Innovation process. Make sense using systems thinking

Galanakis, K

doi:10.1016/j.technovation.2005.07.002

Cited by 180 publications

(134 citation statements)

References 2 publications

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“…La estrategia, entendida y formalizada como la presencia y definición tanto de la misión de la organización, como de sus objetivos; parece ser un elemento clave para la potenciación de innovación (Cummings and O'Connell, 1978, Tidd and Trewhella, 1997, Burgelman et al, 2004, Cooper et al, 1999, Galanakis, 2006, Pinto and Prescott, 1988, Cormican and O'Sullivan, 2004, Tang, 1998a, O'Regan et al, 2006, siendo Souitaris uno de los que claramente soportó esta relación empíricamente (Souitaris, 2002).…”

Section: Estrategia Empresarialunclassified

“…El Modelo de gestión, entendido y presentado como la estructuración de la gestión en la empresa, y el estilo de toma de decisiones (Dorronsoro, 2001), parece ser un factor clave para la potenciación de la innovación en las empresas (Cormican and O'Sullivan, 2004, Tidd et al, 2005, Galanakis, 2006. Así, trabajos previos (Mansfield, 1963, Aiken andHage, 1971), ya hacían referencia al estudio de diversas variables organizativas, léase informalidad, complejidad, descentralización, libertad en establecer objetivos organizativos, y la ausencia del mando de un único directivo/profesional, en relación a la innovación.…”

Section: Modelo De Gestiónunclassified

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La gestión de la innovación en las empresas vascas. El papel de las herramientas de gestión de la innovación en la eficiencia de la misma y en la de los resultados de innovación.

López¹,

Ignácio²

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Section: Estrategia Empresarialunclassified

Section: Modelo De Gestiónunclassified

La gestión de la innovación en las empresas vascas. El papel de las herramientas de gestión de la innovación en la eficiencia de la misma y en la de los resultados de innovación.

López¹,

Ignácio²

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“…But MacGregor et al (2006) identify that this process is more and more modelled as a process composed of feedback loops (Galanakis 2006, Boly 2008. We can consider that most of the proposed models tend to focus on a particular part of the innovation process, whether it is on operational (Cooper 2001, Cormican and O'Sullivan 2004, Roper et al 2008, supporting (Boly 2008) or management activities (Cormican andO'Sullivan 2004, Boly 2008) of the innovation process.…”

Section: The Typical Innovation Processmentioning

confidence: 99%

Innovative process engineering: a generic model of the innovation process

Penide

Gourc

Pingaud

et al. 2013

International Journal of Computer Integrated Manufacturing

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Innovation can be represented as a knowledge transformation process perceived with different levels of granularity. The milestones of this process allow assessment for its each step and set up feedback loops that will be highlighted. This innovation process is a good starting point to understand innovation and then to manage it. Best practices being patterns of processes, we describe innovation best practices as compulsory steps in our innovation process. To put into practice, the management of innovation in a concrete organisation, an alignment (in our case a mapping) between a repository of business processes and our typical innovation process, helps to describe which best practice applies to which business process.

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“…The methodology is able to deal with complex systems with nonlinear characteristics by analyzing feedback loops and impact of delay. It also enables assessing quantitative and qualitative variables as well as the existence of a supportive computer-based modeling package (Galanakis, 2006; Dangelico et al, 2010; Garcia et al, 2003).…”

Section: Dynamics Of the Modelmentioning

confidence: 99%

The Role of Internal and External Sources of Knowledge in the Product Lifecycle in Biotechnology Sector

Tayaran¹,

Schiffauerova²

2012

Product Lifecycle Management. Towards Knowledge-Rich Enterprises

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Abstract. In today's highly competitive environment, addressing product management throughout its lifecycle in a more comprehensive way has become a necessity. A lot of attention has been paid to the decisions taken within the early stages of product development, which can have a great effect on the entire product life. Knowledge provides a firm with valuable and unique capabilities essential for the successful product development during its early stages. Therefore, a firm must understand how to manipulate its various knowledge sources to enhance its own performance. This article examines the dynamic behavior of the interactions and feedback mechanisms between different sources of knowledge. Using System Dynamics simulation we identify the impacts of a firm's innovation policy on its innovative performance later in the lifecycle, and find that, in general, focusing on the exploitation of external knowledge sources is a suitable strategy, but various internal factors should be considered as well.

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Innovation process. Make sense using systems thinking

Cited by 180 publications

References 2 publications

La gestión de la innovación en las empresas vascas. El papel de las herramientas de gestión de la innovación en la eficiencia de la misma y en la de los resultados de innovación.

La gestión de la innovación en las empresas vascas. El papel de las herramientas de gestión de la innovación en la eficiencia de la misma y en la de los resultados de innovación.

Innovative process engineering: a generic model of the innovation process

The Role of Internal and External Sources of Knowledge in the Product Lifecycle in Biotechnology Sector

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