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User and Third-Party Involvement in Developing Medical Equipment Innovations
Abstract
The development of innovations is increasingly portrayed as a dynamic interplay between two or more actors. This started with the seminal work of von Hippel concerning the role of users during the initial stages of the development cycle. Subsequent studies by numerous academics demonstrated the relevance of continuous interaction between the manufacturer and potential users. Swedish researchers, in particular, elaborated on the concept of manufacturer-user interaction by focusing on networks consisting of a number of different parties linked together by means of interactive relationships. However, most of the work in this area tends to be of a theoretical and conceptual nature. The research presented in this paper was designed especially to remedy this situation by studying the actual functioning of individual firms within such networks. The empirical data provided by the Dutch medical equipment industry describe the distribution of innovation across manufacturers, users and various third parties. The evidence points to the relevance of interacting with both potential users and various third parties. Nevertheless, essential differences exist between the interaction with both types of cooperation partners. A detailed case description furnishes substantial insight into the intricacies and pitfalls of developing industrial innovations within complex networks.
... Grönroos ' (2000) definition demonstrates that services have a quite complex nature and thus differ from goods in a number of ways. The distinguishing characteristics most often referred to in literature are intangibility, simultaneity, heterogeneity and perishability (Fisk, Groves and John 2000;Cooper and Edgett 1999;Axelsson and Wynstra 2002;West 1997;Zeithaml and Bitner 1996). Intangibility refers to the fact that services cannot be seen, touched, held, or put on a shelf. ...
... From the supplier's perspective, a thorough understanding of the customer's business processes is needed in order to offer the most suitable service solution. This increases the need for information sharing between customer and supplier (Axelsson and Wynstra 2002). These issues influence the buying organisation's perceived uncertainty, which is then reflected in the buyer-supplier interaction. ...
... Nevertheless, the contribution of a customer to the development process has mostly been neglected in past research, as is also illustrated by the approach described by Zeithaml and Bitner (1996). The ample research that is available discusses user involvement in service development from the service provider's perspective, but nearly all research restricted to user involvement in product development only (Alam 2002;Biemans 1991;Von Hippel 1989). More specifically, there has been very little research in the area of buyer-supplier interaction in the development of new and/or improved business services. ...
... Innovation in contemporary markets increasingly requires co-operation within extensive networks, as many technological innovations tend to require multi-sectoral collaboration (Biemans, 1991;Håkansson & Waluszewski, 2007;Powell, Koput, & Smith-Doerr, 1996;Rampersad, Quester, & Troshani, 2010), or involve public and private actors with inherently different views (e.g., Nissen, Evald, & Clarke, 2014;Reypens, Lievens, & Blazevic, 2016;Öberg & Shih, 2014). Researchers have acknowledged that involvement of diverse stakeholders in innovating is essential, but also note that it complicates interaction. ...
... It can therefore include firms, public organizations, regulators and policymakers, experts, universities, research organizations, user communities and associations (see e.g. Aarikka-Stenroos, Sandberg, & Lehtimäki, 2014;Biemans, 1991;Driessen & Hillebrand, 2013). In this paper, the concept of 'innovation' refers to a novelty, be it a technology, product, service, process, market innovation, or new business field, diffused into the market or society (Garcia & Calantone, 2002). ...
... Mouzas & Naudé, 2007). Performing networked innovation involves creating interfaces between resources and understanding the differing logics of actors (Baraldi & Strömsten, 2009;Biemans, 1991;Corsaro, Cantù, & Tunisini, 2012;Håkansson, 2014;Håkansson & Waluszewski, 2007;Harrison & Waluszewski, 2008;Öberg & Shih, 2014). ...
In this paper, we examine the managing of the full innovation process, from visioning to commercialization, in extensive networks. By drawing on the IMP, strategic network, and innovation network literatures, we develop a comprehensive picture of the management activities when 'mobilizing', 'orchestrating', and 'involving' actors in working towards the innovation aim in such network settings. Through using two longitudinal case studies - the one pursuing radical and the other incremental innovation - we provide an empirically refined understanding of seven key management activities (motivating, resourcing, goal setting/refining, consolidating, coordinating, controlling, and leveraging), which are needed throughout the innovation process to turn the diversity of an innovation network into an opportunity rather than an obstacle. We demonstrate how actor diversity and the type of innovation (radical or incremental) shape the management activities, and map a dynamic actor composition that evolves alongside the innovation process. The longitudinal data highlights the consequences of the presence or lack of management activities, and the interlinkages between activities throughout the process. Our findings also provide insights for practitioners on how to cope with the increasing tendency to involve diverse stakeholders in innovation by pinpointing the critical management activities that can be employed.
... Er plädierte als Erster explizit für die Einbindung von Benutzern in den Ideenentstehungsprozess. Das von ihm aufgestellte "Customer Active Paradigm" (von Hippel 1978) stand am Anfang eines rasch wachsenden Forschungsfeldes, welches sich mit der Einbindung von Kunden nicht nur bei der Ideenentstehung, sondern in sämtliche Phasen der Produktentwicklung befasst (z. B. Shaw 1985;Håkansson 1987;Biemans 1991;Lengnick-Hall 1996;Brockhoff 1998;Gruner, Homburg 2000;Homburg 2000;Lüthje 2000;Brockhoff 2003). Eine Analyse bestehender Forschungsarbeiten zeigt den positiven Einfluss, welchen die Benutzereinbindung auf den Entwicklungsprozess und darauf aufbauend auf den Produkterfolg hat. ...
... Wie in den vorangehenden Abschnitten gezeigt wurde, gibt es eine grosse Zahl an Studien aus verschiedenen Forschungsfeldern, welche spezielle Grundlagen der Kundeneinbindung in den Innovationsprozess behandeln. Zahlreiche Studien nehmen sich auch zum Ziel, einzelne Aspekte des Managements der Hersteller-Kunden-Interaktion während der Neuproduktentwicklung zu beschreiben (Biemans 1991(Biemans , 1992Bidault, Cummings 1994;Bruce, Leverick et al. 1995;Mohr, Spekman 1996;Athaide, Stump 1999;Campbell, Cooper 1999;Johnsen, Ford 2000 Dolan, Matthews 1993;Bidault, Cummings 1994;Littler, Leverick et al. 1995). Diese Unsicherheiten bedeuten, dass für eine Optimierung der Kundeneinbindung und zur Überwindung der Probleme, welche damit verbunden sind, grosse Sorgfalt auf das Management des Prozesses gelegt werden muss (Biemans 1992;Schilling, Hill 1998;Campbell, Cooper 1999 ...
Stetig zunehmender Innovationsdruck führt in einer wachsenden Zahl von Unternehmen
zu einer Öffnung des Innovationsprozesses für Ideen externer Partner. Im
Fokus dieser Arbeit steht deshalb die Frage, wie eine aktive Integration von Kunden
in die Frühphase des Innovationsprozesses effizient und effektiv gestaltet und
durchgeführt werden kann. Eine erste Analyse beschreibt strategische Grundlagen
der frühen aktiven Kundenintegration und grenzt sie von anderen Ansätzen der Einbindung
von Kunden in den Innovationsprozess ab, wie der klassischen Marktforschung,
der kundenspezifischen Konfiguration und der generellen Kundenorientierung.
Die frühe aktive Kundenintegration wird dabei geprägt durch eine aktive Rolle
des Kunden als Wertschöpfungspartner in der Frühphase des Innovationsprozesses
des integrierenden Herstellers.
Innovative Vorreiterunternehmen, wie Bayer MaterialScience, EADS Astrium, Hilti
Diamond Systems und Zumtobel Staff, praktizieren frühe aktive Kundenintegration
bereits erfolgreich. Fallstudien dieser innovativen Unternehmen identifizieren für
die Praxis relevante Aspekte des Integrationsprozesses, welche in den beiden Gestaltungsfeldern
Integrationsstruktur und Interaktionsprozess als wichtigen Dimensionen
der frühen aktiven Kundenintegration resultieren. Ein spezieller Schwerpunkt
der Untersuchung liegt in der Beschreibung spezifischer Rollen, welche der Hersteller
den Kunden im Rahmen der frühen aktiven Kundenintegration einräumen kann.
