Complex Technological Innovations Research Articles

Technology Change and Dynamic Entrepreneurial Capabilities

The paper examines how a small entrepreneurial firm can achieve successful product innovation and technology change by substituting the traditional drivers for innovation with higher order organizational capabilities. In particular, we introduce the concept of dynamic entrepreneurial capabilities defined as higher order capabilities peculiar to small and medium‐sized enterprises. We used a longitudinal case study to investigate a complex and discontinuous technology innovation undertaken by Vetromed. Our findings clarify the role of dynamic entrepreneurial capabilities in enacting, developing, refining, and deploying three substantive entrepreneurial capabilities: distributed entrepreneurial insight, entrepreneurial heuristics, and entrepreneurial flexibility.

An empirical investigation on the effects of spiritual leadership components on organizational learning capacity: A case study of Payame Noor University

Article history: Received January 18, 2013 Received in revised format 3 May 2013 Accepted 20 May 2013 Available online May 25 2013 This paper presents an empirical investigation on the effects of spiritual leadership components on organizational learning capacity for a case study of Payame Noor University, Iran. The proposed study uses a standard questionnaire for measuring spirituality leadership proposed by Fry (2003) [Fry, L. W. (2003). Toward a theory of spiritual leadership. The leadership quarterly, 14(6), 693-727.] and for measuring the impact of organizational learning capacity, the proposed study uses another questionnaire proposed by Teo et al. (2006) [Teo, H. H., Wang, X., Wei, K. K., Sia, C. L., & Lee, M. K. (2006). Organizational learning capacity and attitude toward complex technological innovations: an empirical study. Journal of the American Society for Information Science and Technology, 57(2), 264-279.]. The results of our survey have indicated that all components of spiritual leadership, except love and altruism as meaningful, influence spirituality leadership, significantly. © 2013 Growing Science Ltd. All rights reserved.

Temporal distance, mental simulation and the adoption of complex technological innovations

This article aims to investigate the mechanisms underlying the influence of the interaction between temporal distance and mental simulation on consumer reactions towards technological innovations, and to determine whether the benefits of this interaction, which have been demonstrated previously with semi-continuous innovation, also occur with discontinuous innovation. Due to the high rate of failure at the launching of discontinuous innovations and the issues this poses for companies operating in the high technology sector, it remains important to identify effective actions to foster adoption by consumers. Our results show that when the purchase is considered in the short term, process-focused simulation reduces learning cost uncertainty and anxiety, and increases use and purchase intent. In the long term, outcome-focused simulation decreases benefit uncertainty and increases optimism as well as both use and purchase intent.

Types of learning in complex technological innovations

This paper examines how the knowledge base of a firm affects the generation of combinatorial innovations. Recent insights in the literature on organizational learning suggest that the degree of integration among bodies of specialized technological knowledge affects the outcomes of the innovation process. However, the literature is still in its infancy in terms of the relationship between the structure of the knowledge base and the degree of technological complexity of innovations. The present study aims at understanding this relationship. We take as our empirical case hydrocracking, a rather mature technology widely applied in the oil industry. Innovations in hydrocracking are based on the combination of elementary technologies relative to three technology areas: feeds and products, catalyst preparation, and refinery processing. Using detailed patent information, we find that a specialized knowledge base enables the generation of innovations characterized by both high and low levels of complexity – i.e. encompassing both few and many multiple technological domains, while related knowledge matters only for low-complexity innovations.

Collaboration as proactive measure against cyber warfare in South Africa

The international scope of the Internet and wide reach of technological usage requires cyber defence systems to intersect largely with the application and implementation of international legislation. One of the problems associated with the technological revolution is that cyber space comprises complex and dynamic technological innovations to which no current legal system is well suited. A further complication is the lack of comprehensive treaties facilitating international cooperation with regard to cyber defence. The result is that many countries will not be properly prepared or adequately protected by legislation in the event of a cyber attack on a national level. The article investigates this problem by touching on the influence that cyber defence has on the international position of the government. The article addresses the principles of cyber security and cyber warfare acts, and briefly touches on cyber security collaboration efforts for South Africa. The authors are of the opinion that Africa does not follow a coordinated approach in dealing with cyber security, and that the various structures that have been established to deal with cyber security are inadequate to deal with issues holistically. To work towards such a co ordinated approach, it is suggested that specific interventions be developed to address cyber crime. This approach should create and maintain a partnership or collaboration between business, government and civil society. The authors are of the opinion that unless these spheres of society work together, Africa's efforts to ensure a secure cyber space may be compromised.

