Structuring the Front End of Innovation

Gaubinger, Kurt; Rabl, Michael

doi:10.1007/978-3-319-01056-4_2

Cited by 14 publications

(9 citation statements)

References 22 publications

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“…For Gaubinger and Rabl (2013) the four models most frequently cited in FEI literature are the "Stage Gate process" (Cooper, 1993); the "Three Phase Front End Model" (Khurana and Rosenthal, 1997); and the "New Concept Development Model" (Koen et al, 2002). Therefore, it can be said that the overview presented under Table 1 is by no means comprehensive; however, it does list important and seminal contributions to the conceptualization of the FEI.…”

Section: Year Authors Focusmentioning

confidence: 99%

Front End of Innovation: An Integrative Literature Review

Pereira

Ferreira

Lopes³

2017

jim

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The beginning of the innovation process also known as Front End of Innovation (FEI) is an important contributor to the successful development of new products and the business success. The present study aims at giving an overview of how the FEI concept has been handled over the years, by identifying the focus of the research conducted in this domain knowledge. To this end, this study unfolds an encompassing perspective by developing an analysis of existing publications against two FEI Reference Models. This analysis comprised of the compilation, selection, and review of the content of 169 publications concerning the Front End of Innovation. The period of analysis covered all years until 2015. Evidence shows that this topic has received greater attention in the recent years both regarding depth and the number of publications. However, there are still pending gaps in the literature that are highlighted in this paper. The topics addressing organisational issues were the ones that received more attention.

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Section: Year Authors Focusmentioning

confidence: 99%

Front End of Innovation: An Integrative Literature Review

Pereira

Ferreira

Lopes³

2017

jim

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“…However, even with this revision it is possible for product concepts to be halted prematurely due to the lack of knowledge of gatekeepers. Gaubinger & Rabl (2014) also found similar fault with Khurana & Rosenthal's (1998) three-phase front-end model, which follows a holistic approach by integrating foundational elements such as organisational strategy and hierarchy. The model also suffers from lack of flexibility due to a linear approach and lack of feedback loops.…”

Section: The Fuzzy Front End (Ffe) Of the Innovation Processmentioning

confidence: 62%

“…While a structured stage-gate process for NPD is widely accepted in theory and in practice, there is no standard process for the FFE (Gaubinger & Rabl 2014) and thus managing the FFE remains a challenge for innovation managers (Gassman & Schweitzer, 2014;Kim & Wilemon, 2002). Some studies have attempted to model the FFE but have met with criticisms.…”

Section: The Fuzzy Front End (Ffe) Of the Innovation Processmentioning

confidence: 99%

“…Koen et al's (2001) New Concept Development (NCD) model is criticised for the difficulty of applying the model in practice. To address the limitations of the three models, Gaubinger & Rabl (2014) designed and proposed their own holistic framework for FFE, which consists of four phases: innovation strategy development, technology development, concept development, and NPD execution. They also introduced the principles of Lean Development for projects of moderate risks, such as modifications and improvements (i.e.…”

Section: The Fuzzy Front End (Ffe) Of the Innovation Processmentioning

confidence: 99%

“…While there have been attempts to model the FFE, as described above, the activity at the very start of the FFE, where ideas are generated and opportunities for such are identified, remains a black box. This starting stage is referred to as: (1) stage zero, the Discovery stage in Cooper's (1994) Stage-Gate model; (2) pre-phase zero, the preliminary opportunity stage in Khurana & Rosenthal's (1998) Three Phase Front End model; (3) idea genesis and opportunity identification stage in Koen et al's (2001) NCD model;and (4) the idea generation in technology development phase in Gaubinger & Rabl's (2014) holistic FFE framework. This study is an attempt to shed light inside the black box of the starting stage of FFE.…”

Section: The Fuzzy Front End (Ffe) Of the Innovation Processmentioning

confidence: 99%

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Companies invest in research and development (R&D) with the expectation of boosting their innovation pipeline to achieve growth and profitability. In addition, many companies seeking to enhance their internal R&D capability adopt an open innovation strategy and engage with external entities. One form of external engagement is through collaborative research projects (CRPs) where the company joins a consortium composed of universities, public agencies and other companies to collaboratively work on and tackle complex research problems of common interest. Anecdotal evidence, however, suggests mixed outcomes of collaborative research projects in terms of achieving corporate research impact. Corporate research teams participating in CRPs have the dual tasks of (1) working with diverse collaborative research project team members from different organisations to create novel knowledge and (2) identifying and transferring high-potential knowledge into the company's innovation funnel for further commercial development, through a process called as the "fuzzy front end" (FFE) of innovation. Achievement of corporate research impact requires the achievement of both tasks. This study focuses on how the interplay of network characteristics and knowledge processes within the collaborative research project networks and across the corporate-internal networks influences the achievement of research impact. This study posits that knowledge transfer among network stakeholders is a facilitating mechanism in generating research impact. This study further posits that the structural and relational characteristics of the network influence knowledge transfer, which in turn facilitates research impact. To test these hypotheses, this study examines the social networks of several collaborative research projects in which the corporate research department of a global software company participated. Based on the data collected from collaborative research project teams, their interactions with corporate research team and corporate internal networks and drawing on network theory, this study aims to examine how network characteristics influence the knowledge transfer processes that facilitate research impact. This thesis uses a multi-method and multi-level design. Study 1 investigates the effect of the structural characteristics of the global network of collaborative research projects on research impact. Studies 2 and 3 involve the analyses of collaborative research project networks in Australia and Europe. Both studies aim to understand how the characteristics of project-level Publications during candidature

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Structuring the Front End of Innovation

Cited by 14 publications

References 22 publications

Front End of Innovation: An Integrative Literature Review

Front End of Innovation: An Integrative Literature Review

The role of network characteristics in facilitating research impact: a knowledge transfer perspective

The Challenges of Generating Emotion-Focused Product Idea

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