Basierend auf eine effizienz- oder effektivitätsfokussierte Integrationsstrategie der
frühen aktiven Kundenintegration können vom Hersteller, je nach spezifischem Integrationsziel,
vier aktive Rollen besetzt werden, nämlich die des Kunden als Sensor,
Spezialist, Spezifikator oder Selektor. Diese speziellen Kundenrollen stellen eine
ergebnisorientierte spezifische Erweiterung des aus der Literatur bekannten
Lead-User-Ansatzes dar.
Der Prozess der frühen aktiven Kundenintegration ist in einen unternehmerischen
Gesamtrahmen aus Strategie, Struktur und Kultur eingebunden und besteht aus den
drei Schritten Initiierungsphase, Vorbereitungsphase und Realisierungsphase. Diese
Prozesssicht ermöglicht die Weiterentwicklung der ermittelten Gestaltungsfelder
mit ihren zugeordneten Gestaltungsfaktoren zu einem konzeptionellen Managementmodell
der frühen aktiven Kundenintegration. Entlang der Elemente dieses
Modells werden operative Gestaltungsempfehlungen bezüglich Ablauf und Organisation
erfolgreicher früher aktiver Kundenintegration entwickelt und im Sinne einer
Zusammenfassung der gewonnenen Erkenntnisse zu abschliessenden Thesen verdichtet.
... According to a study by SHAW, 26 of 34 (76%) device innovations from eleven British medical device companies were developed through interaction between the company and the users of the company's devices [3]. BIEMANS analyzed 17 cases of innovation from 13 cooperating companies of the Dutch medical equipment industry, of which nine (53%) were characterized as a device development process initiated by a user or third party [4]. LÜTHJE showed in an empirical study based on interviews with 261 surgeons from German university hospitals that users of surgical equipment can contribute substantially to the device innovation process as innovators or co-developers [5]. ...
... Consequently, post market knowledge becomes an important input factor for the manufacturers' innovation process and a success factor for internal R&D. Regarding the transfer and use of post market knowledge for R&D, the studies mentioned above [3][4][5][6], according to which external (user) knowledge can play a role in the medical device innovation process, were thus empirically confirmed. ...
Background:
Recent years have seen great interest in finding new ways to develop innovative, safe, and effective medical devices. While there has been considerable research on the lead user and open innovation approach, relatively little attention has been given to postmarket surveillance as a valuable source of safety-related information on medical devices.
Methods:
An online questionnaire was sent to 118 postmarket surveillance experts throughout Germany to find out (1) what instruments medical device manufactures use to promote an internal transfer of postmarket surveillance knowledge and (2) to what extent this can lead to impulses for research and development meant to improve or develop new medical devices.
Results:
Our results showed that technical and human resource-related instruments are of particularly high importance for the intraorganizational transfer of postmarket knowledge.
Conclusions:
The transfer of this postmarket-related device knowledge can have a positive impact on the improvement or development of (especially incremental) medical device innovations, thus contributing to a company's success and strengthening device-related patient safety at the same time.
... To date, most of the empirical literature on user innovation has been based on in depth and thorough case studies. The list of examples is increasingly extensive and many empirical studies over the last few years have highlighted the existence of user innovation in different contexts such as printed circuit CAD software (Urban and von Hippel, 1988), pipe hanger hardware (Herstatt & von Hippel, 1992), new medical equipment technology or devices (Biemans, 1991;Lüthje, 2003;Lettl & Gemünden, 2005), outdoor consumer products (Lüthje, 2004), sport equipment (Franke & Shah, 2003;Franke, von Hippel & Schreier, 2006;Lüthje, Herstatt & von Hippel, 2002), offlabel drug therapies (Demonaco, Ayfer & von Hippel, 2006), games and toys (Stockstrom, Lüthje & Antorini, 2010) as well as banking services (Oliveira & von Hippel, 2011). All these studies have proved that users can modify existing products and services but also create new ones and provide profitable ideas. ...
... Thus, the adoption and Product design and operational performance implementation of quality-oriented product design practices, when fully internalized, are likely to have a positive effect on communication and coordination with suppliers (Zhao et al., 2011). In this respect, Biemans (1991) argues that firms need well-designed quality-oriented product design practices that allow them to cooperate with suppliers through wellestablished internal systems. In addition, Gimenez and Ventura (2005) stress that joint-planning practices between the purchasing, production and engineering departments within a firm determine the quality of the firm's joint planning with suppliers. ...
Purpose
The purpose of this study is to develop a moderated mediation model by which quality-oriented product design practices influence operational performance via supplier involvement under the different levels of product modularity.
Design/methodology/approach
The authors use the multisource data from 268 manufacturing firms worldwide and apply regression and the PROCESS macro model to test the moderated mediation model.
Findings
The findings reveal that quality-oriented product design practices enhance operational performance directly and do so indirectly through promoting supplier involvement in quality improvement. In addition, this indirect effect is stronger when the level of product modularity is high.
Originality/value
By exploring the interaction effects of quality-oriented product design and product modularity, this study provides valuable insights into the ways in which manufacturing firms improve operational performance more effectively.
... Thus, the founder's experience in startups is an important source of networks (Yli-Renko et al., 2002). Since human-capital network resources provide INV managers with various opportunities for new ideas, market shifts, and technological innovations to acquire diverse knowledge (Bhagavatula et al., 2010;Grichnik et al., 2014;Laursen et al., 2012), it is worthwhile for managers to indirectly learn through personal networks, which may provide them with helpful clues when they are faced with new technology challenges (Almeida & Kogut, 1999;Biemans, 1991;Conway, 1995;Davidsson & Honig, 2003). ...
To examine technological innovation performances of international new ventures (INVs), this study investigates how and under what conditions insider and institutional ownership might matter. Building on the perspective of multiple principal conflicts, we theoretically and empirically address this central question by developing an understanding of how insider and institutional ownership could improve and hinder technological innovation performances of INVs. We also examine the influence of INV founding entrepreneurs' experience to determine whether their prior professional and startup-founding experience could constrain or enhance innovation performance implications of insider and institutional ownership. Empirical results obtained from a sample of 219 Korean INVs demonstrate that insider ownership and institutional ownership can differentially affect INVs' technological innovation performances by providing positive and negative innovation contributions, respectively. We also found that founders' prior experience was an important aspect of enhancing the technological innovation of INVs. Specifically, prior professional experience and startup-founding experience of INVs' founders were found to negatively and positively affect the contribution of institutional ownership to technological innovation performances of INVs, respectively. By contrast, we discovered that the contribution of INVs' insider ownership to technological innovation performances of INVs had no relationship with their founders' experience. We ultimately draw meaningful contributions to the literature by examining roles of corporate governance structure of INVs and their founders' experience in explaining innovation performances of INVs.
... accessed on 22 December 2021) of the primary studies, indicating the number of studies retrieved from the journal. The new product development process is significantly different in the consumer and the industrial domain [27,46]. Considering this fact, the authors systematically distinguished the research contexts and separated the elements of personal characteristics in each stage of the NPD process. ...
Despite the promising ideas of lead users, the success rate of the open innovation process remains low if no proper personal characteristics are attached to the external contributor. The knowledge about the essential characteristic elements of lead users is crucial to select the right lead users in the early stage of the NPD. By filling the research gap, we performed a systematic literature review about the required personal characteristics of lead users. The resulting 45 studies demonstrated that diverse characteristics are required in different stages of an NDP which vary in the consumer and industrial context. According to our research results, we made a contribution to the theory by extending the lead user method in the form of a partial theory. We also found that in the case of incremental innovations, companies apply their technical knowledge and do not require additional expertise from users, while in the case of radical innovations, firms only involve external users with high technological competencies in the development stage of the NDP. We identified similarities and differences of the required lead users' personal characteristics in the consumer and industrial contexts. Thus, our study provides a better awareness for business leaders on the selection of lead users for their NPD process, reducing the time-to-market ratio of the product and increasing profit.
