Global innovation performance: Strategic challenges for multinational corporations

Fallah, M. Hosein; Lechler, Thomas

doi:10.1016/j.jengtecman.2008.01.008

Cited by 44 publications

(30 citation statements)

References 19 publications

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“…An engineering network may achieve greater efficiency through mechanisms such as economies of scale/scope, international operation synergies, resource sharing, and reusing existing knowledge and solutions; and a network may achieve greater effectiveness through mechanisms such as quick response to environmental changes, market/technology-driven innovation, mobile engineering resources and flexible operation approaches (Zhang et al, 2008a). Two types of effective engineering networks have been identified in the existing literature -one focuses on innovative product/service development and the other focuses on strategic flexibility (Zhang et al, 2007;Fallah and Lechler, 2008). Hence, the value creation mechanisms of an engineering network could be described from the perspectives of efficiency, innovation and flexibility (Table I).…”

Section: Value Creation Mechanismsmentioning

confidence: 99%

Managing global network operations along the engineering value chain

Zhang

Gregory

2011

International Journal of Operations &Amp; Production Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to improve understanding of how to manage global network operations from an engineering perspective. Design/methodology/approach -This research adopted a theory building approach based on case studies. Grounded in the existing literature, the theoretical framework was refined and enriched through nine in-depth case studies in the industry sectors of aerospace, automotives, defence and electrics and electronics. Findings -This paper demonstrates the main value creation mechanisms of global network operations along the engineering value chain. Typical organisational features to support the value creation mechanisms are captured, and the key issues in engineering network design and operations are presented with an overall framework. Practical implications -Evidenced by a series of pilot applications, outputs of this research can help companies to improve the performance of their current engineering networks and design new engineering networks to better support their global businesses and customers in a systematic way. Originality/value -Issues about the design and operations of global engineering networks (GEN) are poorly understood in the existing literature in contrast to their apparent importance in value creation and realisation. To address this knowledge gap, this paper introduces the concept of engineering value chain to highlight the potential of a value chain approach to the exploration of engineering activities in a complex business context. At the same time, it develops an overall framework for managing GEN along the engineering value chain. This improves our understanding of engineering in industrial value chains and extends the theoretical understanding of GEN through integrating the engineering network theories and the value chain concepts. (PT) competitiveness of a firm through disposal and recycle activities. The case studies in this research did not, however, demonstrate strong evidence about the value creation mechanisms or the configuration features.The framework also presents the key issues in network design and operations observed from the case studies with a configuration approach:. Key issues for network operations focusing on idea ge...

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Section: Value Creation Mechanismsmentioning

confidence: 99%

Managing global network operations along the engineering value chain

Zhang

Gregory

2011

International Journal of Operations &Amp; Production Management

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“…C ompetitive global markets increasingly demand that organizations take an innovative posture (de Brentani, Kleinschmidt, and Salomo, 2010). To obtain a sustainable competitive advantage, organizations competing globally thus must introduce innovative products and services rapidly and effectively (Fallah and Lechler, 2008). Their innovative capability in turn is critically informed by their ability to access and integrate technology and markets that are dispersed throughout the world and across different parts of the organizations (Doz, Santos, and Williamson, 2001;Moon, 2010).…”

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confidence: 99%

Getting More from Cross‐Functional Fairness and Product Innovativeness: Contingency Effects of Internal Resource and Conflict Management

Clercq¹,

Thongpapanl²,

Dimov³

2012

J of Product Innov Manag

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This research investigates how organizations' internal resource and conflict management influence the relationship between cross‐functional fairness and product innovativeness. It considers two contextual dimensions of both internal resource management (job rotation and internal rivalry) and conflict‐handling mechanisms (integrating and avoiding) as key components of the firm's ability to convert fair interactions, across departments, into product innovativeness. The tests of the study's hypotheses, based on a sample of more than 200 Canadian‐based firms, confirm that the cross‐functional fairness–product innovativeness relationship is amplified at higher levels of job rotation and integrative conflict handling but suppressed at higher levels of internal rivalry and avoidance of conflict handling. The authors discuss the study's implications and future research directions.

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“…Sustainable competitive advantage is largely based on the ability to access and process worldwide market and technology knowledge to accelerate and improve the innovation output (Fallah & Lechler, 2008 2.4. Firms Structure Criteria a.…”

Section: Governmental Focusmentioning

confidence: 99%

Prioritizing Innovation Factors by Using Analytic Network Process

Taşel¹,

Bayarçelik²,

Apak³

2019

Beykoz Akademi Dergisi

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The emergence and development of the fourth industrial revolution affects production systems. This new revolution also has an impact on logistics, which has a direct relationship with production. Organizations give importance on innovation, technological change and product differentiation to compete with their rivals. Innovativeness creates better understanding of customer needs and wants, catch up their rivals and become more proactive in seeking the market opportunities for organizations. Therefore, improving logistics services using innovations can help improving strong customer relationships, derive barriers to competition, increase customer loyalty, change costs and conduct market activities more effectively. In this context, the objective of this study is to prioritize the innovation factors in logistics industry using a pairwise comprehensive method named Analytic Network Process (ANP). This model is proposed to define a ranking between selected criteria for innovation based decisions. This methodology demonstrates, which criteria has the most important role in the innovation processes.

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Global innovation performance: Strategic challenges for multinational corporations

Cited by 44 publications

References 19 publications

Managing global network operations along the engineering value chain

Managing global network operations along the engineering value chain

Getting More from Cross‐Functional Fairness and Product Innovativeness: Contingency Effects of Internal Resource and Conflict Management

Prioritizing Innovation Factors by Using Analytic Network Process

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