Strategic Innovation Management Research Articles

The impact of strategic innovation management practices on firm innovation performance

In a highly competitive environment, innovation is the essential key to a firm obtaining a dominant position and gaining higher profits. Therefore, the understanding of which strategic innovation management practices lead to success is very important. The purpose of the study is to investigate the impact of innovation strategy, organizational structure, innovation culture, technological capability and customer and supplier relationships, which appear in the literature as strategic innovation management practices in business enterprises, on firm innovation performance. In this context, data collected from 132 managers at 66 firms operating in the manufacturing sector in the TRB2 zone of Turkey were analyzed. The partial least squares structural equation modeling (PLS-SEM) method was used to test hypotheses of study. The analyses revealed that innovation strategy, organizational structure and innovation culture significantly increased firm innovation performance. However, no significant impacts of technological capability and customer and supplier relationships on firm innovation performance were determined.

Інновації у стратегічному управлінні в правоохоронній сфері у період реформування

Система правоохоронних органів України, що є частиною виконавчої влади, за своєю організацією та діяльністю не повною мірою відповідає соціально-політичній, економічній і криміногенній ситуації в країні. На необхідності реформування правоохоронної системи відповідно до суспільних потреб і можливостей держави було наголошено ще в перші роки незалежності України й досить широко задекларовано. Оскільки розроблені концепції реформування так і не реалізували, тема статті актуальна і нині.
 Мета дослідження – проаналізувати ефективність процесів, пов’язаних із інноваційним стратегічним управлінням під час реформування правоохоронної системи держави; дослідити основні аспекти і фактори переформатування, а також динаміку подальших змін правоохоронних структур. Для досягнення мети застосовано комплекс методів: порівняльний, структурного аналізу, синтезу, індукції та дедукції.
 Розглянуто процес створення структури місцевої поліції, яку організовуватимуть та фінансуватимуть громади. Оцінено нововведення кадрової політики відомства: незалежність та прозорість конкурсного механізму зайняття вакантних посад (включаючи керівні) у поліції. Розглянуто правовий порядок розгортання діяльності Консультативної місії ЄС, яка допоможе втілити європейський досвід у сфері стратегічного управління правоохоронною системою.
 Наукова новизна статі полягає в дослідженні особливостей інноваційного стратегічного управління правоохоронною діяльністю в період кардинального реформування суспільства. Заплановані реформи розроблено із урахуванням міжнародних, у тому числі європейських, стандартів поліцейської діяльності.
 Практичне значення одержаних результатів полягає в комплексному вивченні механізму поступового переформатування «усесильного» карального державного органу (міліції) в нову поліцейську структуру, що надаватиме суспільству послуги з охорони громадського порядку.
 Подальші наукові дослідження доцільно спрямувати на пошук інноваційних шляхів вирішення проблем реформування правоохоронної сфери України.
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Regulation and innovation dynamics for nanoresponsible development: The case of the French code de l'environnement L 523-1 to L 523-5

This paper examines one aspect of innovation dynamics for nanoresponsible development: the links between regulation and innovation dynamics. It focuses on the case of the French Code de l'environnement, Articles L. 523-1 to L. 523-3. Articles L. 523-1 to L. 523-3 of the French environment code provide for the obligation to declare the quantities and uses of substances at nanoscale produced, distributed or imported in France. This procedure is intended to improve knowledge of these substances and their uses as well as of their markets and volumes sold, to ensure traceability and to collect available information on their toxicological and ecotoxicological properties. The paper builds on recent work on the emergence of a regulatory framework for nanotechnologies to take stock of the current situation in France, in the EU and globally and to explore how this specific law package may influence innovation and the shaping of new markets for nanobased materials. The study shows that nano-regulation does have an impact on innovation. However, the impact is not the same with EU regulation and with French regulation, and while EU regulation seems to create a favourable context for innovation, French regulation seems to do the opposite. With this study we hope to bring new perspectives to the field of the strategic management of innovation, and also to shed some light on the roles and challenges of institutions to facilitate nanoresponsible development.