... Across numerous sectors, networking behavior is identified to sufficiently drive firms´ innovative output and competitiveness (Ahuja, 2000;Powel et al., 1996). Industries, in which a relevant network has had a significant impact on innovation, encompass service industries (Elg & Johansson, 1997;Knights, Murray, & Willmont, 1993), manufacturing industry (Biemans, 1991;Grotz & Braun, 1997;Hyun, 1994;Izushi, 1997;Shaw, 1993) and high-tech industry (Frenken, 2000;Romijn & Albaladejo, 2002;Streb, 2003). Some of the benefits a relevant network provides to firms are risk sharing (Grandori, 1997), obtaining access to new markets and technologies (Grandori & Soda, 1995), speeding product development (Almeida & Kogut, 1999), pooling complimentary resources and skills (Eisenhardt & Schoonhoven, 1996), or obtaining access to external knowledge (Cooke, 1996). ...
Purpose: The purpose of this paper is to contribute to the debate as to whether collaboration in coworking spaces contributes to firm innovativeness and impacts the business models of organizations in a positive manner. Methodology: This paper includes primary data from 75 organizations in 17 coworking spaces and uses quantitative research methods. The methodology includes multiple statistical methods, such as principal component analysis, correlation analysis as well as linear and binary regression analysis. Results: The results show a positive interrelation between collaboration and innovation, indicating that coworkers are able to improve their innovative capabilities by making use of strategic partnerships in coworking spaces. Further, this study shows that business models are significantly affected by the level of collaboration in coworking spaces, which suggests that coworking is a promoting force for business model development or business model innovation. Contributions: The paper contributes to management literature and represents the first empirical investigations which focuses on the effects of collaboration on a firm-level in coworking spaces. Practical implications: The results indicate that organizations in coworking spaces should embrace a collaborative mindset and should actively seek out collaborative alliances and partnerships, as doing such is shown to increase their innovativeness and/or develop their business model. Future Research: Future research should focus on the antecedents of collaboration or could investigate the effects of collaboration in coworking spaces on a community level.
... Research on lead users arose from research on sources of innovation, which revealed that users frequently play an important role in the development of new products. Innovations are often initiated through speci¯c users' needs and requests [Utterback et al. (1975);von Hippel (1977); Biemans (1991)], a concept that is rooted in the market-pull concept [Brem and Voigt (2009)]. In some industries, individual users or user¯rms a rather than manufacturers were the initial developers of new products and processes [von Hippel (2005)]. ...
... In the fourth period, concepts such as "innovation," "innovation process," "businessmodel innovation," "innovation systems," and "organizational learning" were largely emphasized when discussing firms' networks and strategies, mainly with the intention of exploring the linkage between stakeholders' interactions and the firms' potentiality for success. As scholars emphasize (Biemans, 1991;Håkansson & Waluszewski, 2007;Powell, Koput, & Smith-Doerr, 1996;Rampersad, Quester, & Troshani, 2010), firms' competitiveness in contemporary markets increasingly requires co-operation within extensive networks, as many technological innovations tend to require multi-sectoral collaboration. Researchers have acknowledged that while the involvement and participation of diverse stakeholders in the innovation process are essential, they complicate interaction. ...
PURPOSE: This paper aims to introduce a general all-embracing taxonomy of networks and its relevant strategies to facilitate the teaching and learning of the strategic concepts of networks in strategic management. METHODOLOGY: To fulfill its intention, the paper has adopted a systematic literature review (SLR), since the introduced taxonomy and its corresponding strategies should be a compendious reflection and summary of the current literature of the studies on strategic networks. RESULTS: The paper unfolded seven potential configurations of the networks and then proceeded with the proposition of their relevant strategies with regard to the networks' relationships and forms. These networks were named as Reciprocally or a system of classification is a fundamental necessity in any field of knowledge, benefiting both academia and learners. Accordingly, this paper provides a comprehensive but concise means of classifying networks and their strategies to overcome the paucity still existing in the literature. These efforts invite future research and conversation about networks and network strategies, proposing a guiding framework for the debate. ORIGINALITY AND VALUE: Lack of consensus about theories and conceptualizations in strategic network studies became an inspiration for this research, which allowed for the clarification of the mentioned existing paucity. / Networks and network strategies: New theorization based upon a systematic literature review
... Some companies can't get a breakthrough attention to their product because they do not put much focus on their commercialisation networks (Heikkinen et al., 2007;Millson & Wilemon, 2008;Partanen et al., 2008). Some research studied the contribution of users and stakeholders for an innovative diffusion (Troshani & Doolin, 2007) and launch (Biemans, 1991;Harrison & Waluszewski, 2008). ...
Small-scale product development is not for everyone, and it needs a high level of discipline, dedication, persistence, and creativity as well as a lot of work. Before setting up a small-scale business, one needs seed money, physical location of the business venture, construction work, equipment/machinery maintenance, management skills, accounting skills, and last but not least, marketing skills. For the development of any area, the small-scale industry development is very important mainly for the income source of the community and for employment opportunities. On the basis of study, four strategies that are used for the development of small-scale industries were found, and these strategies are 1) promotion and development of institutional, business groups, and cooperatives; 2) determination brands; 3) strategy competition with low cost and product development; 4) to improve final access market orientation strategies. On the basis of analysis of these strategies, they are prioritized, and the first priority is strategy.
... For example, the lack of trust in online banking (Al-Somali et al., 2009;Yousafzai et al., 2003), RFID adoption issues (Wu et al., 2006), and resistance against electronic payment methods (Szmigin & Foxall, 1998). Another stream of research within this cluster focuses on the involvement of users in developing innovative products (Biemans, 1991;Rothwell & Gardiner, 1985), considering the characteristics of leading users (Foxall, 1995;Lüthje, 2004), and the use of virtual experiences (Füller & Matzler, 2007). ...
The International Journal of Technological Innovation, Entrepreneurship and Technology Management (Technovation) is a flagship journal in the fields of management and technological innovation. This renowned position is largely a result of academic interest, as demonstrated by the large number of citations received from other prestigious journals, as well as downloads from across the globe. This study honors the 40th anniversary of Technovation and provides an overview of the journal's accomplishments since its conception in 1981 using Thomson Reuters Web of Science Core Collection database, complemented by both the Elsevier Scopus and EBSCO Business Premier databases, as well as the journal's webpage. This study highlights the main contributors (i.e. authors, universities, countries accountable for the journal's high ranking), the most cited articles, and the thematic profile of the journal through an extensive bibliometric analysis of Technovation publications. Finally, this study outlines growing research trends and proposes trajectories for future research.
... At micro level patients, caregivers, family doctors, cardiologists and so on impact the success of the use of these new devices and influence also their institutionalization and usage in the society (Biemans 1991;Geels 2002;Aarikka-Stenroos et al. 2017). Intermediaries, such as technology providers and tech consultants, make the products available to users (Woodside and Biemans 2005). ...
This open access book is geared towards providing insights and stimulating new thinking about the changing nature of services, service work and workers, and service experiences during and after the COVID-19 pandemic in 2020, particularly focusing on digital service technology. This book serves as a useful resource for business practitioners and academics in the areas of service and human resource management. Each chapter deals with specific current issues within these industries due to COVID-19 and issues that will come up post-pandemic. As COVID-19 is expected introduce novel methods to the service sector, such as untact service, telecommuting, alternative work arrangements, job crafting, and new work skills, digital technology is becoming more important than ever before. This books provides a range of examples and cases to elaborate on the effective application of digital service technology in order for businesses to stay relevant in the current climate.
... At micro level patients, caregivers, family doctors, cardiologists and so on impact the success of the use of these new devices and influence also their institutionalization and usage in the society (Biemans 1991;Geels 2002;Aarikka-Stenroos et al. 2017). Intermediaries, such as technology providers and tech consultants, make the products available to users (Woodside and Biemans 2005). ...
The outbreak of COVID-19 has presented great challenges for health services targeted at patients with chronic diseases, such as cardiovascular disorders. Hospitals and medical clinics must find new and effective solutions to address the impacts on individual and collective well-being due to the increased diffusion of these types of diseases, especially during a pandemic. This implies the evolution of the service ecosystem through enhanced coordination and resource integration between different actors (patients, doctors, service providers, relatives, caregivers, etc.). The coordination process might be leveraged by technological devices aimed at integrating resources and co-creating transformative value (Anderson et al. 2013; Danaher and Gallan 2016; Anderson et al. 2018). This chapter, in particular, investigates how digital health technologies impact the evolution of the Italian healthcare service ecosystem in a transformative way through the study of the case of Centro Cardiologico Monzino. The study adopted a qualitative approach based on in-depth interviews with patients of Centro Cardiologico Monzino with cardiovascular pathologies who use digital health devices and doctors, caregivers, and other key informants who are experts in the Italian healthcare service ecosystem. Our findings illustrate how digital health contributes to value co-creation and to the enhancement of individual and collective well-being, considering the renewed interaction between different actors in the service ecosystem.
