Improving distributed innovation processes in virtual organisations through the evaluation of collaboration intensities

Eschenbächer, Jens; Seifert, Marcus; Thoben, Klaus‐Dieter

doi:10.1080/09537287.2010.536620

Cited by 18 publications

(9 citation statements)

References 31 publications

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“…Collaborative networks allow participants to achieve common goals and objectives through interactions that depend on innovation, transparency in sharing information and resources, autonomy for decision-making, and rapid response to the changes in a complex business environment. Integrating these specific sets of capabilities inherent to each network participant allows the development of new products, processes or services in a shorter period, and consumes fewer resources (Eschenbächer et al, 2011).…”

Section: Self-organizationmentioning

confidence: 99%

An enterprise model on Sensing, Smart, and Sustainable (S

2020

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Organizations are being highly pressured to increase their competitiveness in order to deal with dynamic and turbulent markets. The development of an intelligent manufacturing system has been identified as an effective way to increase the competitiveness of enterprises. Traditional companies need models, skills, processes, and technologies to face the challenges imposed by today´s highly competitive markets, which require constant innovation. Sensing, Smart, and Sustainable (S^3) Enterprises play an important role in the digitization of strategies, decisions, and operations. They become efficient in facing the challenges intrinsic to the digital economy and intelligent manufacturing by applying the concepts of detection and monitoring, intelligence, and sustainability. The extant literature indicates the need for the development of methods and enterprise models that portray the reality of S^3 Enterprises. This paper presents an enterprise model to facilitate the formalization of S^3 Enterprises and help understand the dynamics of their operations. Applying the For Enterprise Modeling (4EM) method, this proposed enterprise model documents the goals, business rules, processes, and concepts of S^3 Enterprises. The contribution of this paper is the identification of guiding principles that allow companies interested in applying the S^3 concepts to have a basic reference mapped through perspectives of different knowledge domains.

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Section: Self-organizationmentioning

confidence: 99%

An enterprise model on Sensing, Smart, and Sustainable (S

2020

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“…The challenge for the management in the open innovation process is to determine the appropriate methods and practices for the utilization of external knowledge resources (Bergman et al, 2009). Collaborative networks offer one way to practice open innovation (Eschenbächer et al, 2011). The operational work can be divided in two phases.…”

Section: Team Perspectivementioning

confidence: 99%

“…The operational work can be divided in two phases. In the early innovation phase brings the ideas into focus, and the later phase brings the implementation into focus; this latter phase is also where the financial risks are highest (Eschenbächer et al, 2011). Another practical approach to executing innovation work is to fail fast (i.e.…”

Section: Team Perspectivementioning

confidence: 99%

Innovation Enablers for Innovation Teams - A Review

Johnsson

2017

jim

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This review consolidates research on innovation enablers for innovation teams, defined within this research as factors that enable a cross-functional team within an organization to conduct innovation work, to provide a deeper understanding of what factors enable innovation teams to conduct innovation work, which means that this research involves three areas to provide a holistic picture: the organizational context, the team itself, and the individuals within the innovation team. A systematic database search was conducted in which 208 relevant articles were identified and analyzed thematically way. Twenty innovation enablers related to innovation teams were identified: awareness, capabilities, climate, collaboration, culture, dedication, economy, education, empowerment, entre- / intrapreneurship, human resources, incentives, knowledge, knowledge management, management, mind-set, need, processes, strategy, and time. This review contributes to prior research a deeper understanding of what key factors enable innovative work for innovation teams. Suggestions of both academic and practical use for the identified innovation enablers are included in this review, and direction for future research is suggested.

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“…The integration of these specific sets of capabilities offered by each network element allows the development of new products, processes or services that are performed in a shorter time and with fewer resources (Eschenbächer et al, 2011).…”

Section: Collaborative Networkmentioning

confidence: 99%

Programa Seis Sigma Auto-organizado: modelo da situação atual e necessidades de mudanças

2017

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Resumo: A formação de redes colaborativas é uma importante forma das organizações estimularem a inovação, reduzirem custos e transferir conhecimentos. Uma forma particular de rede colaborativa, as redes auto-organizadas Palavras-chave: Rede auto-organizada; Seis Sigma; EKD; Modelagem organizacional.Abstract: The formation of collaborative networks is an important way for organizations to stimulate innovation, reduce costs and transfer knowledge. A particular form of collaborative network -the self-organizing network -has shown great capability to promote the learning of those involved, systematize knowledge and lead to innovation. The Six Sigma programs, adopted by several organizations, have as their main objective the reduction in process variability, thus resulting in lower costs and quality improvement. The literature on self-organizing networks has little on the formation of these types of networks and the literature on Six Sigma is focused on statistical methods. Therefor, the aim of this article is to verify the needs for change in a Six Sigma program that enables the development of a self-organizing network. The case studied was carried out with a large organization, manufacturer of capital goods, where the Six Sigma program modeling was performed. From the generated models, as a result, it was have identified a set of changes needed so that the Six Sigma program can create a self-organizing network.

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Improving distributed innovation processes in virtual organisations through the evaluation of collaboration intensities

Cited by 18 publications

References 31 publications

An enterprise model on Sensing, Smart, and Sustainable (S

An enterprise model on Sensing, Smart, and Sustainable (S

Innovation Enablers for Innovation Teams - A Review

Programa Seis Sigma Auto-organizado: modelo da situação atual e necessidades de mudanças

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