An exploratory comparison of the management of innovation in the New and Old economies

Abstract

This paper uses a combination of grounded theorising and exploratory quantitative analysis to compare the patterns of organising and managing innovation in the New and Old Economies. The results show that firms in the NE put in place structures and processes that give the R&D function a more strategic position, link it directly to customers and accelerate innovation throughput inside the firm.

Productisation: A review and research agenda

“…The productisation process includes the design of a product, including services, and the ability to produce it" Pyron et al (1998) "Productisation simply covers all activities required before a product is ready commercially" Segarra (1999) "Making commercial products from prototypes" Flamholtz and Aksehirli (2000), Flamholtz (2002), Flamholtz and Hua (2002), Flamholtz (2002), Flamholtz and Hua (2003), Flamholtz and Kurland (2005) "For a production firm productisation involves the design and manufacturing phases, whilst for a service firm, productisation involves forming a system for providing services to customers" Alajoutsijärvi et al (2000) "Productisation is one of the key prerequisites for continued growth in the software business, to enable a shift from unique customer projects towards tangible standardised products" Floricel and Miller (2003) "Transforming research and knowledge into products, a part of value creation" Danson et al (2005) "The process of defining products" Fontes (2005) Transforming technology into a product or service that the market will accept Ruohonen et al (2006) Standardising originally customised products and making them standard mass products Abram (2007) Productise: to be able to physically point to ones products and services, to be able to name them and point out to them as if they were tangible. Greco (2007) "In productisation, validated concepts are converted into commercially ready products" Baines et al (2007) * "The evolution of the services component to include a product, or a new service component marketed as a product" Leon and Davies, (2008) "The packaging of a service offering as a predefined series of modules, or a unified offering to the clients" Cusumano (2008) Activities involved in how to productise services so that they can be delivered more efficiently.…”

“…Table 4 Productisation of products as conveyed in the literature. (2003), Leon et al (2007), Cummings and Haruyama (1999), Fey (1985), Huang et al (2003), Martin (1992), Parks and O'Hanlon (1993), McDonald (1996) Activity that follows a research and development (R&D) phase Van der Loos (1995), Segarra (1999), Majava et al (2013), Levänen and Hukkinen (2013) Development phase: industrial design, conceptual design, detailed design, productisation, process planning, manufacturing, assembly, sales, maintenance and recycle or destroy Ma and Fuh (2008) Late product development phase (2007), Floricel and Miller (2003) Finding 3. Productisation in the context of services addresses the objects of exchange that are typically abstract and intangible.…”

“…Productisation of products Abram (2007), Almond and Snelling (1999), Andriole (2010), Ayanoglu (1999), Bancroft (2005), Banhazi et al (2012), Belt et al (2010), Benedict (2012), Beuren et al (2013), Bowman and Swart (2007), Cheng et al (2009), Cornelissen et al (2012, Cummings and Haruyama (1999), Czuchry andCzuchry (2009), Cruz-Neira et al (2010), Danson et al (2005), Dondi et al (2002), Durugbo and Riedel (2013), Eliezer et al (2009), Eliezer and Staszewski (2011), Farra et al (2011), Fay (2003, Ferguson andKline (1997), Fey (1985), Flamholtz (1995), Flamholtz and Aksehirli (2000), Flamholtz (2002), Flamholtz and Hua (2002), Flamholtz and Hua (2003), Flamholtz and Kurland (2005), Floricel and Miller (2003), Fujishiro et al (2011), Geisler (1993, Hanninen et al (2013aHanninen et al ( , 2013bHanninen et al ( , 2014aHanninen et al ( , 2014b, Harkonen et al (2009), Henton (2005, Hicks (2001), Hossain (2012), …”

Stochastic forecasting of project streams for construction project portfolio management

“…In fact, each company should customize their framework to best suit their situation (Floricel and Miller 2003;Killen et al 2007). For example, Dahlgren and Söderlund (2002) reviewed the project portfolio control mechanisms in four Swedish enterprises and found that different types of firms have different control mechanisms depending on the level of uncertainty and the extent of dependencies between projects.…”

Where Do Games of Innovation Come From? Explaining the Persistence of Dynamic Innovation Patterns

“…Specific patterns of knowledge accumulation and exchange among participants produce a "momentum that enables and constrains the activities of distributed actors" (Garud and Karnøe, 2003, p. 277) and reproduce the patterns. Continuous innovation and hyper-competition enter shared cognitive frameworks and organisational practices, which, in turn, help to reproduce the pattern (Bogner and Barr, 2000;Brown and Eisenhardt, 1997;Floricel and Miller, 2003;Jelinek and Schoonhoven, 1990). Customers get used to a rhythm of innovation and to regularly paying premiums for new products to ensure interoperability with peers and complementary products (Adner and Levinthal, 2001), producing steady inflows of funds that can be reinvested in innovation.…”