... The success of any innovation underlines the significance of understanding the needs and wants of users and engaging them during the process of innovation. The benefits of customer collaboration include the discovery of new ideas ahead of the competition, understands the likely market of any potential idea developed and reduces risks of implementation failure (Hoyer et al., 2010;Etgar, 2008;Fynes et al., 2005;Ragatz et al., 1997;Gemü nden et al., 1992;Biemans, 1991;Bruce and Rodgus, 1991). Therefore facilitating the innovation implementation process. ...
Purpose
Assessing the antecedents of innovation implementation holds importance for companies, as previous studies have shown that without proper implementation the innovation is doomed to fail. Over the past few years, research on innovation implementation is growing. However, the evidence on the antecedents of innovation implementation is inconsistent. The purpose of the study is to conduct a review of the literature using meta-analysis to summarize the divergent views present in the literature.
Design/methodology/approach
A meta-analysis technique is adopted for reviewing the literature. The literature search was conducted with selected keywords in different databases and top journals from the ABDC list (A* and A).
Findings
The results of the meta-analysis that summarize evidence from 42 papers, 100 effect sizes and 32,223 organizations show the significance and homogeneous/heterogeneous opinions of the past studies. Results reveal the homogeneity in antecedents such as transformational leadership, business collaboration, employee competency, leader competency, absorptive capacity and business size and heterogeneity in the antecedents such as communication, customer collaboration, internal entrainment, external entrainment, implementation climate and strategic resources.
Research limitations/implications
The results imply that managers attempting to implement innovation in the organizations need to first focus on homogenous antecedents followed by heterogeneous antecedents for successful implementation.
Originality/value
This study advocates research on innovation implementation. It tests the significance, nature of the relationship and summarizes the divergent views on antecedents of innovation implementation in an organization. The results of this study can also be used in the theoretical advancement of management innovation literature.
... In addition to their interactive relationship with service companies (Gallouj & Weinstein, 1997), customers have been shown to be involved in the process of new product development in the manufacturing industry (Biemans, 1991;Gemünden et al., 1992). Travel service teams and customers can obtain mutual benefits through developing a close partnership. ...
With the rapid development of information technology, knowledge has become an important strategic resource for enterprises. To maintain competitive advantage, travel agencies need to manage their knowledge, especially customer knowledge. This study tests the influencing factors and effects of service teams' access to and combination of customer knowledge on tourism service companies. Data came from 182 sales teams and 576 employees of travel agencies. Regression analysis is used to test the proposed model, and the results show that both customer orientation and interaction intensity affect service teams’ customer knowledge co-creation, which can promote service innovation. Also, customer knowledge co-creation mediates the relationship between interaction intensity and service innovation. Implications for managers and suggestions for future research are discussed.
... Scholars involved in the company's development strategy are increasingly focusing on cooperation with clients undertaken to co-create value (Thomke, von Hippel, 2002;Prahalad, Ramaswamy, 2004). Some researchers are analyzing how clients can contribute to the dissemination of innovation (Lynch et al., 2016; and marketing (Biemans, 1991), but do not place particular emphasis on the comprehensive integration of the client into the entire innovation process. ...
Enterprise innovation is undoubtedly one of the key success factors. Properly moderated cooperation with clients is an important factor that has a chance to positively affect the effectiveness of the innovation process. Contemporary trends in consumer behavior related to individualism and, on the other hand, technological progress make enterprises enter the era of economy 4.0, whose basic pillar is solutions defined as smart, based on intelligently programmed technologies that improve the quality of life in various spheres. The purpose of the study is to diagnose the relationship between client cooperation aimed at creating innovation in the concept of Industry 4.0 and its importance for the results of enterprises in the FMCG sector. The questionnaire technique was used in CAWI and CATI methods to collect data. As the result 165 observations were taken into account. The study indicated that there is a positive relationship between the assessment of the degree of implementation of the innovation strategy, as well as the importance of customer knowledge for creating innovation, and also the assessment of the level of exploration and use of knowledge about buyers using new technologies.
... Companies which are involved in innovative activities are increasingly concentrating on cooperation with customers undertaken for the purpose of participating in the creation of value (Thomke, von Hippel, 2002;Prahalad, Ramaswamy, 2004). Some scholars analyze in what way customers can contribute to spreading innovations (Biemans, 1991;Lynch et al., 2016;Liczmańska et al., 2018), but do not put special emphasis on customers' complete integration in the whole process of innovation. Customers are one of the key sources of knowledge, and their ability to be integrated at all stages of the innovation process is considered a major component of innovation capacity (Danneels, 2002). ...
Contemporary corporate environment is characterized by a high level of complexity and customers' growing requirements force the implementation of innovations, which are necessary to gain and maintain competitive advantage. The results of conducted research indicate that interaction with customers has a positive effect on the success of implemented innovations, and is gaining increased interest in subject literature. Creating successful innovations requires a combination of knowledge from different perspectives, including especially the customers' knowledge, since they are the most appropriate for the purpose of revealing their needs and expectations. The body of research presented in this article was motivated by the question whether and how can the success of interaction with customers be increased in the context of developing innovations. The research objective was to diagnose the use of concept of collaborative innovation with customers in food sector companies and its significance for innovation outcomes. The questionnaire technique was used in CAWI and CATI methods to collect data. As a result, 80 observations were taken into account. The research has demonstrated that there is a positive relationship between orientation toward cooperation by food sector companies, their involvement in creating innovation in cooperation with customers and the degree of realizing the objectives concerning product innovations.
... Currently, only a few medical companies prefer to collect suggestions extensively at the concept design stage, and a small number of users are invited to participate in the development and testing stages [28]. Most companies do not invite users to join in the product design and development phases [20] and ignore the significant impacts of user participation. ...
Given the importance of users in medical innovation, positive user participation can boost the cooperative innovation process within the medical supply chain. A stochastic differential model based on user feedback is proposed to study the relationship between user feedback and the medical supply chain. The stability and sensitivity of the medical supply chain is analysed through different parameters. The results show that the effect of patient feedback and suggestions from hospitals on the innovation level of medical services and medical products is positive, such that the impact of the innovation level of medical services on users and the effect of patient feedback are positively related to marginal profits and that cooperative innovation is beneficial for medical product and service innovation and the improvement of demand and profits.
... Vanuit een praktisch oogpunt is vooral veel aandacht besteed aan de interactie met diverse partners tijdens de verschillende fasen van het produktontwikkelingsproces. In deze paragraaf zullen we ons beperken tot het samen vatten van dit laatste aspect dat in het vervolgon derzoek uitvoerig is geanalyseerd (een uitge breide beschrijving wordt gegeven in Biemans (1991)). ' ~ Ten aanzien van de betrokkenheid bij de produktontwikkeling maken we een onderscheid tussen drie belangrijke partijen, te weten de fabrikant, potentiële gebruikers en een groep diverse orga nisaties aangeduid als derden. ...
... User-centered design should begin early and continue throughout device development (Sharples et al., 2012;Demiris et al., 2010;Mynatt et al., 2004), involving end-users at all stages (Biemans, 1991;Wherton et al., 2015]. This is a challenge, particularly for smaller companies that may lack the necessary expertise and knowledge . ...
... Resonating such notions, innovation research has emphasized that various actors and stakeholders such as distributors, consultants, suppliers, research institutes and universities, government agencies, and associations can impact the success of innovation by advancing or hindering development and commercialization (Biemans 1991; and therefore influence its institutionalization in the market/society (Geels 2002). For example, intermediaries are crucial in the case of consumer products because they make the product available to users (Woodside and Biemans 2005). ...