Managing Complex Technology Innovation

R&D management practices in engineering organizations typically conceptualize complex product innovation as a Stage-Gate process whereby novel concepts are matured through successions of development stages and progressively winnowed down at each sequential gate. This view assumes that maturity is a monotonically increasing function of the technology, and that the active process of winnowing is administrative decisions. This paper tests those assumptions using detailed evidence from six longitudinal case studies of technology innovation at NASA.

Raising the Profile of Simulation and Modelling in Health Services Planning and Implementation

Health care systems in major developed countries need to meet an expanding demand for services while simultaneously controlling rising costs, improving quality and increasing productivity. New solutions may require system redesign, involving novel combinations of technology, services and infrastructure. These combinations and their potential benefits may be hard to identify and implement. Diverse stakeholders will need to be coordinated and accommodated. Their effects often occur at multiple levels across public policy and other domains, and over different timescales; unexpected behaviour is to be expected. Evidence for the potential benefits of new service models is important for their widespread acceptance and mainstream adoption. But gathering such evidence where complex service and technological innovations are involved is often hard. Pilot projects may provide some insight into the impact of an innovation, but these often fail to give good feedback on real-life situations where resources may be more constrained. The implications of an innovation for its mainstream use are therefore often difficult to judge. Better methods that can identify and link the context, process, costs and outcomes of potential health and social care innovations at different system levels are needed. Modelling and simulation can achieve this by allowing experimentation with different courses of action in a safe, quick and cheap way. This can help to support health services planning by tempering perspectives which overestimate the reliability of prediction and by bringing uncertainty into the open. Decision-making processes which provide some degree of structure and rationality ‐ but at the same time highlight uncertainties, encourage stakeholder dialogue, and support and document the decision ‐ are desirable. Simulation models have been developed for health care planning since the mid 1960s. 1,2 Among the different approaches, system dynamics 3‐6 and discrete event simulation 7‐10 are particularly prominent. Other approaches include Monte Carlo simulation and agentbased modelling. Such models can be used in a variety of ways. They can be used as a close replica of the real world to explore the potential consequences of decisions under differing assumptions. They can help to facilitate communication between diverse stakeholders by creating a shared representation of the whole system. 11 This can be especially important where understanding has to be created across organizational and professional boundaries. 12 In recent years, powerful computers, more accessible software and growing capabilities in computer graphics and animation have made the conditions more favourable for spreading the use of simulation modelling. Yet despite the proliferation of papers in the academic literature, and individual success stories, there are still major issues around getting these models widely accepted and used as part of mainstream decision making by clinicians, health managers and policymakers. In the UK, initiatives such as making simulation modelling tools widely available in the through the Institute for Innovation and Improvement’s ‘scenario generator’ (www.institute.nhs.uk/scenariogenerator/ general/what_is_the_scenario_generator.html) or the attempt to bring health modellers from academia, NHS and industry together (MASHnet - http://mashnet. info/) are important steps. But frequently calls for the use of modelling fail to result in wider adoption.

The role of cross-functional teams on the alignment between technology innovation effectiveness and operational effectiveness

Organisations are increasingly investing in complex technological innovations, such as enterprise information systems, with the aim of improving the operation of the business, and in this way gaining competitive advantage. However, the implementation of technological innovations tends to have an excessive focus on either technology innovation effectiveness, or the resulting operational effectiveness. Focusing on either one of them is detrimental to long-term performance. Cross-functional teams have been used by many organisations as a way of involving expertise from different functional areas in the implementation of technologies. The role of boundary spanning actors is discussed as they bring a common language to the cross-functional teams. Multiple regression analysis has been used to identify the structural relationships and provide an explanation for the influence of cross-functional teams, technology innovation effectiveness and operational effectiveness in the continuous improvement of operational performance. The findings indicate that cross functional teams have an indirect influence on continuous improvement of operational performance through the alignment between technology innovation effectiveness and operational effectiveness.

