Approaches to Innovation Process Assessment: Complex Results from an Exploratory Investigation

Abstract

Managing innovation is vital for many enterprises to survive in a competitive and dynamic environment. Thus, decision-makers have always been involved in the challenge of finding the right performance measures for the innovation process. This paper tackles the issue of innovation performance measurement and management. Its main goal is to present complex results obtained from the Czech manufacturing industry within the research project “Innovation Process Performance Assessment: A Management Control System Approach among Czech Small- and Medium-sized Enterprises” financed by the Czech Science Foundation – 13–20123P. The results reveal many positive aspects of the investigated issue. Czech companies are aware of the importance of innovation and engage in it in various forms. Moreover, the vast majority of the respondents also evaluated the implemented innovations no matter the size of the company. Small- and medium-sized enterprises (SMEs) and large companies differ in terms of their innovation performance measurements and management control techniques and methods. However, both groups adopt traditional measurement tools rather than modern techniques. Here, the gap between global and Czech companies is noted. Therefore, this paper is supposed to motivate researchers to conduct more large-scale studies in the area of innovative performance measurement systems and their implementation in different business sectors and areas.

BPM and BI in SMEs: The role of BPM/BI alignment in organizational performance

“…[63][64][65][66] Although SMEs have recognized innovation capability and performance measurement to be the essential success factors for their business, there are many barriers preventing the implementation of modern management concepts, such as BI and BPM, in their business practices. 67 The long-neglected issue of human resources, poor knowledge of competitors and customers, and the lack of process KPIs and process capability indices are becoming the critical factors for further efficient SMEs development. 67,68 Clusters were compared according to the average level of organizational performance.…”

“…67 The long-neglected issue of human resources, poor knowledge of competitors and customers, and the lack of process KPIs and process capability indices are becoming the critical factors for further efficient SMEs development. 67,68 Clusters were compared according to the average level of organizational performance. The comparison revealed that companies that are members of clusters with higher BI and BPM maturity and higher BPM/BI also scored higher in the indicators of organizational performance.…”

Management Control Systems and Innovation Process Efficiency. A Conceptual Model

“…The go/no-go decisions at consecutive stages of innovation projects are characterised by relatively limited information and high levels of uncertainty, which hinders the allocation of the company's scarce resources (Hammedi et al, 2013). The process approach to innovation prevail in the literature on the subject, as innovation is rarely treated as a simple occurrence, but rather as the effect of a series of actions (Guan, Chen, 2010;Zizlavsky, 2015). Adopting a process perspective on innovation is significant for the developed model.…”

Assessing the performance of microfinance lending process using AHP-fuzzy comprehensive evaluation method

“…In performance assessment, using a system with several individual indicators can be seen as a complete perspective that is highly recommended. 9 The MLP is composed of several steps and phases; if they work correctly, it will result in fewer delays, less duplicated effort, the augmentation of product quality, and enhancement of customer satisfaction. In this study, the MLP phases as well as the selected indicators according to which the process performance is measured construct our evaluation index system (EIS; see Table 3) described as follows.…”

“…Zizlavsky 9 states that we cannot manage what we do not measure. Leyer et al 10 affirm that measuring the process performance is a precondition for its analysis and subsequently its improvement.…”