Measuring innovation: A state of the science review of existing approaches

Haar, Philipp ter

doi:10.3926/ic.1254

Cited by 18 publications

(8 citation statements)

References 8 publications

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“…Methods to measure innovation are constantly improving, and relevant research is advancing with the time. There are many studies on how to measure innovation from different levels, such as individual, work team, company and country level (Ter Haar, 2018). As a result of our research revolves on how focal firms manage supply bases from a practical perspective, we focus on the company level.…”

Section: Research Methodology 31 Questionnaire Designmentioning

confidence: 99%

Leveraging the supply base for innovation: how does supply base management affect innovation performance?

Li²,

Qiao³

et al. 2022

EJIM

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PurposeThis study aims to develop a moderated mediation model to explain the practices of supply base management and how they can achieve innovation performance, and the authors explore the boundary conditions of this implementation mechanism.Design/methodology/approachThe authors used the bootstrap procedure to conduct empirical tests on 328 Chinese manufacturers to verify the proposed model.FindingsThe results showed that supplier innovation focus, supply-base structuring and long-term relationship focus have a positive impact on innovation performance through supplier innovativeness, and the mediation performs differently under technology and demand uncertainty.Research limitations/implicationsThe authors only focused on innovation performance, and it does not explore the links between supply base management and other performance outcomes. This study involves part of the supply network which is easier to manage, i.e. supply base. The authors ignored the importance of other members in supply network. Finally, the data obtained in this study belong to the cross-sectional data during the same period but it accomplishes the research aim well.Practical implicationsThe focal firm needs to improve their supply base composition, establish permeable organizational boundaries, and build long-term strategic partnerships characterized by equality and trust with suppliers to stimulate supply base members to make innovative contributions.Originality/valueThis study complements the implementation path of manufacturers around innovation, emphasizing multidimensional characteristics of supply base management. And this study clarifies the mechanism and boundary conditions between supply base management and innovation performance.

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Section: Research Methodology 31 Questionnaire Designmentioning

confidence: 99%

Leveraging the supply base for innovation: how does supply base management affect innovation performance?

Li²,

Qiao³

et al. 2022

EJIM

View full text Add to dashboard Cite

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“…As far as the measurement of the degree of innovation featured by an enterprise is concerned, the literature (Green et al. , 1995) offers different methods and metrics (Harr, 2018).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Managerial control systems and innovation partnership success: an empirical analysis in Italian firms

Pistoni

Arcari²,

Gigliarano³

2022

EJIM

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PurposeThis study analyses the link between product/service innovation, partnerships and Managerial Control System (MCS). Particularly, it aims to analyse empirically the role of MCS in supporting the innovation partnership successful functioning and management.Design/methodology/approachThe sample of this study consists of 106 Italian manufacturing firms belonging to the sectors of the Italian economy with the largest number of registered patents according to the European trend chart on innovation.FindingsThe results show that MCS may play a key role in reducing risks and lowering the likelihood of failure of innovation partnerships. Particularly, the authors found a positive correlation between the use of informal control mechanisms and a partnership’s successful performance. Moreover, among informal control, the findings show that trust is the only true informal mechanism that can guarantee a successful collaboration. The results of this study may offer relevant implications for practitioners. With regard to the control of the partnership’s activities, the initiatives and creativity of those who are actively involved in the innovation process should not be inhibited; therefore, stifling them with strict rules and procedures would be ineffective but if a firm is not willing to give up formal control mechanisms altogether because it does not believe that a trust-based coordination is sufficiently reassuring, it should opt for “weak”, albeit formal, control mechanisms based on a shared production and management of plans and reports, thus ensuring a perfect information symmetry among different partners.Originality/valueNotwithstanding the different opportunities provided by partnerships and strategic alliances to support there is a growing body of evidence of a high failure rate in such organisational forms. One of the causes cited in the literature is the high level of risk associated with alliances as compared to internal development of innovation. The risks mainly arise from the difficulties to obtain cooperation with partners that might have different objectives, and from the potential opportunistic behaviour of some of the partners. This is particularly true in innovation networks where the uncertainty of producing an interesting result is very high and the investments that the partners make are considerable. In this context, MCS could play a relevant role in reducing the risks and decreasing the likelihood of failure.

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“…Although the driving force of the knowledge-based economy is building network relations between the main participants involved in the process of its creation, the most important link in these activities is human capital. A competent and properly educated person, characterised by a pro-active attitude to solving problems and a creative approach to tasks performed, plays a key role in building the knowledge-based economy, and thus in the course of the innovation process (ter Haar, 2018;Firszt, 2012). Only the appropriate resources of knowledge, especially specialist knowledge, embedded in society make the conversion of knowledge into new or significantly improved solutions possible (Węgrzyn, 2015) (converting knowledge into innovation).…”

Section: Knowledge Economy Skills and Innovationmentioning

confidence: 99%

Measurement of the Average Innovativeness Change Over Time in the Eu Member States

Roszko‐Wójtowicz

Białek

2019

Journal of Business Economics and Management

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In the age of globalisation, implementation and commercialisation of new technologies are perceived as key elements determining competitiveness of particular countries, therefore, the growth of innovativeness is seen as the predominant direction of European Union society’s transformation into information society. The aim of the paper is to propose a procedure of measurement of innovativeness growth over time, with the Summary Innovation Index (SII) methodology as a starting point. The considered issue can be expressed by the following main question: how to measure the innovation performance dynamics for a selected group of countries (such as the EU-28, EU-15 or EU-13 countries) and for time intervals (not only for two moments of observations). This is an important inquiry since well-known innovativeness indices (SII, GII, or IOI) concentrate mainly on the provision of information about countries’ innovation performance for a specific year of observations. Due to this fact, changes occurring over longer time periods are rather neglected. The main result of the paper is a proposition of average innovativeness growth index. The index uses weights describing the employment share of a selected group of specialists (e.g.: scientists and engineers, research and development personnel) in relation to the economically active population.

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Measuring innovation: A state of the science review of existing approaches

Cited by 18 publications

References 8 publications

Leveraging the supply base for innovation: how does supply base management affect innovation performance?

Leveraging the supply base for innovation: how does supply base management affect innovation performance?

Managerial control systems and innovation partnership success: an empirical analysis in Italian firms

Measurement of the Average Innovativeness Change Over Time in the Eu Member States

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