Integration of market pull and technology push in the corporate front end and innovation management—Insights from the German software industry

An integrated model of innovation drivers for smaller software firms

“…Carlo et al (2011) isolate knowledge depth, diversity and linkages, and routines of sensing and experimenting as important for software innovation. Market understanding and technology trajectory understanding are important forms of knowledge -taken together they represent the well-known complement of market pull and technology push (Brem & Voigt, 2009a). Knowledge of competitors and their innovations is also considered (Turner, Mitchell, & Bettis, 2010).…”

“…Idea generation, or generative capacity (Avital & Te'eni, 2009a) describes 'the ability to rejuvenate, to produce new configurations and possibilities, to reframe the way we see and understand the world and to challenge the normative status quo in a particular task-driven context.' Generative capacity is improved by ideation, the evaluation, improvement and realisation of ideas (Brem & Voigt, 2009a). Ideation is naturally performed in a team, and teamwork is considered an essential feature of innovative projects (Martin Hoegl & Gemuenden, 2001), contributing to team efficiency and the personal satisfaction of team members.…”

“…The use of information about software markets to promote product innovation (Adams et al, 1998;Brem & Voigt, 2009b;R. G. Cooper, 2011;Hung & Whittington, 2011;Napier et al, 2011;Turner et al, 2010;van den Ende & Wijnberg, 2003;Yang & Hsiao, 2009) …”

“…The use of understandings of the probable direction of future evolution of software and hardware infrastructures, platforms and technologies to guide innovation (Aerts, Goossenaerts, Hammer, & Wortmann, 2004;Boland Jr. et al, 2007;Brem & Voigt, 2009b;R. G. Cooper, 2011;Hanninen, 2007;Hung & Whittington, 2011;Napier et al, 2011;Romijn & Albaladejo, 2002;Yang & Hsiao, 2009) User Domain Understanding Using understandings of customers' business domain or specialised internal knowledge to drive innovation (Gray et al, 2011;Hanninen, 2007;Igira, 2008;Koc, 2007;Martin, 2011;Mich, Berry, Anesi, & M., 2005;Raasch, 2011;Weterings & Boschma, 2009;Yang & Hsiao, 2009) …”

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

“…A lot of attention has been recently paid to its first less formal and less structured phase, the early stage of innovation, also called front end of innovation (FFE), whose role is to produce ideas for new product concepts as well as to select the ideas that fit with the firm's business strategy. The importance of FFE in the success of the innovation process has been emphasized by many studies (Kim and Wilemon, 2002; Khurana and Rosenthal, 1998;Brem and Voigt, 2009). It was also claimed that insufficient groundwork in the FFE as well as delayed FFE processes could lead to failures in the development or commercialization processes (Kim and Wilemon, 2002).…”