Corporate Success Through Market Driven Innovation

Gaubinger, Kurt; Rabl, Michael; Swan, Scott; Werani, Thomas

doi:10.1007/978-3-642-54376-0_1

Cited by 3 publications

(2 citation statements)

References 33 publications

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“…The product innovations of firms are suffering from a high failure rate of approximately 40% (Castellion and Markham, ). An increasing number of practitioners and scholars have attributed such failures to the lack of focus on the continuous changes in the marketplace (Jalonen, ; Gaubinger et al, ). Berends et al (), for example, suggested that firms should constantly monitor the marketplace and adjust their product innovation based on current market trends.…”

Section: Introductionmentioning

confidence: 99%

Developing organizational agility in product innovation: the roles of IT capability, KM capability, and innovative climate

et al. 2017

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This study investigates how to leverage information technology (IT) capability to build organizational agility in the context of product innovation. A moderated mediating model is proposed from the capability-building processes perspective. The data collected from 194 senior executives of firms in China show that knowledge management capability partially mediates the relationship between IT capability and organizational agility. Innovative climate also positively moderates the indirect relationship between IT capability and organizational agility in the context of product innovation. Discussion, implications, and direction for future research are offered at the end of this paper.

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Section: Introductionmentioning

confidence: 99%

Developing organizational agility in product innovation: the roles of IT capability, KM capability, and innovative climate

et al. 2017

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“…Various examples applied Courtney model were presented in the succeeding research report on making decisions for uncertainty assessment [47][48][49]. Although the model was initially designed to address problems common to business and marketing, the concept itself can actually be applied to An uncertainty is either predictable or unpredictable in conventional management practices.…”

Section: Courtney S Levelmentioning

confidence: 99%

Resilience in the Surgical Scheduling to Support Adaptive Scheduling System

Wiyartanti

Lim

Park

et al. 2020

IJERPH

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Operating Room (OR) managers frequently encounter uncertainties related to real-time scheduling, especially on the day of surgery. It is necessary to enable earlier identification of uncertainties occurring in the perioperative environment. This study aims to propose a framework for resilient surgical scheduling by identifying uncertainty factors affecting the real-time surgical scheduling through a mixed-methods study. We collected the pre- and post-surgical scheduling data for twenty days and a one-day observation data in a top-tier general university hospital in South Korea. Data were compared and analyzed for any changes related to the dimensions of uncertainty. The observations in situ of surgical scheduling were performed to confirm our findings from the quantitative data. Analysis was divided into two phases of fundamental uncertainties categorization (conceptual, technical and personal) and uncertainties leveling for effective decision-making strategies. Pre- and post-surgical scheduling data analysis showed that unconfirmed patient medical conditions and emergency cases are the main causes of frequent same-day surgery schedule changes, with derived factors that affect the scheduling pattern (time of surgery, overtime surgery, surgical procedure changes and surgery duration). The observation revealed how the OR manager controlled the unexpected events to prevent overtime surgeries. In conclusion, integrating resilience approach to identifying uncertainties and managing event changes can minimize potential risks that may compromise the surgical personnel and patients’ safety, thereby promoting higher resilience in the current system. Furthermore, this strategy may improve coordination among personnel and increase surgical scheduling efficiency.

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Driving holistic innovation to heighten hotel customer loyalty

Tsai

2015

Current Issues in Tourism

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Corporate Success Through Market Driven Innovation

Cited by 3 publications

References 33 publications

Developing organizational agility in product innovation: the roles of IT capability, KM capability, and innovative climate

Developing organizational agility in product innovation: the roles of IT capability, KM capability, and innovative climate

Resilience in the Surgical Scheduling to Support Adaptive Scheduling System

Driving holistic innovation to heighten hotel customer loyalty

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