Service science is concerned with the question of how systems can co-create value in an optimal way. In essence, innovations aim at enabling better value co-creation; but at the same time, cause disruption and tensions in the service ecosystem by challenging prevailing practices. This chapter examines the development and diffusion of a broad scale heath care service innovation-the Electronic Prescription system (eRX)-as a process of institutionalization within a service ecosystem. This case represents an innovation process that attempts to solve a major societal challenge, rationalization of medication and reduction of medication errors and abuse. This change requires commitment and adaptation by diverse actors in multiple service systems affected by the eRX, but is nearly disabled by these actors' competing and even conflicting institutional logics. We examine how diverse stakeholders slowly move towards a convergent institutional logic as the innovation is gradually institutionalized in the broader service ecosystem, and discuss the major challenges along this 2 process. This chapter highlights the dilemma of change in service ecosystems and highlights the role of institutions therein.
... Alliance with different partners leads to different types of innovation (Pittaway, Robertson, Munir, Denyer, and Neely, 2004). For instance alliance with customers facilitates the success of incremental innovation (Biemans, 1991). While alliance with suppliers and consultants enhances organization new product innovation process (Baiman and Rajan, 2002). ...
s The importance of innovation in enhancing the performance of business enterprises have been acknowledged and documented in economic literature. However, SMEs find it difficult to innovate due mainly to constraint of resource. Nevertheless through effective strategic alliance with other participants in the market SMEs get access to numerous resources, skills and technique to overcome the challenges affecting their innovativeness and performance. The study presents a conceptual framework depicting the mediating role of innovation strategy on the relationship between strategic alliance and SMEs performance in developing economies. Empirical validation of this model would entail crucial policies implication to policy makers, owner/managers and all other stake holders.
... Customer-driven innovation can, however, span numerous generations of product lines, as shown by the IBM turnaround from inflexible main frames to innovative customer segmentation by providing solutions that the customers needed (Meyer et al., 2005). The sources of innovation may also involve other forms of external cooperation, such as the use of distributors or intermediaries (Biemans, 1991;Shaw, 1988;Stasch et al., 1992), the integration of suppliers/vendors into NPD (Bonaccorsi and Lipparini, 1994;Clark, 1989;Comer and Zinger, 1997;Stasch et al., 1992), and dealings with overseas sister companies (Sowery, 1990;Stasch et al., 1992). Nevertheless, regardless of the variety of innovation sources, if a company does not have the capacity to process the innovations coming to its pipeline, the influx can create bottlenecks and slow the overall innovation process (Chesbrough, 2017). ...
Established companies need to take several aspects into account when considering the management of radical innovations and must simultaneously ensure the profitability and functioning of the existing business. The main contribution of this study lies in exploring how radical and incremental innovations are separated and managed. The paper intends to clarify how companies can evaluate ideas, organise decision-making, utilise external parties optimally, and organise innovation activities while ensuring adequate linkages to existing business processes. This study analyses the practical implementation of innovation activities in a leading telecom company with advanced practices for managing innovations. The case company has established a separate innovation unit and defined a process for radical innovations. Linkages to other existing development processes are strengthened by including key personnel from these processes in the company's innovation process. These arrangements aid in acknowledging numerous aspects presented in the literature in conjunction with radical innovations.
... Customer-driven innovation can, however, span numerous generations of product lines, as shown by the IBM turnaround from inflexible main frames to innovative customer segmentation by providing solutions that the customers needed (Meyer et al., 2005). The sources of innovation may also involve other forms of external cooperation, such as the use of distributors or intermediaries (Biemans, 1991;Shaw, 1988;Stasch et al., 1992), the integration of suppliers/vendors into NPD (Bonaccorsi and Lipparini, 1994;Clark, 1989;Comer and Zinger, 1997;Stasch et al., 1992), and dealings with overseas sister companies (Sowery, 1990;Stasch et al., 1992). Nevertheless, regardless of the variety of innovation sources, if a company does not have the capacity to process the innovations coming to its pipeline, the influx can create bottlenecks and slow the overall innovation process (Chesbrough, 2017). ...
... Furthermore, firms that do not collaborate nor exchange knowledge, limit their knowledge base in long term. Several lines of evidence suggest that collaborative knowledge sources are critical not only to create in-house innovations, but also for learning about innovative work practices that other organizations have done or adopted (Biemans, 1991;Erickson and Jacoby, 2003). Empirical findings from South African firms showed that these firms used different external sources, including business organizations: buyers, suppliers, competitors, consultants and sectoral institutes; technological knowledge sources: public research labs, universities, innovation centers; and codified knowledge sources: patents, electronic databases . ...
Purpose
The purpose of this paper is to simultaneously test the association between three different sources of knowledge (internal, collaborative and regional) and innovation. This study aims to expand the insights by assessing these associations in the context of a rapidly developing and liberalizing economy; Vietnam. By conducting this study with Vietnamese data, the authors can assess whether the association between different sources of knowledge and innovation shows systematic differences to those in advanced economies.
Design/methodology/approach
In this study, the authors utilize data from two main sources: The World Bank Enterprise Survey and the Innovation Capabilities Survey. These firm-level surveys comprise non-agricultural formal and private sector firms. For Vietnam, 300 manufacturing firms have been included in the sample. The authors use a series of binary logistic regression models to analyze the data.
Findings
The analyses reveal that internal R&D has a strong positive association with product innovation. In contrast to findings in Western economies, not all kinds of collaborative knowledge sources have a significant association with innovation. Only collaborative knowledge gained from inside the supply chain is positively related to product innovation. Unexpectedly, negative effects from using too much external knowledge were also found.
Research limitations/implications
Due to the cross-sectional nature of the data causality could not be inferred from the study. Moreover, a relatively large number of the measures were dichotomous due the large number of missing observations for more detailed measurements of the variables.
Practical implications
When developing their innovation strategy firms in developing countries should take into account that collaborating with partners useful, but only if they collaborate within the supply chain. As such, firms should increase their interaction with suppliers and customers and put their efforts on the development of customized solutions for them.
Social implications
The Vietnamese Government could implement policies that help to enhance the quality of universities and research institutes. In most developed countries, universities and research institutes are vital sources of knowledge for innovation whereas they are not in Vietnam.
Originality/value
This paper contributes to the growing body of literature on firm-level innovation in developing countries. It identifies several core differences between the drivers of innovation in developed and developing contexts. Surprisingly, a feature that was expected to differ, the negative effect of over-search of external knowledge on innovation, was also found in Vietnam.
... Although more scholars are turning their attentions toward interactions and networking between various actors (Dopson and Fitzgerald, 2005;Fitzgerald et al., 2002), these studies focus on interactions within the health care system and thereby isolate it from broader inter-organizational dynamics (Fleuren et al., 2004). Meanwhile, other scholars emphasize the importance of studying how inter-organizational interaction influences the innovation process in health care settings (Biemans, 1991;La Rocca, 2018). The interplay between various actors in the medical innovation field has recently been addressed by evolutionary scholars (Consoli and Mina, 2009;Nelson et al., 2011). ...
Purpose
The purpose of this paper is to address challenges and opportunities that smaller hospitals with limited resources may face when they are adopting and implementing innovative technologies.
Design/methodology/approach
Based on a single case study with interviews and document analysis, this paper focuses on the recombination of resources, actors and activities during the process of technology adoption and implementation at a Danish hospital. Theoretically, it takes an interaction perspective for exploring the interplay between inner and outer networking during the innovation processes.
Findings
This study illustrates how the adoption and implementation of advanced medical technology requires significant investment, which is particularly burdensome for smaller hospitals. Constrained by limited resources, they have to develop creative combinations of resources through negotiation and embrace collaborative approaches to join and sustain themselves in the user-producer network.
Originality/value
This paper contributes to the innovation field by suggesting ways in which practitioners at smaller hospitals can align with technology providers’ strategies and succeed by positioning their hospitals in relation to extended user-producer networks. This study further emphasizes the necessity of a broader discussion regarding the importance of user-producer interactions during innovation processes in health care settings.
... Research on lead users arose from research on sources of innovation, which revealed that users frequently play an important role in the development of new products. Innovations are often initiated through speci¯c users' needs and requests [Utterback et al. (1975);von Hippel (1977); Biemans (1991)], a concept that is rooted in the market-pull concept [Brem and Voigt (2009)]. In some industries, individual users or user¯rms a rather than manufacturers were the initial developers of new products and processes [von Hippel (2005)]. ...
