| 1. |
- Altmann, Peter, 1985, et al.
(författare)
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Frugal Innovation and Knowledge Transferability
- 2016
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Ingår i: Research Technology Management. - Philadelphia, PA : Informa UK Limited. - 0895-6308 .- 1930-0166. ; 59:1, s. 48-55
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Tidskriftsartikel (refereegranskat)abstract
- OVERVIEW: Western firms are generally advised to rely on emerging market partners when attempting to develop frugal innovations for these developing markets. Underlying such advice is the idea that the requirements of emerging market consumers may not be familiar to Western firms and local developers will better understand local needs. We propose an alternative approach for high-tech firms-one that relies on home-based breakthrough R&D focused on emerging market needs. Three frugal innovation projects at a Swedish medical devices manufacturer serve to illustrate both how home-based breakthrough R&D can help managers reconceptualize their core products and the contextual factors favoring such an approach.
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| 2. |
- Altmann, Peter, et al.
(författare)
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Managing Emerging (Mis)Alignments in Data-Driven Servitization
- 2019
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Ingår i: Research technology management. - : Taylor and Francis Inc.. - 0895-6308 .- 1930-0166. ; 62:4, s. 37-45
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Tidskriftsartikel (refereegranskat)abstract
- Overview: Manufacturers moving to service-based business models are generally advised to provide total-care solutions to their customers in order to boost profits and strengthen customer relationships. To reduce the risks associated with such services, service providers often rely on remote monitoring technologies to access data on their products’ health and usage. Our study reveals a tension between the technical development of complex products capable of remote monitoring and the business logic required to commercialize this potential. Specifically, we show that the collaborative value co-creation context within which these products are typically developed requires managers to seek alignment in technical specifications and value co-creation logics simultaneously. However, technical alignment is contingent on factors that can lead to business logic misalignments.
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| 3. |
- Artusi, Federico, 1992-, et al.
(författare)
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Embedding Values into Digital Artifacts : The Case of App Development in the Energy Sector The shift in focus from physical products to digital artifacts requires that designers understand and create new ways to embody values and experiences in the user experience.
- 2022
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Ingår i: Research technology management. - : Routledge. - 0895-6308 .- 1930-0166. ; 65:2, s. 18-28
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Tidskriftsartikel (refereegranskat)abstract
- The shift toward digital offerings poses challenges for companies that are adapting their development process from creating physical products to new digital artifacts. The ways in which companies design physical products and their interaction with customers is not effective in the digital domain. This article outlines how Sorgenia, a fast-growing utility company in Italy, conceptualized and designed the mobile app its consumers use to access its services. The classical dimensions of the user experience (aesthetic, emotional, and symbolic) need to be layered and coordinated throughout the customer’s interaction with the app to make the underlying values emerge progressively. In doing so, customers can be guided to comprehend a digital artifact fully, overcoming the interpretive barriers caused by the lack of physicality.
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| 4. |
- Axelson, Mattias, et al.
(författare)
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The Role of Timing in the Business Model Evolution of Spinoffs: The Case of C3 Technologies
- 2019
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Ingår i: Research Technology Management. - : Taylor & Francis (Routledge): SSH Titles. - 0895-6308 .- 1930-0166. ; 62:4, s. 19-26
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Tidskriftsartikel (refereegranskat)abstract
- Overview: The view of time that dominates conventional management thinking, including the Lean Startup movement’s “fail fast and pivot” approach, often leads to failure in the business model evolution of new ventures spinning off from established firms. Timing is critical for spinoffs because it is a key element of the balance between minimizing risk and maximizing opportunity. In the literature on business model evolution and lean startups, however, the issue of timing is given limited consideration. To address this issue, we present and analyze the role of timing in the business model evolution of C3 Technologies, a spinoff from Saab. The results offer insight regarding the use of managed timing to allow evolutionary processes to let the right moment present itself—and enable the organization to move quickly to seize the moment. This approach allows managers to control the evolutionary process despite the high uncertainty associated with exploring new business models.
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| 5. |
- Björk, Jennie, Docent, 1982-, et al.
(författare)
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Measuring Innovation Effectively-Nine Critical Lessons : Companies looking to improve how they measure innovation can use nine critical lessons organized according to the themes of strategy, organization, and measurement design.
- 2023
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Ingår i: Research technology management. - : Taylor & Francis. - 0895-6308 .- 1930-0166. ; 66:2, s. 17-27
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Tidskriftsartikel (refereegranskat)abstract
- Overview: Few companies and organizations remain innovative for long periods of time, and despite high ambitions, many innovation initiatives fail to yield the desired results. Identifying how best to measure the effectiveness of innovation initiatives is key to ensuring that those efforts actually help an organization achieve its overall goals. This article offers organizations and their leaders practical advice for measuring innovation effectively. Specifically, it defines innovation measurement and its importance in precise terms and summarizes six years of our research on innovation measurement in multiple firms and industries. We articulate nine critical lessons for improving innovation measurement in real-world practice clustered into three overarching themes: Strategy, Organization, and Measurement Design. Each of the nine lessons elucidates a problem, identifies potential consequences, and proposes concrete solutions that organizations can implement as they strive to better measure and, ultimately, improve their innovation management initiatives.
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| 6. |
- Cecchi, Michele Angelo, et al.
(författare)
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How COVID-19 Impacted The Tacit Knowledge and Social Interaction of Global NPD Project Teams The complexity framework offers managers an effective way to analyze problems and to generate solutions to manage tacit knowledge and social interaction in dispersed global NPD project teams.
