Managing innovation beyond the steady state

Bessant, John; Lamming, Richard; Noke, Hannah; Phillips, Wendy

doi:10.1016/j.technovation.2005.04.007

Cited by 284 publications

(208 citation statements)

References 23 publications

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“…It also supports the strategic approach to supply chain management Guinipero, 2004, Ketchen Jr. andHult, 2007) and strategic nature of supply chain capability (Hult et al, 2002). Finally, it is important to note that innovation utilization is not always positive (Bessant, 2008, Bessant et al, 2005, Carayannis et al, 2003, Danneels, 2008, and can provide uncertainty and discontent to participating supply chain operatives, as it is not an isolated process (Simatupang and Sridharan, 2005).…”

Section: Resultsmentioning

confidence: 70%

Utilizing Industry-led Innovation Capacity to Enhance Supply Chain Performance : An Empirical Study

Storer¹,

Hyland²

2011

MAS

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A fundamental principle of the resource-based (RBV) of the firm is that the basis for a competitive advantage lies primarily in the application of bundles of valuable strategic capabilities and resources at a firm's or supply chain's disposal. These capabilities enact research activities and outputs produced by industry funded R&D bodies. Such industry lead innovations are seen as strategic industry resources, because effective utilization of industry innovation capacity by sectors such as the Australian beef industry is critical, if productivity levels are to increase. Academics and practitioners often maintain that dynamic supply chains and innovation capacity are mechanisms most likely to deliver performance improvements in national industries. Yet many industries are still failing to capitalise on these strategic resources. In this research, we draw on the resource-based view (RBV) and embryonic research into strategic supply chain capabilities to investigate how two strategic supply chain capabilities (supply chain performance differential capability and supply chain dynamic capability) influence industry-led innovation capacity utilization measured through perceptions of supply chain operatives of superior supply chain performance enhancements. Two models compare the influence of size of supply chain operatives on these factors and their relationships. Results indicate that both small and large supply chain operatives in this industry believe these strategic capabilities influence and function as second-order latent variables of strategic supply chain capability. Additionally the study confirms that size of the supply chain operative influences how the respondents perceived strategic capabilities influence supply chain performance enhancement expected from utilizing industry-led innovation capacity in this industry.

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Section: Resultsmentioning

confidence: 70%

Utilizing Industry-led Innovation Capacity to Enhance Supply Chain Performance : An Empirical Study

Storer¹,

Hyland²

2011

MAS

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“…Desempenhando um papel central na criação e sustentação de vantagem competitiva nos negócios, a inovação representa o principal processo para revigorar qualquer organização (Bessant, Lamming, Noke, & Phillips, 2005). E isso não somente nas grandes empresas, as quais anteriormente apoiavam-se nos princípios da inovação fechada.…”

Section: Inovação Abertaunclassified

Mineração de Patentes e Pequenas Empresas: Uma Revisão Sistemática da Literatura Sobre Oportunidades de Negócio Sob a Ótica da Inovação Aberta

Petta

Ferraz

Pedron

et al. 2018

REGEPE Entrep. Small Bus. J.

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RESUMOEste artigo destaca a mineração de patentes como meio para identificar oportunidades de negócio voltadas às pequenas empresas, valorizando em particular, a ferramenta computacional Patent2Net. Após uma revisão sistemática da literatura sobre as interrelações entre estes temas, concluiu-se que a mineração de patentes pode representar oportunidades efetivas tanto no âmbito da pesquisa e desenvolvimento, como na aplicação comercial. Sob a ótica da Teoria da Inovação Aberta, é possível que as pequenas empresas usem ferramentas de mineração de patentes para: 1) levantar recursos, 2) estabelecer parcerias com universidades, outras empresas e instituições de pesquisa; e 3) aperfeiçoar tecnologias e produtos existentes a partir do desenvolvimento de novas invenções e do registro formal das mesmas. O artigo busca também abrir portas para o diálogo sobre o treinamento na utilização das ferramentas para mineração de patentes como facilitador na busca do desenvolvimento tecnológico compartilhado.

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“…Process innovation is pursued to reduce delivery lead-time and decrease the cost of operation (Damanpour, 2010). This impacts how organizational products are produced and delivered to end users (Bessant et al, 2005). It is meaningful if it improves a business in ways that are consistent with its strategy and maximize value for customers (Davenport, 1993).…”

Section: Process Innovationmentioning

confidence: 99%

An Exploratory Analysis of Employees and Customers’ Responses in Determining the Technological Innovativeness of Banks

Obeng

Mkhize

2017

E J Info Sys Dev Countries

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The banking sector globally is saddled with intensified competition. Coupled with global economic situation of little tolerance for inappropriate resources usage, financial institutions have to pursue different strategies to meet the challenges and opportunities of providing quality services to existing customers, attract new customers, improve the turnover of employee, and increase long-term firm performance. Innovation and technology are considered fundamental elements of strategic management. Implementing strategies to achieve a better relationship between technological innovation and financial services are essential. In determining the level of banking technological innovation, the study analyses responses as perceived by customers and employees at branch level of universal banks in Ghana and examines how these perceptions influence their preferences and assessments. 88% of customers and 96% of employees indicated their banks are innovative. 92% of customers will recommend their banks to others, whiles 81% of employee indicated positive innovation impact on profitability. From a logistic regression model, eight (8) factors were found to be significant (p-value <0.05), indicating that customers are more likely to rate banks as innovative for service offering consistency with the latest innovations, product or service quality, new or improved product or service, and products or services features. For bank employees, innovation effect on process, innovation effect on risk management, and innovation effect on employee productivity were identified as the main perceptions for rating their banks as innovative. Practical implications and limitations of the study are also presented.

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Managing innovation beyond the steady state

Cited by 284 publications

References 23 publications

Utilizing Industry-led Innovation Capacity to Enhance Supply Chain Performance : An Empirical Study

Utilizing Industry-led Innovation Capacity to Enhance Supply Chain Performance : An Empirical Study

Mineração de Patentes e Pequenas Empresas: Uma Revisão Sistemática da Literatura Sobre Oportunidades de Negócio Sob a Ótica da Inovação Aberta

An Exploratory Analysis of Employees and Customers’ Responses in Determining the Technological Innovativeness of Banks

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