Paradigm Of Innovation Management Research Articles

Качество менеджмента: опыт теоретического осмысления

Based on the philosophical interpretation of quality, the research considers the external and internal de-termination of the quality of management. The ex-ternal determination includes the management style, the level of goal achievement, the level of perfor-mance, and the boss-subordinate relationship while the internal determination implies the organizational structure, the management system, the employee functions, and the latent characteristics of manage-ment (the level of pathology and the level of inver-sion). The issue of management customer is raised. It is argued that the quality of management is prima-ry in relation to the quality of products and services. The innovation management paradigm is considered as the ground for the development of methodologi-cal approaches to assessing the quality of manage-ment. The concept of open and hidden (latent) qual-ities of management is introduced. The theoretical constructs are based on the analysis and compre-hension of Russian and international scientific liter-ature and business press.

The Effect of Open Innovation on Technology Intelligence in Aviation Industry of Iran

Nowadays, innovation management paradigm has been changed from internal development to networking and cooperation between Science & Technology network. Open innovation approach is also one of the new approaches of new innovation management that has modified internal research and development suppositions to research and development through cooperation. Accessing an appropriate technological environment and continuous awareness require various tools and methods. One of these tools is monitoring of this technological environment by the use of technology intelligence system. The purpose of this study is surveying the effect of open innovation approach on technology intelligence application in Iran’s aviation industry. The sampling method in this article is the stratified sampling of experts from the aviation industry, which includes 81 experts, managers of industrial and researching institutions, designers and superior designers, managers of repairing and maintenance, and a Private company (Aviation Union members). The tool for data gathering is a questionnaire that has been used according to validation of the content validity by experts of industry and academic. In the present research, two standard models, Savioz ( 2004 ) for measuring technology intelligence and Hafkesbrink ( 2010 ) for measuring open innovation approach, have been used. Results show that these two elements can be applied exclusively in organisation for technology trend analysis and technology or idea acquisition approach. Finally, the relationship between the concepts of open innovation and intelligence was investigated.

Technology Management: Developing an Innovation Model for Research Universities in Malaysia

Institutions of Higher Learning in Malaysia had been viewed as the source for new innovation. Hence, few universities in Malaysia had been upgraded to the status of Research University to reinforce the nations New Economic Model via research, development and commercialization of new innovation. As such, Technology Driven innovation model that traditionally used by academic in Institutions of Higher Learning is now insufficient to support the innovation work within the scope and definition of Research University, this is due to it is lack of focus on commercialization element. Therefore, this paper aims to propose an innovation model devotes to Research Universities in Malaysia. In line with this, the paper reviews the important elements of innovation, followed by comparison of elements in corporate and academic innovation models. Finding from this paper suggested that building-up innovation competency in Research University requires an innovation model that integrates all innovation elements from holistic business points of view. The paper proposed an integrated innovation model based on Total Innovation Management paradigm. The proposed model has descriptive value in terms of studying, classifying and defining the important elements and relationships that govern innovation process and management aspects in Research universities within Malaysia.

The process of organisational change in open innovation: evidence from high tech firms

The open innovation concept has been extensively researched in the last decade and it still ranks very high in the agenda of technology and innovation management scholars. There are a number of questions still unanswered that should be thoroughly addressed to improve our understanding of this emerging innovation management paradigm. This paper leverages recent research analysing the organisational change processes followed by low tech firms to move from closed to open innovation. It adds to this literature by analysing how the organisational change process is administered in four Italian companies operating in high tech industries. Thanks to the analysis, we identify several commonalities between high and low tech firms and we unearth some relevant differences. In particular, the paper stands for the generalisability of previous findings regarding the transition towards open innovation and the potential of reading this process through the lens of Lewin’s theory of organisational change.

