Innovation Capability Maturity Research Articles

THE EFFECTS OF HIGH-PERFORMANCE WORK SYSTEMS AND COMPETITIVENESS IN IRANIAN START-UPS: THE MEDIATING ROLE OF INNOVATION CAPABILITY MATURITY

In today’s ever-changing market, startups that can effectively respond to environmental changes and can manage unpredictable events will face intense competition. Human resources play a special role in promoting the competitiveness of startups. This study investigated the effect of high-performance work systems (HPWSs) on the competitiveness of startups through the mediating role of innovation capability maturity. The statistical population of the study consisted of Iranian startups based in Isfahan Province. Data were collected using a standard questionnaire, and the structural equation method was used to data analysis. The results showed that high-performance work systems have a positive and significant impact on the competitiveness of the studied startups through the mediating role of innovation capability maturity and about 47% of the total effect of the high-performance work system on competitiveness of them is explained indirectly by the mediating variable of innovation capability maturity.

Innovation Capability Maturity Model as a Mean for Data Policy Standardisation in Smart Specialisation Cycle

A major component of the Smart Specialisation (SS) agenda is the monitoring of progress towards the achievement of the goals and development of tools to support the activities of stakeholders in entrepreneurial discovery. However, there are capacity and management challenges for many countries in measuring the progress of SS. High-quality data is crucial for transforming SS indicators into useful tools for developing national mission-oriented innovation policies as well as facilitating a European level monitoring of SS progress. The paper explores potential interventions to improve the implementation of data policy for SS and indicates that Innovation Capability Maturity Model can not only ensure high-quality data, but also standardise the key processes of public management around SS. The adoption and mainstreaming of ICMM may aid in mission-oriented assessments and articulate pathways towards the maturity of SS data for improving SS cycle.

Innovation capability maturity in non-R&D performers: a reference model

Highlights: The prevalence of Research and Development (R&D) as an inducing factor for innovation has been questioned, and studies show that low-tech companies are able to innovate. Innovation capability is essential to increase productivity and improve competitiveness. However, when formal R&D is considered as the main parameter in its evaluation, it tends to underestimate it. The extent and heterogeneity of studies on innovation in non-R&D practitioners is a relevant problem and, despite theoretical and empirical advances, it is not satisfactorily resolved yet.
 Goal: This article presents a reference model for innovation capability maturity in low-technology, non-R&D performing companies, oriented to guide decision makers and the institutions supporting these organizations.
 Design / Methodology / Approach: The method used to construct the model is based on the proposition of Ahlemann and Gastl (2007) for the construction of reference models based on empirical evidence.
 Results: The model is based on ten organizational dimensions and their effects on the organization's performance. Five maturity levels are defined, synthesizing the fundamental characteristics of innovation capability in non-R&D practitioners or low technology companies.
 Limitations of the investigation: Although the model has been tested and validated, more applications and tests may still be required.
 Practical implications: The model is an important tool for decision-making, at the management level, in low-tech companies that aspire to broaden their innovation capability.
 Originality / Value: The model has significant potential academic repercussions, in terms of the expansion of knowledge, as well as for the industry, since it can contribute to the increase of the competitive performance of companies.

A knowledge management framework to grow innovation capability maturity

Background: Innovation is a key prerequisite for being organisationally competitive. Therefore, it is imperative that enterprises grow and mature their innovation capability. Knowledge management plays a fundamental role in the ability of enterprises to innovate successfully.Objectives: There are no formal guidelines for using knowledge management to grow innovation capability maturity. The researchers intended to develop a knowledge management framework that enables innovation capability.Method: The scope of the research did not allow for the practical implementation of the framework. However, five industry and subject theory experts evaluated the applicability and usability of the framework.Results: All five experts reported that enterprises could use knowledge management tools and organisational facilitating conditions to allow innovation capability maturity to grow. The importance of the framework is that it gives guidelines for using knowledge management as a vehicle for growing innovation capability maturity.Conclusion: The framework determines whether enterprises’ organisational conditions and knowledge management tools are sufficient to sustain or grow their innovation capability maturity.

Knowledge creation processes as critical enablers for innovation

Knowledge conversion is a prominent theme within the knowledge management field and the question arises how knowledge creation processes can grow innovation capability maturity. This notion provides the platform for aligning knowledge creation processes to the requirements for innovation capability growth from one maturity level to the next. In order to achieve this alignment, the authors identified a knowledge creation path as a key enabler for maturity growth in each innovation capability area. Knowledge management tools and organisational facilitating conditions that support the specific knowledge processes highlighted in the identified path were identified through a literature study and subsequently synthesised to form a framework. This framework provides guidelines for the use of knowledge creation processes as a vehicle to improve innovation. The amount of time needed to practically test the framework does not allow for the practical implementation of the framework and the impact of the framework was demonstrated by discussing a practical organisational scenario.

Enhancing innovation capability maturity through knowledge conversion

Purpose: This research was aimed at investigating organisational support by means of knowledge conversion processes toward maturity growth in innovation capability areas. Problem investigated: No formal guidelines exist for the use of knowledge management to grow innovation capability maturity. As knowledge management plays a fundamental role in an enterprise's ability to innovate successfully, the following question arises: Can knowledge creation processes be used to enable innovation capability maturity growth? Methodology: The literature therefore provides a strong basis for the argument that knowledge management and more specifically knowledge creation processes could be used to improve an enterprise's innovation capability maturity. A knowledge creation framework that enables innovation capability maturity growth was designed by aligning knowledge creation processes to the requirements for innovation capability growth from one maturity level to the next. The time-frame of the research did not allow the implementation of the framework, and five industry and subject theory experts were used to evaluate the framework. Findings: All five experts responded positively to, and were in agreement that the reasoning applied when identifying the specific knowledge creation process path as a key enabler of growth between innovation capability maturity levels is logical and sound. Value of research: The unique research contribution of the framework lies in providing a tangible link between the fields of knowledge management and innovation capability maturity.Conclusion: The impact of this research lies in the development of a knowledge creation framework that provides guidelines for the use of knowledge creation processes as a vehicle for innovation capability maturity growth.