Innovation Scorecard: A Balanced Scorecard for Measuring the Value Added by Innovation

Gama, Nelson; Silva, Miguel Mira da; Ataíde, José M.

doi:10.1007/978-0-387-49864-5_49

Cited by 24 publications

(28 citation statements)

References 5 publications

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“…The nonlinear regression analysis model is y= a + bx 1 + cx 2 + dx 3 + ex 4 + fx 5 + gx 6 + hx 7 + ix 8 + kx 10 There were 109 hypotheses for this model: nine for single variables and 100 for other variables. For single variables, hypotheses were built (similar to the linear model).…”

Section: Methodsmentioning

confidence: 99%

The Effect of R&D-Based Innovations on Value Adding

Girgin¹,

Ulcay²

2017

JTEFT

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R&D-based innovations have important roles in value adding in an enterprise. Maintaining and/or increasing certain levels of innovation can be possible with a continuous innovation program in the company. At first glance, improving value-add seems to be an issue that can be analyzed at the micro level. Actually, improving it is the first link in the chain that ends with a national innovation system. Therefore, innovation must be taken into account for all value-add studies and evaluated on a global level.This model was designed to measure the model enterprise's innovation activities by using innovation index values and innovation data published by different institutions. The model was applied to a model textile firm that is active in Turkey. The value found from the model was compared with Turkey's innovation index value. Thus, the firm's innovation performance was measured in an objective way.The model can be used for measuring or comparing innovation performance and developing future strategies for companies, institutions and regions.

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Section: Methodsmentioning

confidence: 99%

The Effect of R&D-Based Innovations on Value Adding

Girgin¹,

Ulcay²

2017

JTEFT

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“…The PMS should be able to identify causal relationships between the various dimensions considered and the metrics developed, to logically map the whole of the activities carried out and their direct and indirect effects (Bremser & Barsky, 2004;Gama et al, 2007;Kaplan & Norton, 2001;Sandt et al, 2001;Wong, 2001). Another essential element of PMS especially conceived for research-intensive networks is the ability to take into account the various interests of both external and internal stakeholders (Franco-Santos et al, 2007).…”

Section: Performance Measurement and Innovationmentioning

confidence: 99%

Innovation & Performance Measurement: An Adapted Balanced Scorecard

Spanó

Sarto

Caldarelli

et al. 2016

IJBM

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The aim of this paper is to offer an adaptation of the Balanced Scorecard (BSC) to improve performance measurement within research-intensive network. The paper employs the case study of the network Campania Bioscience to develop an innovation-oriented BSC to show the practical potential of this integrated theoretical approach to innovation, measurement, and control. The study develops specific key performance areas and indicators to enrich each of the four perspectives with the innovation elements (only implicitly considered in the original model). The paper shows the potential of the BSC to achieve a practical and effective interplay between innovation and control. The value of the paper lies in its ability to propose a new innovative-oriented BSC, capable to act as a means of dialogue and mediation in complex organizations, such as research-intensive networks.

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“…It facilitates the creation and recognition of links between the organizational strategy and the idea [43]. Ultimately, any IT innovation should create a clear business benefit.…”

Section: Purpose (Why Do We Want To Innovate?)mentioning

confidence: 99%

Designing an Idea Screening Framework for Employee-Driven Innovation

Ciriello

Richter

Schwabe

2016

2016 49th Hawaii International Conference on System Sciences (HICSS)

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As ever more companies encourage their employees to realize innovations, a surplus of ideas that exceeds the available resources to implement them has become reality in many organizations. With this paper, we follow recent calls for designing IT-supported, comprehensive, multi-attributive idea screening throughout the whole innovation cycle. Our Idea Screening Framework is grounded in literature and empirical data we collected from a two-year field study in a multinational European banking software provider. We identify a set of dimensions for screening ideas and show with a prototype how the framework can support innovation practices by facilitating the evaluation, selection, and tracking of ideas for managers and innovators.

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Innovation Scorecard: A Balanced Scorecard for Measuring the Value Added by Innovation

Cited by 24 publications

References 5 publications

The Effect of R&D-Based Innovations on Value Adding

The Effect of R&D-Based Innovations on Value Adding

Innovation & Performance Measurement: An Adapted Balanced Scorecard

Designing an Idea Screening Framework for Employee-Driven Innovation

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