Open Innovation: Organizational Challenges of a New Paradigm of Innovation Management

1. Statement of the Problem Open innovation is a term coined by Professor Henry Chesbrough in his book, Open Innovation: The new imperative for creating and profiting from technology (2003, HBS press) that relates with the management of innovation processes. Open innovation is a paradigm that assumes that valuable ideas can come from inside or out of the company and can go to the market from inside or outside the company as well. This approach places external ideas and external paths to market on the same level of importance as that reserved for internal ideas and paths to market during the Closed Innovation era. At the heart of the open paradigm is the assumption that enterprises cannot conduct all RD Lichtenthaler, 2008) present two main general organizational problems for firms (3) named coordination and incentive problems. In this paper we analyze and describe several problems related with coordination and incentives. 2. Organizational Challenges of Open Innovation: Coordination and Incentives Organizational design encompasses two key elements; one is the design of coordination mechanisms between activities and tasks and the other is the design of an incentives system that serves as reward system and to avoid opportunistic behaviour (Lopez et al, 2010). In this sense and using this essential framework of organizational design we apply it to analyze different problems that raise the management of open innovation related with coordination and incentives. 2.1 Coordination Problems Coordination implies not only the design of mechanisms of interrelation between activities/firms/organizations for innovation (coordination post-contractual) but also the searching and selection of ideas, knowledge/collaborators for carry out the innovation activities (coordination pre-contractual). In this sense when firms implement an open system to innovation they face several problems. Some of these problems related with the coordination tasks are, the searching valuable ideas and knowledge outside, networking and divergence. The problem of searching valuable ideas outside One of the first coordination problems that face open innovation is the searching of external sources of ideas and knowledge to enhance current technological developments (coordination pre-contractual). This problem arise searching or information costs (of competitive intelligence). The importance of theses costs are very variable depending on the type and nature of innovation process. For example, these costs can be very high for a very complex innovation process and less costless for a more simple innovation development. Also, the searching costs include not only the production of information about suppliers but the own needs of the firm which not always are known clearly. The problem of networking When open innovation is operationalized through the collaboration of multiple partners the coordination tasks became more complex because of the increasing number of participants. Greenstein (1996) points out that openness increases costs because it requires the cooperation of multiple suppliers and /or complementors. …

The pathway on implementation of total innovation management: with the case of SMEs

Total innovation management (TIM), a novel paradigm of innovation management in the 21st century, is a complicated system. Its implementation takes a long time and lots of hard work. For the different kinds of enterprises such as large enterprises and SMEs, at different developing stage, various kinds of pathways to implement TIM exist.

Total innovation management paradigm for SMEs – an empirical study based on SME survey

Innovation plays a crucial role for enterprises' sustainable development. Total innovation management, a new innovation paradigm born in the 21st century, not merely emphasises the integration of technological innovation and non-technological innovation, but also includes all innovators and all time-space innovation. The core of TIM, 'three-all and coordination' model, has been applied by many large enterprises who has owned mature conditions for innovation management. Based on more than 200 SMEs survey and a certain number of case studies, this paper implies that the innovation performance in SMEs has something to do with total innovation management competence. However, there are different models of TIM application between large enterprises and SMEs; and how adaptability of TIM pattern leverage innovation capabilities of SMEs, is our task to penetrate.

The Open Innovation Journey: How firms dynamically implement the emerging innovation management paradigm

Open Innovation is currently one of the most debated topics in management literature. Nevertheless, there are still many unanswered questions in Open Innovation research. Especially two issues require further investigation: (i) understanding the relevance of Open Innovation beyond high-tech industries and (ii) studying how firms implement Open Innovation in practice. The paper addresses these topics by studying, through an in-depth case study, the journey that the Italian leading cement manufacturer, has undergone to move from a Closed to an Open Innovation paradigm. The paper shows that the Open Innovation paradigm is implemented along a three-phase process that comprises the stages of unfreezing, moving and institutionalising. Moreover, it emerges that the changes through which Open Innovation has been implemented involve four major dimensions, i.e. networks, organisational structures, evaluation processes and knowledge management systems. They should be therefore conceived as the managerial and organisational levers an innovating firm can act upon to streamline its journey toward Open Innovation. Theoretical and managerial implications of using these levers for implementing Open Innovation are discussed at length.

Total Innovation Management: a novel paradigm of innovation management in the 21st century

Based on an ecosystem view of innovation management and in-depth case studies of firms in China and abroad, a novel paradigm of innovation management—Total Innovation Management (TIM)—is put forward in this paper. This new paradigm draws on three distinct areas of recent research, namely the innovation theory of the firm, the resource-based view (RBV), and the complexity theory. It introduces the theoretical framework of TIM, and presents a tri-dimensional innovation strategy model, which includes all elements of innovation, all innovators, and innovation in all times and spaces, and aims at value added and created.