Research on the lead user method has been conducted for more than thirty years and has shown that the method is more likely to generate breakthrough innovation than traditional market research tools. Based on a systematic literature review, this paper shows a detailed view on the broad variety of research on lead user characteristics, lead user processes, lead user identification and application, and success factors. The main challenge of the lead user method as identified in literature is the resource issue regarding time, manpower, and costs. Also, internal acceptance and the processing of the method have been spotted in literature, as well as the intellectual property protection issue. From the starting point of the initial lead user method process introduced by Lüthje and Herstatt (2004), results are integrated into a revisited view on the lead user method process. In addition, concrete suggestions for corporate realization options are given. The article closes with limitations and future research suggestions.
... While previous studies have largely scrutinized the relationship between customer and suppliers in innovation processes, the role of technology suppliers in the implementation process of new medical technologies in healthcare is apparently neglected (Greenhalgh et al., 2008). Healthcare organizations are not generally found to see themselves in buyer-seller relationships with the developers (Biemans, 1991). Yet, the issue of supplier-user interaction is obviously central to the understanding of any process of new technology implementation in the sector. ...
In Chapter 11, Mikhailova and Olsen present a study of a radical innovation in heart surgery and its adoption and implementation at a university hospital. The authors explore the complex inter- and intra-organizational adjustment processes of technology and practice integration by focusing on controversies at the frontiers of interaction and their effects on the adjustments and outcomes of the process. The case concerns the introduction of Transcatheter Aortic Valve Implantation (TAVI) implementation in a Scandinavian hospital and shows that interdisciplinary frictions between cardiologists and thorax surgeons had a substantial impact on the innovation process. The authors argue that interactions between suppliers, their networks and users were critical to the particular paths of implementation and assimilation that bring radically new technologies into sustainable medical procedures.
... Ein weiterer Vorteil solcher Plattformen ist die Integration sowohl akademischer, als auch erfahrungsbasierter Wissensquellen (Tritter & McCallum, 2006 (Biemans, 1991;Shaw, 1985). Dabei kann eine aktive Beteiligung dieser Nutzer am Innovationsprozess mit zwei Barrieren konfrontiert werden. ...
Ziel der vorliegenden Arbeit ist die Beantwortung der Frage, ob und inwiefern die strategische Öffnung von Innovationsprozessen Potenziale im Healthcare Business bietet.
Im Kontext dieser Arbeit wird der gegenwärtige Stand des Open Innovation Konzeptes mit Hilfe einer umfassenden Literaturanalyse untersucht. Dabei liegt der Fokus insbesondere auf der Anwendung dieses Ansatzes in der durch strukturelle und kulturelle Besonderheiten geprägten Healthcare-Branche.
... Networks are also critical in enabling firms' ability to access internal knowledge required for 'in-house' innovations and for supporting innovation diffusion (Watson, 2010), and for learning about innovative work practices in other organizations (Biemans, 1991;Erikson and Jacoby, 2003) because they promote social interaction (Pittaway, Robertson, Munir, Denyer, and Neely, 2004). It has been suggested that CoPs, where individuals are informally connected by a shared need, help underpin the conversion and connection of knowledge exchanges between networks (Tidd and Bessant, 2009). ...
This thesis contends that communities of practice (CoPs) are an effective instrument
for supporting collaborative activities in science-based small and medium-sized
enterprises (SMEs) that often have no formal strategy for knowledge acquisition and
innovation. A review of the existing body of knowledge has indicated that this
matter has not been the subject of thorough, in-depth research; and that this issue is
important, given the relatively high level of efficacy that has been afforded to the
role of CoPs in the innovation processes of large organizations. Indeed, the original
communities of practice model had little to say about innovation per se; however,
more recent theorizations have shown that CoPs can contribute to organizational
innovation. This research makes a number of contributions to our understanding of
CoPs as an enabler of knowledge acquisition and innovation: (i) theoretical:
recontextualizing CoPs and demonstrating their applicability in science-based SMEs;
(ii) methodological: extending the use of thematic template analysis; and (iii)
applied: through the development of a contextualized framework for constructing
CoPs in science-based SMEs.
An exploratory case study of science-based SMEs was conducted using thematic
template analysis. The study employed critical case sampling, a technique that
focuses on selecting cases on the basis that they make a point dramatically or
because, as in this instance, they are important in relation to the research questions
In depth interviews were conducted with 25 individuals employed in technical (i.e.
scientists and engineers) and commercial roles (i.e. operations, finance and
purchasing). Although there was no evidence of managed CoPs, a range of
emergent/informal and cultivated CoPs were leveraged for a variety of purposes,
including facilitating knowledge acquisition, enhancing absorptive capacity, and
improving the firm’s ability to generate innovative solutions. Apprentice-based CoPs
emerged that supported individual learning, and both intra and inter-organizational
CoPs emerged to support a range of radical and incremental innovation activities.
Social capital was leveraged in CoPs, generating trust and reciprocity between SMEs
and customer organizations, thus enhancing knowledge-sharing and innovative
potential. Finally, this research confirms that CoPs are the privileged locus for
knowledge acquisition and innovation in science-based SMEs.
... Internal integration (II) is necessary and essential condition to achieve integration with suppliers and customers i.e. external partners or supply chain integration (Biemans, 1991;Rosenzweig, Roth & Dean, 2003;Stevens, 1989;Takeishi, 2001;Zhao et. al., 2011). ...
This study investigates the relationship between internal integration and external integration, and in this relationship it measures the moderating role of Organization Culture. It takes into account externally focused organizational culture i.e. Market and Adhocracy culture. Cross-sectional data was collected from a stratified sample of 234 managers from petroleum firms operating in Pakistan. Results indicated significant relationship between internal and external integration (i.e. Customer and Supplier integration). The moderating role of Organization culture was investigated through multiple-group SEM, and it was found that internal integration in organizations that possess high levels of market and adhocracy culture lead to better external integration. Overall, results indicated that internal integration is a precondition for external integration, and the later can be effectively achieved if company focuses on external positioning and external environment. The study extends management theory and proffers worthwhile contribution to business practice in achieving external integration owing to suitable organizational culture.
... This is because some sectors are more suitable for user innovations in comparison with others. Innovative activities undertaken by lead users are seen more in such areas as medical equipment (Biemans, 1991;Lettl et al., 2006;Lettl et al., 2008), computer programs and infrastructures (Urban and von Hippel, 1988;Franke and von Hippel, 2003), construction support products (Herstatt and von Hippel, 1992), electronic banking services (von Hippel ve Riggs, 1996;von Hippel and Oliveira, 2009), library information systems (Morrison et al., 2000;Morrison et al., 2004), sports equipment (Lüthje, 2004;Lüthje et al,. 2005;Franke et al., 2006;Hienerth, 2006), smart houses (Schweitzer, 2014). ...
One of the important features of lead users is their desire to try and adopt new products or services being released to the market more quickly than other consumers are. Lead users are also expected to have high level of individual innovativeness. This study is to examine whether there is any difference in the individual innovativeness levels of lead users. This research was carried out on surgeons; 73 lead user and 70 non-lead user surgeons were compared and the results were presented. First of all, the individual innovativeness levels of the group were measured with the evaluation of all surgeons who participated in the survey and 60% of surgeons were determined to be in innovator and early adopter which are the highest two categories. Variance analysis showed that there was a significant difference between the individual innovativeness levels of lead users and non-lead users. Moreover, it was also found a significant difference in sub-dimensions of individual innovativeness (resistance to change, openness to experience and risk taking, opinion leading). The averages of lead users are lower than those of non-lead users in resistant to change, but the average of lead users are higher than those of non-lead users in other two sub-dimensions..
... The essence of visioning at the product innovation level is to mobilise stakeholders' differential visions towards the realisation of a shared image of future innovations. This, we argue, occurs in the context of a complicated web of relationships between the differential visions of various project ecologies (Biemans, 1991). 'Project ecologies', as used here, refer to the various epistemic communities which temporarily coalesce for the completion of the product innovation project (Grabher, 2002Grabher, , 2004). ...
