The Effects of Innovation Implementation and Speed to Market on the Relationship Between Team Sense-Making, Trust, and NPD Success

Amaya, Adriana; Liao, Ying‐Kai; Chang, Sixto

doi:10.1142/s1363919619500294

Cited by 10 publications

(5 citation statements)

References 79 publications

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“…Design practices, quality management techniques such as lean and Six Sigma and lack of strategic vision are the significant challenges in promoting effective NPD. The implementation of innovative practices and NPD success requires team sense-making and trust (Amaya et al , 2019). The high level of trust in the information technology and the use of organizational innovations for the execution of strategic intent in the high-tech firms compensate for the lack of clarity on the information technology strategies adopted by the firms (Ettlie et al , 2017).…”

Section: Theoretical Underpinningmentioning

confidence: 99%

Building trust in multi-stakeholder collaborations for new product development in the digital transformation era

Barrane

Ndubisi

Kamble

et al. 2020

BIJ

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PurposeThe study aims to explore the critical approaches adopted by innovative organizations and to build an environment of trust between the multiple stakeholders collaborating for new product development (NPD).Design/methodology/approachA qualitative research approach is adopted in this study. Fifteen semi-structured interviews were conducted with experts from the wood product industry in Quebec, Canada. These organizations have successfully adopted the latest technological developments and have developed a strong collaboration with their stakeholders.FindingsThe study identified eleven strategies for the innovative organizations that included early involvement of the stakeholders in the design process, developing long-term relationships and fostering a transparent environment using Industry 4.0 technologies. A novel framework for using this strategy is presented with three stages of application, namely, planning, enactment and review.Practical implicationsInter-organizational collaborations in NPD are more successful when imbued with trust. The NPD strategies must allow innovative organizations to achieve a balanced ecosystem in which value created through the adaption of new technology can be thoroughly captured through commercialization on time with no field failure.Originality/valueThe study adds to the body of knowledge in stakeholder theory and NPD research and practice.

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Section: Theoretical Underpinningmentioning

confidence: 99%

Building trust in multi-stakeholder collaborations for new product development in the digital transformation era

Barrane

Ndubisi

Kamble

et al. 2020

BIJ

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“…Estimates exist that about half of all innovations fail to provide the expected benefits to the adopting organization (Aiman-Smith and Green, 2002;Repenning, 2002). This is not caused by the ineffectiveness of the innovation itself, but by an ineffective implementation process (Klein and Knight, 2005;Amaya et al, 2018). Many studies on innovation consider innovation adoption as the end of the innovation process, overlooking that innovations do not create a competitive advantage unless they are effectively implemented (McGrath et al, 1996).…”

Section: Problem Statement and Research Questionsmentioning

confidence: 99%

“…Innovation research has identified several reasons for why an effective innovation implementation is challenging for organizations, e.g. the need to develop additional skills to use the innovation (Aiman-Smith and Green, 2002), the required change of roles and routines in the company (Adolfsson et al, 2004;Amaya et al, 2018), and the high financial and temporal expenditures associated with the innovation (Repenning, 2002). Though these challenges of innovation implementation are well known, nowadays companies face additional problems, e.g.…”

Section: Challenges and Related Work Challenge 1: Effective Innovation Implementationmentioning

confidence: 99%

Effective Innovation Implementation of Mechatronic Product-Service Systems Considering Socio-Technical Aspects

Koltun

Viturro

Buchholz

et al. 2019

Proc. Int. Conf. Eng. Des.

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It is estimated that about half of all innovations, such as innovations in mechatronic product-service systems (PSS), fail to deliver the expected benefits to the adopting organization. Different studies point out that one of the main reasons for this is an ineffective implementation process.In this paper, we argue that, apart from several organizational challenges, insufficient integration of technical and social aspects is one of the reasons for ineffective innovation implementation in the environment of mechatronic PSS.In order to remedy this weakness, this paper builds on the work of interdisciplinary research collaboration. Experts from technical, socio-technical, and management fields integrate their work within a conceptual innovation implementation management system (IIMS). This IIMS is capable of capturing various methods and models that foster the socio-technical integration in mechatronic PSS. The approach is assessed in a lab-scale demonstration case that is representative of industrial environments.The presented approach supports an effective innovation implementation process, while the IIMS facilitates individual alignments for future practitioners.

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“…Amaya et al introduced team sense-making capability and trust as critical sources of innovation implementation and success (17). Trust and sense-making allow teams to fast-track introduction of new processes or approaches by gathering new information to generate knowledge about opportunities or technology.…”

Section: Introductionmentioning

confidence: 99%

Virtual Teaming: Leveraging Team Science Sense-Making During COVID-19

Portman

Thirlwell

Donovan

et al. 2021

Journal of Patient Experience

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Individuals with cancer anorexia cachexia syndrome (CACS) experience multifaceted distress. To address CACS patient concerns regarding their experience of care, our cancer center established a specialized CACS clinic in 2016. We applied the team science principle of the team mental model (TMM) to support development of an effective interprofessional collaborative CACS care team. In 2020, cessation of CACS clinic in-person visits during coronavirus disease 2019 (COVID-19) threatened the viability of the entrenched TMM and once again jeopardized the patient experience of care. We present a case-based vignette as a representative composite of patient experiences to illustrate the challenges. A 48-year-old female was referred to our CACS clinic for pancreatic cancer-associated appetite and weight loss during COVID-19. To reduce risk of infection, in-person clinic visits were curtailed. When informed about the resulting need to defer the CACS assessment, the patient and her spouse expressed concern that postponement would adversely affect her ability to undergo anticancer treatments or achieve beneficial outcomes. To minimize delays in CACS treatment and optimize the patient experience of care, we applied the team science principle of sense-making to help the team rapidly reformulate the TMM to provide interprofessional collaborative CACS care via telemedicine. The sense-making initiative highlights opportunities to examine sense-making within health care teams more broadly during and after the pandemic. The application of sense-making within interprofessional cancer care teams has not been described previously.

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The Effects of Innovation Implementation and Speed to Market on the Relationship Between Team Sense-Making, Trust, and NPD Success

Cited by 10 publications

References 79 publications

Building trust in multi-stakeholder collaborations for new product development in the digital transformation era

Building trust in multi-stakeholder collaborations for new product development in the digital transformation era

Effective Innovation Implementation of Mechatronic Product-Service Systems Considering Socio-Technical Aspects

Virtual Teaming: Leveraging Team Science Sense-Making During COVID-19

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