Risk analysis for innovative activities in production systems using product opportunity gap concept

Arabshahi, Hassan; Fazlollahtabar, Hamed

doi:10.1108/tqm-11-2018-0163

Cited by 9 publications

(4 citation statements)

References 40 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…While one of the most effective tools used by firms to stay competitive in the contemporary economic environment, innovation remains a risky economic endeavour (Zortea-Jonson et al, 2012;Colino et al, 2014;Arabshahi and Fazlollahtabar, 2019). Facing conditions of high EJIM 26,2 446 Disclaimer: The views and interpretations expressed here belong to the authors and cannot be attributed to the Scientific and Technological Research Council of Turkey, its affiliated organizations or any other individual acting on behalf of these organizations.…”

Section: Introductionmentioning

confidence: 99%

“…While one of the most effective tools used by firms to stay competitive in the contemporary economic environment, innovation remains a risky economic endeavour (Zortea-Jonson et al , 2012; Colino et al , 2014; Arabshahi and Fazlollahtabar, 2019). Facing conditions of high uncertainty, increased complexity and market volatility, companies generate promising ideas for innovation.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Cooperation for innovation: more is not necessarily merrier

Temel

Mention

Yurtseven

2021

EJIM

View full text Add to dashboard Cite

PurposeEmbracing a large set of innovation objectives and collaborating with diverse partners have been promoted as a means to improve innovation performance. However, empirical evidence on the relationships between breadth of objectives, breadth of cooperation and innovation performance is limited, particularly in the context of emerging economies. A larger number of objectives and cooperation partners inevitably increases the complexity in organizational alignment, and cooperation eventually leads to diminishing returns. This study adds to the debate on the costs and benefits of cooperation for innovation. Understanding the optimal levels of the breadth of objectives and cooperation supports managerial decision-making and productivity in the practice of cooperation for innovation.Design/methodology/approachOperationalizing breadth of innovation objectives and cooperation via the Turkish Community Innovation Survey data, self-reports reflecting 5,863 firm-level responses between 2006 and 2008 are analysed using tobit and probit models. The maximum likelihood estimator is used to find the optimal levels for breadth of objectives and cooperation.FindingsFirms with greater breadth of innovation objectives experience higher innovation performance; those with greater breadth of cooperation also experience higher innovation performance, but our results indicate the existence of optimal levels of breadth for both innovation objectives and cooperation.Research limitations/implicationsThe authors extend the logic that there is no safety in numbers in cooperation for innovation. If the aim is to enhance innovation performance, managers and policymakers need to pay attention to the number of innovation objectives and the amount of cooperation pursued by firms. However, innovation success may be closely associated with a firm's dynamic capabilities and ability to mobilize its resources. Drawing on organizational learning theories, future research could explore why a lower than maximum level of cooperation may be more conducive to reaching levels of enhanced innovation performance and whether this level is influenced by cognitive processes.Originality/valueThe authors draw attention to the ideal number of innovation objectives and number of cooperating partners required to enhance innovation performance, thus contributing to the debate on the complex relationships between innovation, performance and cooperation in the unique setting of a large developing economy.

show abstract

Section: Introductionmentioning

confidence: 99%

“…While one of the most effective tools used by firms to stay competitive in the contemporary economic environment, innovation remains a risky economic endeavour (Zortea-Jonson et al , 2012; Colino et al , 2014; Arabshahi and Fazlollahtabar, 2019). Facing conditions of high uncertainty, increased complexity and market volatility, companies generate promising ideas for innovation.…”

Section: Introductionmentioning

confidence: 99%

Cooperation for innovation: more is not necessarily merrier

Temel

Mention

Yurtseven

2021

EJIM

View full text Add to dashboard Cite

show abstract

“…In fact, operations management literature also lacks studies that provide a deep understanding of such approaches with the aim to help differentiate them and to identify their characteristics and overlaps, whereas the innovation management literature (e.g. Arabshahi and Fazlollahtabar, 2019) has mostly focused on studying factors that determine market success or failure of innovations. Yet, it has not addressed how customers identify value using the theoretical and empirical contributions from operations management literature on Lean.…”

Section: Introductionmentioning

confidence: 99%

A framework proposition to identify customer value through lean practices

Peralta

Echeveste

Lermen

et al. 2020

JMTM

View full text Add to dashboard Cite

PurposeCustomer value is the key to successful innovation management. This task is considered complex and abstract. For this reason, several models have been proposed to that end, among them, Lean approaches. Lean's background has been applied to value identification, providing many benefits. This paper aims at analyzing the practices employed to identify customer value through Lean approaches.Design/methodology/approachThrough a systematic literature review, the main Lean practices for customer value identification were categorized based on five main streams: (1) customer development, (2) customer value, (3) lean product, (4) lean start-up, and (5) lean innovation. These practices were organized into a framework that addresses value identification based on ideation, value prospection, requirements, construction and measurement, and value delivery.FindingsIn total, 33 practices were found to support capturing the value from the customer's perception. Additionally, a discussion is provided on the complementarity and differences between practices.Originality/valueA framework is proposed to integrate the five streams and the corresponding practices for value identification. The results provide mechanisms that can benefit practitioners to better understand the value demanded by customers during innovation management. In fact, practitioners can use the proposed framework to identify value to customers in a holistic way. Academically, the results gather research on customer value and innovation management to contribute with a novel artifact for customer value identification in operations management using Lean approaches. Finally, a future research agenda on value identification is proposed.

show abstract

“…The reasons for this are manifold. For instance, considering that the success of innovation depends on many complex internal and external factors (Madanaguli et al, 2023), some companies are hesitant to take risks and face uncertainties associated with the innovation process (Arabshahi and Fazlollahtabar, 2019). Other organizations do not see the need to innovate or do not have the resources necessary to create and implement innovations.…”

Section: Determinants Of Small Rural Enterprise Innovationmentioning

confidence: 99%

Innovation and rural context: An exploratory case study of a small rural enterprise from the Czech Republic

Steinerowska-Streb,

Peterková,

Steiner

2024

The International Journal of Entrepreneurship and Innovation

View full text Add to dashboard Cite

This study identifies i) factors that encourage small rural enterprises to innovate and ii) obstacles to introducing innovation. Using a case study of a rural business in the Czech Republic, the paper reveals that although rural businesses may experience innovation barriers, such as inadequate human resources and volatile market conditions, they can innovate, respond quickly and effectively to emerging market circumstances and turn threats into opportunities for growth. Importantly, many of the challenges and opportunities for innovation interplay with each other, with some obstacles becoming a foundation of creative and innovative solutions that help to develop a sustainable, modern and efficient enterprise. We highlight that the innovation of rural enterprises can be an outcome of pull and push factors that influence both product innovation and business innovation processes. Pull factors represent incentives and opportunities to stimulate rural innovation. Push factors, on the other hand, necessitate change and create pressures that must be addressed to ensure business longevity. The paper also shows that successful innovation is not free from agency, with the strategic vision and innovation outlook of business owners being a significant driver of innovation practices. Finally, our study shows that the innovation of rural enterprises depends on local, regional, national and international connections, and goes beyond rural areas, with a ‘think local and act global’ approach helping to harness opportunities in wider markets.

show abstract

Risk analysis for innovative activities in production systems using product opportunity gap concept

Cited by 9 publications

References 40 publications

Cooperation for innovation: more is not necessarily merrier

Cooperation for innovation: more is not necessarily merrier

A framework proposition to identify customer value through lean practices

Innovation and rural context: An exploratory case study of a small rural enterprise from the Czech Republic

Contact Info

Product

Resources

About