STRATEGIC MANAGEMENT OF INNOVATION IN MANUFACTURING SMEs: EXPLORING THE PREDICTIVE VALIDITY OF STRATEGY-INNOVATION RELATIONSHIP

This research investigates strategy-innovation relationship in manufacturing SMEs. The scope of investigation encompasses the technical, marketing, and organisational dimensions of innovation. Our work extends research on Miles and Snow's framework of strategy configurations by exploring the relationship between attributes of strategic posture and innovation behaviour. This approach aims to provide a more accurate representation of strategic management of innovation in manufacturing SMEs. Results (1) confirm the differentiated propensity to adopt specific innovation behaviours among strategic postures, thus confirming posture-specific innovation characteristics, and (2) highlight differentiated associations between strategic attributes and innovation attributes among strategic postures, thus bringing new insights on strategy-innovation fit. Results also emphasise the influence of hybridisation of strategic profiles on the predictive validity of strategy-innovation relationship. Finally, this research provides useful managerial inputs on the strategic management of innovation in SMEs from an innovation effectiveness standpoint.

E-Pay Malaysia: the next 10 years

Subject area Topics covered by the case include: strategic management processes; and strategies, especially of a platform business. Study level/applicability The case is suitable for use in final-year undergraduate business/management degree programs and MBA or MSc in Management programs. The case can be utilized in courses such as strategic management and management of innovation. For MBA and MSc in management programs, the case can also be utilized in organization theory and design and organizational management, or any courses that cover topics of strategic management and management of innovation. Case overview By December 2010, the e-Pay terminal system was one of the most successful payment platforms in Malaysia. This business, which was launched in 1999, was an electronic prepaid mobile phone reload value distribution system known as e-Pay; it contributed about 80 per cent of the company's annual revenue. Over the past 10 years, e-Pay's terminal system had evolved into a comprehensive payment platform serving many providers on one side and end customers on the other side. However, since the past two years, the company has been facing pressures from their biggest customers on the provider side of its platform, the three giant telecommunication companies (telcos), which had moved to directly deliver reload values to their prepaid subscribers, bypassing e-Pay as the payment intermediary. On the customer side, the number of prepaid subscribers switching to postpaid services was increasing, and this threatened e-Pay's main source of revenue in the prepaid market. In response to this, the company added new service providers to its platform and launched multi-functional cashier machines with reload credits facility. By December 2010, as the market sunk into subscription saturation, the two founders of the company became deeply concerned about the company's future. They wondered if the problems would hinder their company from becoming a dominant payment player in Asia. This case presents an opportunity to discuss strategic posturing of a payment platform company operating in a mobile phone market which was mainly controlled by the telecommunication companies. Expected learning outcomes Understanding of strategic management process and related analysis enable case analysts to apply these concepts in many business situations involving strategy formulation and implementation. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes.

Innovation Roadmapping: Building Concepts from Practitioners’ Insights

Cartographic roadmaps used for navigating from A to B provide a strong metaphor for innovation roadmaps used at firms for navigating from the present to the future. Now ready to move beyond this metaphor—the pace and proliferation of knowledge on innovation roadmapping have reached a point at which it would be useful to lay out some groundwork for extended theorizing and research in this area. This paper contributes here by reporting on a qualitative inductive research based on documented practitioners’ insights.To better understand the phenomenon of innovation roadmapping (what it is and what it is not) and its impact on innovation performance, this study builds concepts in the context of strategic innovation management theory. Through a systematic analysis of the qualitative data extracted from 12 cases selected from the extant literature, this research found five concepts with common ground in these cases and built a framework in which innovation roadmapping is established by (1) a strategy of time pacing, (2) synchronizing dialogues, and (3) mapping innovation elements to a timeline. Furthermore, the systematic analysis of the documented practitioners’ insights indicates that roadmapping affects either the innovation performance of (4) competitive timing or (5) industry synergy. Overall, this leads to an initial formulation of theory with this conceptual framework and six related propositions.The key insights for innovation managers in industrial firms are that, in striving for competitive timing or industry synergy, roadmapping provides a means to achieve these objectives and, in deploying roadmapping in the organization, dialogue and pacing are critically important.

Inter-cluster connectivity analysis for technology opportunity discovery

In today's competitive business environment, the timely identification of potential technology opportunities is becoming increasingly important for the strategic management of technology and innovation. Existing studies in the field of technology opportunity discovery (TOD) focus exclusively on patent textual information. In this article, we introduce a new method that tackles TOD via technology convergence, using both patent textual data and patent citation networks. We identify technology groups with high convergence potential by measuring connectivity between clusters of patents. From such technology groups we select pairs of core patents based on their technological relatedness, on their past involvement in convergence, and on the impact of their new potential convergence. We finally carry out TOD by extracting representative keywords from the text of the selected patent pairs and organizing them into the basic description of a new invention, which the potential convergence of the patent pair might produce. We illustrate our proposed method using a data set of U.S. patents in the field of digital information and security.

