Innovation In Traditional Products Research Articles

Application of evolutionary game algorithm in product innovation research

In order to achieve carbon peak and neutrality goals, this study takes product innovation as the breakthrough point, draws lessons from the replication dynamic thought of the biological evolution process, and uses game evolutionary algorithm to analyze the gradual stability of enterprises, governments and users. Although the environment does not actively participate in the game, its benefits directly affect the strategic choices of the other three parties. Therefore, the environmental benefit is regarded as one of the important variables to establish a game model for solving and simulation, and analyze the key variables affecting the game. This paper discusses the game situation of green product innovation in the evolutionary system for promoting “four-party satisfaction”. The concepts of proactive preventive cost and passive loss cost are redefined and put forward. Research shows that: (1) Proactive preventive cost plays a positive role in promoting green product innovation with “four-party satisfaction”. (2) Increasing subsidies for purchasing green products, reducing the price of green products, increasing purchase tax on non-green products, and increasing government investment in environmental protection publicity and green upgrade of infrastructure will all increase users’ willingness to buy green products. (3) The government formulates reasonable reward and punishment measures to provide necessary financial support for enterprises, so that the final income of enterprises from green product innovation is greater than that from traditional product innovation. It will encourage enterprises to carry out green product innovation.

Framing the multifaceted nature of design thinking in addressing different innovation purposes

Scholars and practitioners acknowledge the role of design, and specifically design thinking, as a driver of innovation and change. Design thinking is gaining attention in the business community beyond the traditional product innovation realm and is increasingly promoted as an engine for the creation of novel user experiences, new businesses, strategic transformation, organizational and cultural change. Is it reasonable to assume that the same set of practices fits such a broad range of applications equally well? This study addresses how design thinking applications are differently framed when addressing diverse innovation purposes. Specifically, we compare two purposes: innovation of solutions, encompassing traditional product and service development projects, and innovation of direction, encompassing strategic and organizational renewal projects. Based on data collected from 146 design thinking projects conducted by European consulting firms we investigate the relationships between the design thinking practices adopted and the value generated by the projects. We then analyze how these relationships vary depending on the purpose of the innovation project, namely whether focused on innovating solutions or direction. The results show that different purposes indeed call for different practices. In projects aimed at innovating solutions, market value is positively related to capturing current user needs and envisioning future society. Conversely, in projects aimed at innovating direction, market value is positively related to challenging current assumptions.

Customer-perceived quality, innovation and tradition: some empirical evidence

PurposeThis study aims to explore how customer-perceived quality is affected by innovation in traditional products in the bread, bakery and pastry industry. The study assesses whether innovating traditional products is an effective strategy, especially in traditional industries.Design/methodology/approachThis study followed a quantitative method of analysis. Data were gathered from a sample of 200 Italian bread consumers and analysed using a two-pronged correlation analysis, and two hypotheses were tested using Pearson’s correlation.FindingsThe results showed the negative relationship between customer-perceived quality and innovating traditional products in traditional industries embedded in closed contexts.Research limitations/implicationsThe study has several academic implications. First, by focusing on the traditional food industry, the study contributes to the theory by answering the call for research in this field; second, the findings contribute to the embeddedness construct and, third, to the studies of customer-perceived quality and to the literature on innovation.Practical implicationsThe findings are particularly interesting for entrepreneurs and consultants in traditional industries who make decisions on whether it is better to innovate or to remain anchored to tradition.Originality/valueThe present study clarifies the shadowy side of innovation in traditional industries, such as the bread, bakery and pastry industry, and it reveals how tradition plays a meaningful role in those sectors.

Dynamic model and simulation of open innovation in product development

ABSTRACT In order to meet the needs of customers and take advantage of the customer’s innovative resources, companies open up their design activities of products to customers. In contrast to the traditional product innovation, the primary characteristic of open innovation is the participation of a large number of autonomous individuals across organisational boundaries, and there is not a central authority. Hence, it is necessary to study the dynamic mechanism for obtaining a good decision. This paper first studies the evolution of individual interaction based on game theory and then studies the dynamic characteristics of large-scale interaction. According to the results of simulation, it is concluded that the opinions are convergent under various communication conditions, and he convergent velocity distribution of the product solution with payoffs as the independent variable is obtained. A case study is used to deeply understand the participant behaviour based on the game theory and verify the conclusion of dynamic analysis in this paper.

Sustainable and Traditional Product Innovation without Scale and Experience, but Only for KIBS!

This study analyzes the ideal strategic trajectory for sustainable and traditional product innovation. Using a sample of 74 Costa Rican high-performance businesses for 2016, we employ fuzzy set analysis (qualitative comparative analysis) to evaluate how the development of sustainable and traditional product innovation strategies is conditioned by the business’ learning capabilities and entrepreneurial orientation in knowledge-intensive (KIBS) and non-knowledge-intensive businesses. The results indicate two ideal strategic configurations of product innovation. The first strategic configuration to reach maximum product innovation requires the presence of KIBS firms that have both an entrepreneurial and learning orientation, while the second configuration is specific to non-KIBS firms with greater firm size and age along with entrepreneurial and learning orientation. KIBS firms are found to leverage the knowledge-based and customer orientations that characterize their business model in order to compensate for the shortage of important organizational characteristics—which we link to liabilities or smallness and newness—required to achieve optimal sustainable and traditional product innovation.

The evolution of service innovation research: a critical review and synthesis

The number of service innovation articles has increased dramatically in the past 25 years. By reviewing 128 articles published between 1986 and 2010, primarily in leading marketing and innovation journals, this study analyzes the progression of service innovation research according to topicality and perspective. The authors summarize prior research by clustering it into three evolutional phases and drawing parallels with the evolution of the wider services marketing field. Overall, the view of service innovation has evolved, from a complement of traditional product innovation to a multidimensional, all-encompassing notion that entails several functions, both within and outside the firm.

Run out of steam? Here's how to create a growth action plan

PurposeLooks at why traditional growth tactics have become less effective and why it is necessary to balance short term moves with new business building. Looks at understanding customer priorities.Design/methodology/approachOver the next year, this column will lay out a practical growth program for managers, balancing short‐term moves with new‐business building.FindingsGrowth moves fall along a spectrum of categories ranging from traditional product innovation to longer‐term strategies such as taking core capabilities to new markets. Managing new growth requires an active feedback loop of constantly monitoring the progress of each initiative.Practical implicationsProvides managers with guidelines for growth action plans.Originality/valueOf particular to strategic planners, CEOs, senior executives.