The necessary alignment between technology innovation effectiveness and operational effectiveness

AbstractOrganisations are increasingly investing in complex technological innovations such as enterprise information systems with the aim of improving the operations of the business, and in this way gaining competitive advantage. However, the implementation of technological innovations tends to have an excessive focus on either technology innovation effectiveness (also known as system effectiveness), or the resulting operational effectiveness; focusing on either one of them is detrimental to the long-term enterprise benefits through failure to achieve the real value of technological innovations. The lack of research on the dimensions and performance objectives that organisations must be focusing on is the main reason for this misalignment. This research uses a combination of qualitative and quantitative, three-stage methodological approach. Initial findings suggest that factors such as quality of information from technology innovation effectiveness, and quality and speed from operational effectiveness are important and significantly well correlated factors that promote the alignment between technology innovation effectiveness and operational effectiveness.

The necessary alignment between technology innovation effectiveness and operational effectiveness

AbstractOrganisations are increasingly investing in complex technological innovations such as enterprise information systems with the aim of improving the operations of the business, and in this way gaining competitive advantage. However, the implementation of technological innovations tends to have an excessive focus on either technology innovation effectiveness (also known as system effectiveness), or the resulting operational effectiveness; focusing on either one of them is detrimental to the long-term enterprise benefits through failure to achieve the real value of technological innovations. The lack of research on the dimensions and performance objectives that organisations must be focusing on is the main reason for this misalignment. This research uses a combination of qualitative and quantitative, three-stage methodological approach. Initial findings suggest that factors such as quality of information from technology innovation effectiveness, and quality and speed from operational effectiveness are important and significantly well correlated factors that promote the alignment between technology innovation effectiveness and operational effectiveness.

Does cooperation absorb complexity? Innovation networks and the speed and spread of complex technological innovation

A new technological paradigm which rewards cooperation in the innovation of complex technologies seems to have emerged in recent years. Global reach and greater innovation speed are said to be key benefits of network-based complex innovation. By bringing together multiple sources of knowledge and experience, networks of innovative firms and other organizations increasingly appear to be able to absorb the combination of spatial and temporal uncertainty. But what is the empirical evidence underpinning this new paradigm? Beyond case studies and the experience of individual researchers, what do we know about cooperation and the pace and place of complex innovations? Examination of available empirical research fails to confirm the theory that cooperation enhances either the globalization of innovation or its speed.

A new framework to understand the technological innovation process

PurposeThis paper seeks to provide a conceptual framework to understand the complex technological innovation process from a cognitive perspective.Design/methodology/approachA cross‐disciplinary literature survey from multiple academic disciplines such as business management, philosophy, and psychology coupled with professional experience was employed to conceive the framework.FindingsThe framework can be a starting‐point for researchers to initiate research in the design of technological innovation systems, change management and organizational restructuring.Research limitations/implicationsThe main limitation of this paper is that the framework has been qualitatively validated in two publicly held R&D intensive organizations in India.Practical implicationsSenior managers from industry can initiate competence building using the managerial concepts employed in the framework. By leveraging the intellectual capital of the organization, intellectual property, including new products and processes, can be developed, which in turn improves business performance.Originality/valueThis paper introduced a framework to describe the innovation process. Two new constructs are introduced to account for the complexity and the uncertainty in the innovation process.

Organizational learning capacity and attitude toward complex technological innovations: An empirical study

AbstractRecent studies have found organizational learning capacity to be a key factor in influencing organizational assimilation and exploitation of knowledge‐intensive innovations. Despite its increasing importance, the impact of organizational learning capacity on technology assimilation is not well understood. Distilling from extant works on organizational learning and technology assimilation, this study identifies four components of organizational learning capacity, namely, systems orientation, organizational climate for learning orientation, knowledge acquisition and utilization orientation, and information sharing and dissemination orientation. The authors subject these components to structural equation modeling analyses to better understand their structure and dimensionality. The analyses strongly support the proposed four major dimensions underlying organizational learning capacity. Organizational learning capacity, as a higher‐order factor, has a significant impact on attitude towards organizational adoption of knowledge‐intensive innovations. Implications for practice and research are discussed.

To manage complex innovation, ask the right questions

Managers of the innovation of complex technologies have to develop strategies that produce adaptive organizational networks. Studies of 13 technologies carried out in six countries suggest that man...

To Manage Complex Innovation, Ask the Right Questions

OVERVIEW:Managers of the innovation of complex technologies have to develop strategies that produce adaptive organizational networks. Studies of 13 technologies carried out in six countries suggest that managers should repeatedly ask five questions. The utility of these questions to developing the needed networks is illustrated by using one of the studies: the evolution of the innovation of Bosch's diesel fuel injection technologies. Managers who do not appreciate the importance of focusing on the network rather than their organization alone operate at a disadvantage.