A Special Issue of Creativity and Innovation Management: Implementing and Informing Innovation Strategies through Project Portfolio Management

N more than ever, innovation strategy is implemented through projects. This special issue addresses the rich and growing stream of research that investigates organizational capabilities for the strategic management of innovation through multiple projects. The importance of innovation project management is escalating in an increasingly competitive, globalized, and dynamic environment, in which innovation is the primary driver of firm survival and growth. In parallel, a shift to ‘management by projects’ has been driven by competitive pressures in combination with the increased complexity of organizational activities and the increasing availability and success of project management tools. Much of the research related to innovation project management concentrates on the efficient delivery of innovation projects and the processes of innovation from a single project perspective. However, organizations manage a complex landscape of innovation projects that compete for scarce resources. The strategic management of innovation requires that organizations effectively generate ideas and select, develop, and exploit a continuous stream of projects and consider the multiple interdependencies between projects (such as resource requirements and knowledge flows) all the while ensuring that the intent of the innovation strategy is effectively delivered. This fragmentation of the innovation strategy through multiple projects creates challenges for innovation management. These challenges are currently thought to be best met by portfolio-level approaches that provide a strategic and holistic perspective for the management of multiple innovation projects. In addition, the formulation and evolution of organizational strategy requires a holistic understanding of the innovation environment – an understanding that is informed by portfolio-level project oversight. The organizational approaches that are being implemented to provide this high-level perspective exhibit common themes across multiple industries. The term ‘project portfolio management’ (PPM) has become an umbrella term for these capabilities. The term PPM is used here to include the organizational processes and routines, organizational structures, the culture, human capabilities, and the management environment that all contribute to an organization’s capability for strategic oversight and portfolio-level decision making. However, a number of other terms are also in use such as innovation process, new product program, innovation program, or idea management system. All submissions that fit the theme are encouraged. Research in this theme is spread across multiple disciplines such as marketing, project management, new product and service development, strategic management, human resource management, engineering and innovation management. This special issue will consolidate this CALL FOR PAPERS 103

Strategic Management of Innovation Towards Sustainable Development of Brazilian Electronics Industry

This paper presents and discusses the baselines of a nationwide project whose objective is to support the economic, social and environmental sustainability of Brazilian electronics industry. This project encompasses a complex and innovative articulation of a large number of multidimensional variables and includes some innovative solutions. It foresees the execution of a pilot project with the participation of nine companies producers of electro medical equipment. Its implementation occurs by coordinating innovation of products and processes with the integrated management of the marketing mix of products, by means of the integration of the company’s management systems. It is presented the theoretical and methodological foundations of this pilot project, its structure and organization, and the main results obtained so far.

Microsoft's strategies in managing operating system innovations

This paper analyses Microsoft’s strategies in managing operating system innovations, based on the innovation life cycle model. This study develops a methodological framework of platform for analysing the process of platform creation (the capability to engender an increasing future and continuing success of new innovations or businesses). The results reveal that Microsoft gains competitive advantage by consistently improving its technology platform and business platform to exploit the innovation. This study offers important lessons in strategic innovation management.

Technology strategies and standard competition — Comparative innovation cases of Apple and Microsoft

This paper analyses the technology strategy and standard competition of the most outstanding innovation cases of Apple and Microsoft. The objective of the study is to understand innovators' pursuit of strategies in securing the benefits from an innovation, based on the innovation life cycle model. The study develops a new methodological framework of platform for analysing the case studies. It is argued that the ability to establish an industry standard and lock-in customers enables an innovator to create a competitive advantage. The study offers important lessons in strategic innovation management.

The Strategic Management of Innovation: A Systematic Review and Paths for Future Research

Strategic management scholars have long emphasized the importance of innovation for a firm's competitive advantage and performance. However, the current state of knowledge about the strategic management of innovation is characterized by conflicting theoretical predictions, persisting knowledge gaps and theoretical inconsistencies. Adopting a ‘systematic’ approach to reviewing the literature, this paper combines different quantitative methods – co‐word analysis, cluster analysis and frequency analysis – to review 342 articles on the strategic management of innovation published in seven journals from 1992 to 2010. On the basis of these analyses, suggestions are developed for future research which could help to promote future theory development and provide relevant material for policy decisions that managers and executives have to make when they manage innovation.

