increases in complexity in the external environment will be to match them with internal complexity. Differentiation of this kind will require extensive and flexible integration, especially in those inherently uncertain areas associated with innovation. Whilst traditionally a function of management, it is argued that integration needs have increased to the point where a new specialism is required. The concept of integration specialist is developed from this analysis and attempts at simple integrative change during the research are described. Finally a strategy for integration - or rather for building in integrative capability - ln the organisation studied is described
Open collective innovation
Report published by Advanced Institute of Management ResearchThe innovation context is changing. The production of knowledge is accelerating.
Knowledge creation is now a globally distributed activity. Globalisation has massively
increased the range of markets and segments â putting pressure on innovation search
routines to cover much more territory. The proliferation of the internet and emergence
of large-scale social networks necessitates the development of new approaches
to innovation. The involvement of active users in innovation is accelerating.
As a result of the changing context in which innovation is taking place established
organisations need to review their approaches to innovation management.Economic and Social
Research Council (ESRC) and Engineering and Physical Sciences Research
Council (EPSRC
Dealing with discontinuity: how to sharpen up your innovation act
Report published by Advanced Institute of Management ResearchEvery now and then a disruptive event happens, such as the invention of the internet, that changes markets, industries, even societies. Successful well-managed companies thrive in mature markets by focusing on doing what they do, just a little bit better. Consequently, when a disruptive event, such as new technology or a regulatory change comes along, the successful company is often blindsided. It is just not very good at the âdoing it differentâ type of innovation. The very attributes that make it successful in stable conditions hinder its ability to detect or exploit the change.
The consequences of failing to take advantage of such disruptive change are all too frequently severe. Companies lose out to new entrants. Eastman Kodak, for example, struggled to cope with a shift to digital photography. Xerox failed to capitalise on digital photocopying. Many companies missed out on the internet. Our research suggests that companies should adopt parallel routines for managing innovation related to discontinuous events, alongside their routines for managing innovation in stable conditions
Innovation and Entrepreneurship
Contents :
1. He innvations imperative
2. Organizing innovation and entreprenuership
3. Network and systems
4. Innovative manuvactring
5. New produc and service development
6. Creating and sharing knowledge and intellectal roery
7. Exploiing disconins innovation
8. Entreprenuership and new ventures
9. Social entreprenurship and innovation
10. Innovation for growth and susatinbility
11. Innovation, globalizatioin and developmen
Modelos de NegĂłcios SustentĂĄveis: Uma RevisĂŁo SistemĂĄtica de Abordagens e Desafios na Manufatura
Objective: there is an ongoing need for businesses to strive to maintain ideals within environmental, economic, and social values â commonly known as the triple bottom line. Manufacturing as a sector has advanced drastically and the literature on sustainable business models in this sector has emerged. The purpose of this paper is to analyze sustainable business models in manufacturing and the approaches and challenges faced in creating and implementing them. Methods: this paper uses a systematic approach to review the literature. We identify sustainable business models and classify them within different industry areas while strategies and challenges emerge from the literature. Results: the findings indicate that there is some empirical work done in investigating the social and environmental dimensions of sustainability in manufacturing. Overall, there is an ongoing transition to sustainable business models in varying divisions of industry. However, the creation and delivery of sustainable economic value is still unexplored. Conclusions: the research provides insight to researchers and practitioners on how organizations implement sustainability while delivering value to their stakeholders. It also provides new avenues for conducting research in unexplored strategies of sustainable business modeling.Objetivo: hĂĄ uma necessidade contĂnua de que as empresas se esforcem para manter os ideais dentro dos valores ambientais, econĂŽmicos e sociais - comumente conhecidos como triple bottom line. A manufatura como um setor avançou drasticamente e a literatura sobre modelos de negĂłcios sustentĂĄveis neste setor emergiu. O objetivo deste artigo Ă© analisar modelos de negĂłcios sustentĂĄveis na manufatura e as abordagens e desafios enfrentados na sua criação e implementação. MĂ©todos: este artigo usa uma abordagem sistemĂĄtica para revisar a literatura. Identificamos modelos de negĂłcios sustentĂĄveis e os classificamos em diferentes ĂĄreas da indĂșstria, enquanto estratĂ©gias e desafios emergem da literatura. Resultados: os resultados indicam que hĂĄ algum trabalho empĂrico realizado na investigação das dimensĂ”es sociais e ambientais da sustentabilidade na manufatura. No geral, hĂĄ uma transição contĂnua para modelos de negĂłcios sustentĂĄveis em vĂĄrias divisĂ”es da indĂșstria. No entanto, a criação e entrega de valor econĂŽmico sustentĂĄvel ainda sĂŁo inexploradas. ConclusĂ”es: a pesquisa fornece uma visĂŁo para pesquisadores e profissionais sobre como as organizaçÔes implementam a sustentabilidade e, ao mesmo tempo, agregam valor Ă s suas partes interessadas. Ele tambĂ©m fornece novos caminhos para a realização de pesquisas em estratĂ©gias inexploradas de modelagem de negĂłcios sustentĂĄvel.publishedVersio
Is discontinuous innovation on your corporate radar?