Humour is an integral part of human interactions, but it is not clear how it contributes to creativity in innovation. This paper provides new insights into the emerging literature about the impact of humour on creativity in innovation by conceptualizing humour as a situation‐specific state and using a mixed methods research design to investigate the use and impact of humour in two specific innovation contexts: idea generation by customers and collaboration in innovation teams. Our research makes four important contributions. (1) It suggests and demonstrates the relevance of a situation‐specific humorous mood. (2) It distinguishes between natural and instrumental humour and emphasizes that a purposely induced humorous mood can enhance creativity. (3) It shows that the impact of humour is not limited to a firm's individual employees but can also include external actors, such as customers and interactions between members of innovation teams. (4) It identifies the key drivers and effects of humorous mood in innovation. The findings from two empirical studies are integrated into a framework that captures the key concepts and relationships and that is also used to derive several directions for further research to better understand the effects of humour on creativity in the context of innovation.
Studies confirm that, successful products must be based on understanding users through direct communication with users during product development process. Users may have less to offer during product development than expected, due to limited abilities to describe what they expect from the product (Christensen and Bower 1996). There must be different ways to involve users, depending on which users and at which phase of the development process. Approaches and characteristics of users are still an issue of debate. Hippel's work concerning lead users plays an important role in this area of study, since then, there was a growth in user terminology, such as prosumers, and core users. this paper explores what I term the " DESUMERS ". The term is a portmanteau of the words (Designer and consumer) to describe users that would be enabled by the product designers to participate in creating innovative ideas or what is known as Ideators within the product development process based on the "Design By Approach" (M. A. Kauliu.1998). An increased number of companies call for innovative ideas, as in the case of Ikea. These companies aim to detect innovative ideas that could increase its position in the market. Such calls can last for short or long times and a substantial number of Ideators would respond, this naturally would lead to enormous numbers of ideas that consume lots of effort and time in order to revies, and because it's an open call creative and uncreative ideas would appear. This paper suggests involving Desumers as Ideators in the ideation phase, of design process based on certain characteristics they own. The novelty of this approach would enrich the sub takes gained for the designer while help Desumers get benefits (financially and socially). Research problem: The "Design by" approach used among designers should gain better outcomes in a shorter time and less effort, this may not be achieved unless the targeted users have certain creative characters, this would be achieved by building standards in the form of characters of those creative users coined, Desumers. The research seeks achieving this through answering the following questions:-Who are the suggested users coined" Desumers"?-What are the characteristics of Desumers'?-Could Desumers help designers gain better ideation when involved? Research aim: Introducing "Desumers" who can participate successfully in design process based on Design by Users' Approach & defining their characteristics, as a new term that refers to users with higher level of creativity than lead users
Digitale Dienstleistungsinnovationen bieten große Potenziale für Unternehmen unterschiedlichster Branchen. Allerdings ist die Entwicklung digitaler Dienstleistungen auch mit einem hohen Risiko zu Scheitern verbunden. Häufige Gründe dafür sind, dass Kundenbedürfnisse nur bedingt getroffen werden und kundenindividuelle Anpassungen der entsprechenden Dienstleistungen vernachlässigt werden. Frühe Kundenintegration in den Entwicklungsprozess und Individualisierung der angebotenen Dienstleistung sind daher wichtige Ansatzpunkte, um den Erfolg digitaler Dienstleistungsinnovationen sicherzustellen. Durch die Erkenntnisse aus systematischen Literaturrecherchen, 107 qualitativen Interviews sowie einer dreistufigen Delphi-Studie schafft dieses Kapitel einen detaillierten Überblick über die beiden Erfolgsfaktoren und liefert zwei Unterstützungstools, um die Kundenintegration und Individualisierung erfolgreich in verschiedensten Unternehmen umzusetzen.
This study investigates user perceptions and employment of interface agents for email notification to answer three research questions pertaining to user demographics, typical usage, and perceptions of this technology. A survey instrument was administered to 75 email interface agent users. Current email interface agent users are predominantly male, well-educated and well-off innovative individuals who are occupied in the IS/IT sector, utilize email heavily and reside in an English-speaking country. They use agents to announce incoming messages and calendar reminders. The key factors why they like to use agents are perceived usefulness, enjoyment, ease of use, attractiveness, social image, an agent’s reliability and personalization. The major factors why they dislike doing so are perceived intrusiveness of an agent, agent-system interference and incompatibility. Users envision ‘ideal email notification agents’ as highly intelligent applications delivering messages in a non-intrusive yet persistent manner. A model of agent acceptance and use is suggested. [Article copies are available for purchase from InfoSci-on-Demand.com]
Die Überlegung, dass wir in Deutschland losgelöst von den Gesamtentwicklungen im Gesundheitssektor in anderen Ländern sind, ist riskant. Die Zunahme multiresistenter Keime, die fortwährenden Verunreinigungen der Meere und der Luft, der globale Temperaturanstieg, die Abholzung von Wäldern und die Zunahme der Strahlungsexposition verändern unsere Umwelt. Think Tanks im Gesundheitswesen müssen mobil bleiben und sich global Impulse für die deutsche Gesundheitswirtschaft holen. Dazu gehört Auslandserfahrung und die Bereitschaft dorthin zu reisen, wo die Trends pulsieren.
L’article cherche à expliquer les types d’antécédents familiaux et professionnels qui impactent les potentialités de l’entrepreneure djiboutienne et qui font émerger une typologie des créatrices en présence. Elle consiste d’abord à effectuer une synthèse des principaux travaux relatifs aux paradigmes des traits et des faits de l’entrepreneur pour mieux resituer le modèle conceptuel de Gasse (Gasse et D’Amours, 2000). Dans un second temps, le travail de terrain se focalise sur l’exploitation d’une enquête réalisée auprès de 208 entrepreneures djiboutiennes. C’est un questionnaire de 120 items hors facteurs d’identification. Les items sont articulés autour de 15 dimensions réparties entre 5 axes (motivations, aptitudes, attitudes, intérêts et comportements). Le traitement des données s’est appuyé sur les techniques statistiques descriptives (tris à plat et tris croisés) et multidimensionnelles (analyse des corrélations, analyse en composantes principales, la classification hiérarchique et l’analyse discriminante). Les résultats issus de ces différentes méthodes d’analyse de données consolident le modèle conceptuel initial et ouvrent des perspectives en termes de pédagogie d’accompagnement de l’entrepreneure africaine souvent soumise aux pesanteurs contextuelles.
Co-creation of innovation, as transcending perspective of marketing, is of growing interest in recent years. Developing new products through collaboration is recognized as beneficial to suppliers as well as customers. Businesses face challenges as to how to build and develop close and long-lasting collaborative relationships for innovation success. Owners/managers need to know about which platform to use appropriate for different engagement aspects in the relationship development. The advancement in virtual technology may offer new platforms in enabling customer engagement apart from traditional platforms. This study explores how suppliers and customers are engaged in videoconferencing in their engagement processes in collaborative innovation. Based on an empirical study of in-depth interviews with seventeen owners/managers in biotech SMEs (Small and Medium Sized Enterprise), from a supplier’s perspective it reveals that the engagement is processual and has two dimensions for the successful collaborative relationships. Videoconferencing is a platform for engagement when distance is a barrier, it’s used in both dimensions of the engagement, and to facilitate cognition and support affect which help form and cement trusting relationships. The authors explain the process of videoconferencing engagement by a ladder of engagement model through social networking theory in building and applying social capital.
The idea of assimilating green supply chain is to integrate and establish environmental management into the supply chain practices. The study aims to explore how environmental management competitive pressure influences a SME company in Malaysia to incorporate green supply chain integration, which is an efficient platform to develop environmental innovation. This study further advances green supply chain management research in Malaysia by using the method of quantitative analysis to analyze the model developed which data will be collected based on a sample of SMEs in Malaysia in manufacturing sector. The model developed in this study illustrates how environmental management competitive pressure from main competitors affects three fundamental dimensions of green supply chain integration. The research findings suggest that environmental management competitive pressure is a vital driving force for a SME company to incorporate internal and external collaboration in developing green product innovation. From the analysis conducted, the study strongly demonstrated that the best way for a company to counteract competitor's environmental management success is to first implement strong internal green product development process then move to incorporate external environmental management innovation between their suppliers and customers. The findings also show that internal integration of green product innovation fully mediates the relationship of environmental management competitive pressure and the external integration of green product innovation.