The drivers of services on next-generation networks

This paper is concerned with the drivers of service development on future telecommunication networks. As these networks are being transformed into next-generation networks, new and different services are being developed and mediated. However, little is known about the drivers of this development, and frameworks for strategic management of service innovation are scarce. This paper offers two contributions. First, it develops a conceptual framework for the identification and classification of drivers. This framework is derived from prevailing theories in organizational economics, strategic management, and marketing. Second, it presents, based on an analysis of contributions from 24 domain experts, which types of drivers for network service development receive the most attention by the experts. The analysis reveals that demand factors like customer values, service quality, and user readiness by far outnumber the supply factors as well as the general environmental factors, demonstrating the importance of the users for service development in this area. The results will assist service providers to identify drivers of a specific service offering and adjust the business model to these drivers.

Knowledge-oriented human resource configurations, the new product development learning process, and perceived new product performance

We propose a set of organizational efforts that can help companies accumulate and learn knowledge related to new product development (NPD) activities. We call it the NPD learning process and argue that a set of coherent human resource management (HRM) practices, termed knowledge-oriented human resource (HR) configuration, can facilitate the NPD learning process. Collecting survey data from Taiwan, we find that the knowledge-oriented HR configuration is positively related to the NPD learning process and that the NPD learning process is positively related to managers' perceived new product performance. This study contributes to the literature of strategic HRM and innovation management.

Special issue on CAMOT 2010 International Conference – Strategic Management of Technology and Innovation

Special issue on CAMOT 2010 International Conference – Strategic Management of Technology and Innovation

Innovative Strategic Management: The Case of Mumbai Suburban Railway System

Business organizations today have to survive and grow in a turbulent and volatile business environment. Continuous metamorphosis in technology, competition, inconsistent government policies, group dynamics of employees and militant unions, rational customers and their forums have been constantly reminding them to be more vigilant. Generation and rendering of services is often more vulnerable as services are perishable and dynamic. The strategic management of any service sector must be innovative and sustainable. Efficient urban transport systems are critical elements of the sustainable development of urban areas. This paper presents the innovative strategic management system of Mumbai Railway Vikas Corporation (MRVC) in addressing the Mumbai suburban public transport problems. An incredible 88 per cent of all travel in Mumbai is by bus and rail; this illustrates the popularity and necessity of having an effective and efficient public transport system, particularly the railways. The paper outlines a case study of US $2.5 billion expansion and improvement of the Suburban Railway Network, as a part of the multi-modal Mumbai Urban Transport Project (MUTP). Increase in suburban trains in Mumbai has not kept pace with the passenger demand and therefore loading in the existing suburban trains have increased and the travelling conditions in the trains have become unbearable. The paper gives an insight into the process of building social and political consensus while taking into consideration the aspirations of people for conducive and comfortable commutation. The diverse but integrated objectives that were achieved holistically, is indeed through innovative strategic management that led MRVC to attain customer satisfaction, energy conservations, socioeconomic benefits, environmental upgradation through afforestation, rain water harvesting, and noise reduction. MRVC is doing rain water harvesting, mangrove plantation, tree plantation and transplantation to compensate for cutting of tress at project sites. A glaring example of an infrastructure project that aptly envisaged ecological balance and environmental and social upgradation of slum dwellers. Innovative improvement in commuters' amenities including ventilation system, GPS-based passenger information system, pneumatic suspension for comfortable riding, etc., have enhanced customer satisfaction that is required for a long-term business growth.