© Advanced Institute of Management Research (AIM)In a fast moving world, one of the biggest challenges facing organisations is dealing
with discontinuous innovation (DI). Most organisations understand that innovation is
an organisational imperative. They learn to listen to customers and constantly evolve
their existing products and services, continuously improve their processes, so that
they are not left behind by competitors.
The ability to deal with this steady state type of innovation â the constant storms of
change within an industry â is essential. Every so often, however, a whirlwind blows
through an industry â whether caused by regulatory or political change, a technology,
or a product, so radically different that it changes the shape of an industry completely
and in doing so puts many existing, successful companies out of business.
In the early 1900s the buggy whip manufacturers in the US, an entire city dedicated
to making a supposedly indispensable item, were put out of business almost over
night by a new fangled machine called a quadracyle, built by a young inventor called
Henry Ford. More recently Polaroid, one of Americaâs great and longest standing
companies, almost went the same way as the buggy whip manufacturers. The instant
photography company was wrongfooted by the advent of digital photography, making
a number of strategic mistakes in responding to this threat to its business.
For an organisation to be truly successful and sustain that success over many years
it needs to be good at both steady state, conventional innovation, and to be able
to sense a radical new discontinuous innovation on the horizon, and, preferably,
come up with one itself.
Being ready for discontinuous innovation requires a specific set of organisational
skills, not least the ability to search for signs of the potential whirlwind that may
sweep through an industry, or, as with the internet, across entire business sectors
right around the world.
This briefing document focuses on that search skill. By looking at what some leading
organisations are doing in this area it suggests 12 different strategies for developing
a search capability to detect triggers of discontinuous innovation. These strategies
are also useful for more conventional innovation, and all organisations should
employ some at least, if they aim to remain both competitive and durable.Economic and Social Research Council (ESRC)Engineering and Physical Sciences Research Council (EPSRC
Opening up healthcare innovation: Innovation solutions for a 21st century healthcare system
Report published by Advanced Institute of Management ResearchHealthcare systems in the early 21st century face a crisis. Rising demand and
expectations are increasingly out of step with the funding models available.Without
radical innovation it seems unlikely that we can sustain the kind of healthcare which
we associate with highly developed societies.
The healthcare sector has always been characterised by innovation â in treatments
and drugs, in hospital and care systems, in primary and acute care pathways and
in chronic disease management. But arguably the system suffers from the problem
facing all kinds of organisations â a recognition that, despite huge commitment and
investment in generating innovation, ânot all the smart guys work for usâ. The ideas
behind âopen collective innovationâ essentially involve finding ways to spread the
knowledge net much more widely, bringing into the innovation process a wider range
of players and mobilising their experience and creativity in the search for novel and
sustainable solutions.
One key direction in which healthcare innovation can open up lies in harnessing the
innovation potential of patients and their carers.We already know of many examples
where patients have been a key source of innovation; in todayâs environment the
challenge is to find ways of scaling this to help deal with the innovation crisis.
One powerful route is opened up via interactive web-based platforms which build and
mobilise communities with common interests. This report discusses the potential of
Web 2.0 interactive platforms and provides examples of several which appear to offer
considerable additional traction in developing innovative solutions to the healthcare
issues faced by such patients.Economic and Social Research Counci
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