- 2022
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Ingår i: Research Technology Management. - : Taylor & Francis (Routledge): SSH Titles. - 1930-0166 .- 0895-6308. ; 65:2, s. 41-52
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Tidskriftsartikel (refereegranskat)abstract
- Overview: Multinational, technology-intensive companies routinely use globally distributed R&D teams, but COVID-19 represented an additional challenge. Lockdowns and home-office working severely limit human interaction and can impact the communication, social interaction, and knowledge sharing critical to successful R&D. Our study investigated how COVID-19 affected R&D processes at three global companies, using a project complexity perspective. Although R&D managers responsible for global projects are accustomed to the challenges of managing communications, the fact that teams were forced into home-office working made new product development more difficult in several ways. Ensuring that technical details are understood by all members of dispersed teams is crucial. Of particular note, and central to our findings, is the emphasis that R&D managers placed on maintaining a high level of social interaction in their teams, and special efforts were needed to keep interactions at a sufficient level to foster the generation and transfer of tacit knowledge. The findings have strong implications for the way that R&D project management is likely to be conducted in a post-COVID-19 world, and we demonstrate how the complexity framework we used can benefit managers in navigating this and other challenges.
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| 7. |
- Chirumalla, Koteshwar
(författare)
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Managing Knowledge for Product-Service System Innovation : The Role of Web 2.0 Technologies
- 2013
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Ingår i: Research technology management. - United States : Industrial Research Institute, Inc.. - 0895-6308 .- 1930-0166. ; 56:2, s. 45-53
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Tidskriftsartikel (refereegranskat)abstract
- In the emerging service economy, many traditional product manufacturing companies are seeking innovative ways to do business, focusing on product-service combinations. Development of these offerings requires the integration of a wider span of expertise from several companies, which poses new challenges in the way knowledge is captured and managed. On the basis of a case study from an aerospace supply chain, this paper first identifies the limitations of current knowledge-management systems in such a setting and then discusses the role of Web 2.0 technologies in managing knowl-edge across the knowledge life cycle. Web 2.0 technologies have potential to lower barriers to leveraging informal and unstructured knowledge, contextualized information, networks of connections, and collective creation and maintenance of knowledge assets, which could complement current knowledge-management systems in multicompany product development efforts.
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| 8. |
- Dell'Era, C, et al.
(författare)
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Designing an Omni-Experience to Save Retailing : Lessons from an Italian Book Retailer
- 2020
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Ingår i: Research Technology Management. - : Taylor & Francis (Routledge): SSH Titles. - 0895-6308 .- 1930-0166. ; 63:3, s. 24-32
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Tidskriftsartikel (refereegranskat)abstract
- Overview: Online-based retailers have made competing in the physical retail industry increasingly challenging. Building strong experiences to differentiate from the online-based players is key to survival. Brands can leverage different forms of engagement, such as sensorial or cognitive ones, to support their customer experience. "Read, Eat, Dream" (RED), a new concept by LaFeltrinelli, the major Italian bookseller, is an example of how to create an "omni-experience" by leveraging customers' lifestyles. This article outlines how LaFeltrinelli conceptualized and implemented the RED concept and presents four key design elements central to creating an omni-experience. By creating an omni-experience, retailers can transform from fulfillment centers to spaces where customers can engage, which in turn increases the length of their visit and occasions for purchase. An omni-experience also establishes the retail store as a reference point for some customers' specific activities.
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| 9. |
- Goffin, Keith, et al.
(författare)
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Countering Commoditization Through Innovation Challenges for European B2B Companies: B2B companies can use a Commoditization-Innovativeness Matrix to identify actions to counteract the pervasive threat of commoditization that exists in many B2B markets.
- 2021
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Ingår i: Research Technology Management. - : Taylor & Francis (Routledge): SSH Titles. - 1930-0166 .- 0895-6308. ; 64:4, s. 20-28
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Tidskriftsartikel (refereegranskat)abstract
- Overview: B2B companies are an important part of the global economy, and traditionally they have relied on technological capabilities to compete. Currently, the B2B sector is under increasing pressure, as many B2B companies no longer have a technological advantage, and they also face commoditization. Companies see innovation as a way to compete against these challenges. Although product and process innovation are important in B2B markets, companies need other forms of innovation such as service and business model innovation to create a differentiated offering. B2B managers’ views on the value of market research vary widely, and many are unaware that sophisticated techniques such as ethnography can effectively identify B2B customer needs. Our Commoditization-Innovativeness Matrix is a diagnosis tool that enables B2B companies to identify actions that can counter commoditization. © 2021 The Author(s). Published with license by TaylorXX1Francis Group, LLC.
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| 10. |
- Granstrand, Ove, 1944, et al.
(författare)
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The challenge of closing open innovation: the intellectual property disassembly problem
- 2014
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Ingår i: Research-Technology Management. - 0895-6308 .- 1930-0166. ; 57:5, s. 19-25
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Tidskriftsartikel (refereegranskat)abstract
- This article addresses one of the many unexplored challenges associated with closing open innovation—the intellectual property (IP) disassembly problem. This is the problem of disentangling and allocating IP rights at the closing or termination of an open innovation project or at the exit of one or more of the vital participants. IP disassembly problems may be mitigated (but not eliminated) through contingent contractual provisions at the IP assembly stage. Moreover, provisions can be made at both the assembly and disassembly stages to prepare for and benefit from subsequent IP reassembly in a sequence of project generations over time. An overriding implication is that IP management addressing both IP assembly and disassembly problems is necessary (although not sufficient) for effective governance of open innovation.
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