Strategic Management of Strategic Innovation

Purpose: Strategic innovation is a nascent concept which sees strategy as a revolutionary innovative process. Although this concept falls under the discipline of modern strategic management but its procedural development has not been strategically conceptualized. Thus, the main purpose of this study is to bridge this theoretical knowledge gap in the existing boy of literature by developing an organizing model based on the applications of strategic management principles. Design: Philosophically this study is an interpretive research which applies an intensive literature review using Nvivo8 software. The idea of study comes from my PhD proposal. The method of investigation is critical conceptual analysis. A set of discussions about the purpose and design of the research has been carried out in order to improve the structure of the draft. The final arrangement of research body has been collaboratively made to help practitioners gain better insight into the rational and progress of the study. Findings: This study reveals that the process of managing strategic innovation goes beyond classical view of innovation management due to its inherent complexities, radical structure and high level of involved risks and perplexities and thus a novel strategic approach based on the contemporary strategic planning increase the likelihood of successful formulation of strategic innovation by managers and executives. This approach is then illustrated in the form of an illustrative organizing model. Research limitations/implications: As strategic innovation is relatively a new branch of modern strategic management its theoretical structure has received little universal field evidence. Thus this research is limited to conceptual side of this strand. Furthermore research in this domain is highly localized due to the nature of strategic innovation and its reliance in regional industrial conditions. So the suggested model may not be generalizable for all settings and further empirical studies are required to compliment the model. Practical implications: The findings of this study imply a need for an entrepreneurial strategic thinking for formulation of strategic innovation as well as a new strategic mindset to align market evolution with strategic revolution. These implications broaden the span of strategic thinking and cognitive planning of managers and enable them to gain a novel insight into this growing field. By taking these issues into considerations managers can develop more effective strategies and make more efficient decisions for re-conceptualizing their business models and rendering new competitive positions. Originality/value: In spite of attempts to enrich the body of knowledge in strategic innovation over the past few years the importance of strategic planning mindset has been overlooked and this article perhaps is pioneering this approach by developing a novel holistic model that not only enables mangers to capture a broad understanding of the process of strategic innovation but understand its challenges and simultaneously craft simple methods to cope with them effectively.

Reconciling the paradox of supply-side and demand-side strategies in industrial innovation

Abstract Abernathy and Utterback [Abernathy, W.J. & Utterback, J.M., (1978). Patterns of industrial innovation. In Burgelman, R.A., Maidique, M.A. and Wheelwright, S.C., Strategic management of technology and innovation: 149–155. McGraw Hill.] argued that successful firms seek a functional product performance strategy in the early stage of industrial innovation and seek a cost reduction strategy in the late stage. However, Adner and Levinthal [Adner, R. & Levinthal, D., (2001). Demand heterogeneity and technology evolution: Implications for product and process. Management Science, 47(5), 611–628.] argued firms enhance functionality or reduce prices to a level that corresponds to consumer willingness to pay in the early stage, and increase performance at a relatively stable product price (i.e. new strategy they claimed) in the late stage. This study reconciles this paradox of choosing strategies using an integrative framework for theory development. Generated from the framework, a numerical indicator of performance/cost ratio directs firm strategy choices in industrial innovation when an environment changes. This study justifies the popular use of performance/cost ratio in practices as primary criteria to predict the winning dominant standard from a value creation perspective and elucidates an evolution of industrial innovations by using a three-year field study.

Approaches around the Strategic Management of the Innovation

In the global context, innovation is becoming an issue of paramount importance. This working paper seeks to summarize the main aspects around this subject matter. Starting with a generic definition of innovation the term is further associated in a more systemic analysis with different levels of innovation and thereto defining novelty and application as main features of innovation. The success of any innovation is validated by the market and its social impact as perceived by the final customer. It is insisted that innovation is process and as such is a value added chain, comprising five steps, as a way to identify the sources of innovation. Additionally innovation is coupled to technological development. One of the key issues is linked to the strategic management of innovation, in which the enterprise is the main driving force as to identify the input elements for its managing. Innovation about innovation is also part of the agenda. And nowadays the Open Innovation is emerging as a new paradigm for the organizations. In this new concept innovation is not only internal but also external through networking of institutions and relational capital. As an annex an article is included to shed light about this new concept.

A non‐profit theater's strategy focuses on experiences

PurposeThis case study aims to demonstrate how the Timeline Theatre, a non‐profit organization that has won awards for managerial excellence and artistic achievement, has implemented both an experience‐driven strategy (its conscious choice) and an ongoing commitment to co‐creation of unique value through experiences (its values‐based approach). By adopting both, TimeLine has achieved significant artistic and organizational growth.Design/methodology/approachThe case traces the non‐profit's strategy development and its implementation of two innovative strategic management concepts.FindingsThe paper finds that TimeLine's strategy and core values are both important factors underpinning its run of success.Practical implicationsThe case provides a model for other organizations that want to experiment with these strategic concepts.Originality/valueThe ideas of co‐creation of value and experience‐based strategy are mutually reinforcing and become more powerful taken in combination. In settings where experience‐based offerings involve the customer directly, opportunities for co‐creation become abundant. Further, application of the co‐creation model can lead directly to “new engagement experiences of value to the customer.”