This paper presents a study which utilized a conceptual framework with institutional theory as its base to empirically evaluate the impact of institutional pressures, internal green practices, and external green collaborations on green performance. Factor analysis was employed to identify the key institutional pressures (i.e. coercive, normative and mimetic pressures), internal green practices (i.e. green shipping practices and green operations), external green collaborations (i.e. green collaboration with supplier, green collaboration with partner, and green collaboration with customer), and green performance (i.e. reduction of pollutants, and perceived green brand) dimensions. We collected data from surveyees employed by 129 container shipping companies and agencies in Taiwan, and applied a structural equation model (SEM) to test the research hypotheses. The findings revealed that institutional pressures have positive effects on internal green practices; internal green practices positively influence external green collaborations; internal green practices and external green collaborations positively influence green performance but institutional pressure is not positively associated with external green collaborations. Theoretical contributions and managerial implications are presented to help container shipping operators improve green performance.
Besonders in der Medizintechnik stellt ein systematisches Innovationsmanagement einen zentralen Erfolgsfaktor für die Zukunftsfähigkeit von Unternehmen dar. Dies gilt vor allem für KMU. In dem Artikel wird beleuchtet, inwieweit sicherheitsrelevantes Wissen aus der Post Market Surveillance Impulse für innovative Medizinprodukte und -prozesse fördern kann, und welche Chancen und Herausforderungen sich hierbei für die Hersteller ergeben
Many companies regularly use beta tests as part of their product development program. Beta testing can validate the product concept, eliminate performance problems prior to market introduction, and serve as an effective sales promotion device. The risks are significant, however, in that a poorly designed test can destroy account relationships, generate inaccurate data on product performance, and stimulate negative publicity. Robert Dolan and John Matthews present guidelines for effective management of beta test programs. They develop these guidelines based on a literature review, an analysis of twenty-one beta test programs as described in secondary sources, and four in-depth field investigations with cooperating firms.
This study deepens our knowledge of organisational routines and activities in the innovation process of low- and medium-technology (LMT) industries. To accomplish this, it explores how the innovation process in the packaged foods sector of the UK food industry depends on a learning- by-doing, by using and by interacting (DUI) mode of innovation including activities such as technology adaptation and the use of external firm sources. The empirical analysis is based on four case studies of new product innovation taken from a cross section of the packaged foods sector. Our findings support the view that LMT industries rely on non- formal Research and Development (R&D) activities such as firm interaction and shared experiences. We develop a set of propositions which help to explore evidence in practice of how these external sources influence the innovation process. Our research contributes to theory in the areas of innovation processes in low- and medium-technology (LMT) industries and DUI industrial modes of innovation.
What steps should the industrial new product manager take to improve new product performance? This article pulls together the findings from the many research studies into what makes a new product a success. Six important lessons for managers are developed from those studies. The lessons point to a flow model approach to the development and commercialization of a new product — a step-by-step approach to successful product innovation. A seven-stage model, designed to move a product from the idea stage to product launch, is described. Actual case histories illustrate how each stage of the model can be implemented.
This article focuses on the predevelopment activities of the product innovation process: those often ignored steps that precede the actual development of the product. We first look at the mounting evidence that identifies holes in the way in which many industrial firms handle the predevelopment steps. The evidence also reveals that new product success and failure is often decided before the new product project even enters the product development phase. Second, we turn to ways that managers can, should and have improved the effectiveness of these early and crucial stages of the innovation process.
The author discusses methods used in other social sciences and in marketing in terms of two key criteria defining "good research." It is argued that the simultaneous research desiderata of data integrity and high currency or generalizability often place conflicting operational demands on researchers. Thus, tradeoffs must be made in employing any method to investigate a research problem. As a consequence of these inevitable tradeoffs, a broader rather than narrower method set becomes appropriate for marketing investigations. Case research is explored as one useful alternative research method for marketers. The nature of case research in contrast to case teaching or prescientific case culling is discussed, the appropriateness of case-based versus more conventional deductive methods is considered by researcher objective and type of problem investigated, and a four-stage case research process is described. General guidelines and caveats for the conduct of marketing case research are given. The author concludes that case research may be viewed as a metaphor for the general utility of the varied inductive research methods in expanding our perspectives on marketing research problems.
User-initiated innovation is a significant source of new industrial products in certain industries. Recent investigations have been concerned primarily with the identification of user-innovators and their usefulness to the manufacturers who eventually make and/or market the new product or process generally. The extension of thought to include the activities of customers in the initiation of the industrial innovative process has been based upon the assumption that the firm which initiates the user-based innovation will play no more than a small role in its commercial exploitation. This article presents a case study of a company, British Aerospace, which has deliberately attempted to exploit commercially some of the innovations developed internally for its own use. The article goes on to suggest an extension to the "customer-active paradigm" of innovation research to include such pro-active behaviour.
A sample of one hundred and eleven scientific instrument innovations was studied to determine the roles of instrument users and instrument manufacturers in the innovation processes which culminated in the successful commercialization of those instruments. Our key finding was that approximately 80% of the innovations judged by users to offer them a significant increment in functional utility were in fact invented, prototyped and first field-tested by users of the instrument rather than by an instrument manufacturer. The role of the first commercial manufacturer of the innovative instrument in all such cases was restricted, we found, to the performance of product engineering work on the user prototype (work which improved the prototype's reliability, ‘manufacturability’, and convenience of operation, while leaving its principles of operation intact) and to the manufacture and sale of the resulting innovative product. Thus, this research provides the interesting picture of an industry widely regarded as innovative in which the firms comprising the industry are not in themselves necessarily innovative, but rather — in 80% of the innovations sampled — only provide the product engineering and manufacturing function for innovative instrument users.We term the innovation pattern observed in scientific instruments a ‘user dominated’ one and suggest that such a pattern may play a major role in numerous industries.
Meeting the needs of users has always been the goal of product developers. Recently, however, the important role of users as developers of new products has become more fully recognized. In many industries, it seems, users are actually a dominant part in the innovation process. To discover the part played by users in developing new computer software, Chris Voss traces the development path of a large number of software applications. He finds some particular circumstances where users lead the development of new products. This article and another that follows provide another view of software innovation to go with the preceding article by Glenn Bacon.
In an earlier study of scientific instrument innovations, it was found that instrument users rather than instrument manufacturers dominated the innovation work in approximately 80 percent of the innovation cases studied. In the present paper, this work is extended by examining 55 process innovations used in the manufacture of semiconductors and electronic subassemblies. In 67 percent of the process innovations studied in this field which involved novel process machinery, it is found that it is the process machinery user rather than the manufacturer who `dominates' the innovation process by: recognizing the need; inventing a solution; building a prototype; and using the prototype in commercial production prior to any involvement of a manufacturer of process machinery in the innovation work.
Vita. Thesis (doctoral)--Technische Universiteit Eindhoven, 1989. Includes bibliographical references (p. 334-359).
Product users are not usually thought of as product innovators. We have found, however, that 67|X% of the significant process equipment innovations in the two fields of semiconductor manufacture and electronic subassembly manufacture were in fact developed by equipment users rather than equipment manufacturers. Our analysis of the process by which these user innovations are transferred to the first firm to manufacture them commercially shows three major patterns: 46|X% transferred by multiple user‐manufacturer interactions; 21|X% transferred via a direct purchase order from the inventive user; 8|X% manufactured by a user firm for commercial sale. A final 25|X%, we found, were apparently not transferred, but were reinvented by the equipment manufacturing firm.
Inventive user firms and adopting equipment manufacturing firms are characterized, and the implications of our findings discussed.
The role of networking in the development of successful innovations by small and medium sized firms in the UK medical equipment industries
- B Shaw
Supplier-customer relationships in developing a technological process innovation
- W G Biemans
- R De Vries
De klant als generator van innovatie in “high-tech” markten—een conceptuele en empirische Studie
- Abeele
The role of the interaction between the manufacturer and the user in the technological innovation process
- Shaw