Emerging patterns of complex technological innovation

Technological innovation is increasingly concerned with complex products and processes. The trend toward greater complexity is suggested by the fact that in 1970 complex technologies comprised 43% of the 30 most valuable world goods exports, but by 1996 complex technologies represented 84% of those goods. These technologies are innovated by self-organizing networks. Networks are those linked organizations that create, acquire, and integrate the diverse knowledge and skills required to innovate complex technologies. Accessing tacit knowledge (i.e., experienced-based, unwritten know-how) and integrating it with codified knowledge is a particular strength of many networks. Self-organization refers to the capacity networks have for reordering themselves into more complex structures (e.g., replacing individual managers with management teams), and for using more complex processes (e.g., evolving strategies) without centralized, detailed managerial guidance. Case studies of the innovation pathways traced by six complex technologies indicate that innovations can be grouped into three quite distinct patterns. Transformation: the launching of a new trajectory by a new coevolving network and technology. Normal: the coevolution of an established network and technology along an established trajectory. Transition: the coevolutionary movement to a new trajectory by an established network and technology. Policy makers and managers face the greatest challenge during those periods of movement from one innovation trajectory to another. These are periods of turbulence; they are the embodiment of Schumpeter's “gales of creative destruction.” This paper investigates how, in six case studies, core capabilities, complementary assets, organizational learning, path dependencies, and the selection environment varied among the innovation patterns. The paper builds on work reported in a recent book by the authors entitled: The Complexity Challenge: Technological Innovation for the 21st Century, Pinter, London, 1999.

Path Dependence in the Innovation of Complex Technologies

This article investigates three factors that affect the path dependence of complex technologies and the organizational networks that carry out their innovation: culture and institutions, organizational learning, and technology design. Evidence from the rapidly growing body of literature on path dependence and from six case studies of complex technologies (i.e. turbine blades, cardio-imaging technology, audio compact discs (CD's), radiation therapy technology, micro-floppy disks, and microprocessors) is used to investigate the impact of culture, organizational learning, and technology design on path dependence. Three innovation patterns associated with co-evolution of technologies and organizational networks provide the framework used to structure the investigation.

Organizational adoption and assimilation of complex technological innovations

This paper explores the applicability of traditional innovation adoption and diffusion models to contingent, authority innovation processes occurring within an organizational context (Zaltman, Duncan & Holbeck, 1973); that is, when employees in organizations adopt an innovation that has been chosen by an authority figure. This paper identifies existing gaps in traditional innovation adoption models and concludes that a new framework is required --- one that incorporates the unique processes and factors related to organizational adoption and assimilation of innovations. A new hybrid theoretical framework is developed which combines insights from organizational-level research on technology implementation (Cooper & Zmud, 1990; Orlikowski, 1993) with constructs from traditional innovation adoption models (Rogers, 1983; Prescott & Conger, 1995). The resulting theory is a hybrid process/variance theory, which captures both implementation events and the factors that influence them (Shaw & Jarvenpaa, 1997). Data from a longitudinal case study of a firm that implemented client/server development are used to illustrate the framework and to develop propositions for future research.

Patents in a world of complex technologies

The changes brought about by the Patent Act of 1952 were needed to adjust the administration of patents to the reality that invention and innovation now primarily result from investment rather than from individual creativity. An unintended result of these changes has been to make it difficult for firms in most non-chemical technologies and especially smaller firms involved in the innovation of complex technologies to obtain the protection they need. Also, denying firms in complex technologies the power to operate patent pools has forced them to multiply their patents as bargaining chips: these large numbers of interlocking patents effectively bar entry by newcomers to complex technologies, thus reducing competition. Reforms are possible and they could enable the patent system to fulfill its proper function in relation to complex technologies and transform the economic climate for small-firm innovation, replacing the patent system's present emphasis on serving large firms in simple technologies. Copyright , Beech Tree Publishing.

Steering Complex Innovation

OVERVIEW:Participation in self-organizing networks of firms that exist to carry out the repeated innovation of complex technologies is becoming increasingly important. To achieve and maintain leadership, these networks must achieve a mutually reinforcing fit among organizational core capabilities, complementary assets, learning, and linkages to the external environment. Three distinct patterns have been identified within which these networks operate: transformational, normal and transitional. Each presents its own management opportunities and requirements, but all call for a premium to be placed on exploratory, experimental approaches to decision making.