A dynamic innovation model for managing capabilities of continuous innovation

Shang, Shari S. C.; Wu, Se-Hwa; Yao, Chen-Yen

doi:10.1109/picmet.2008.4599661

Cited by 3 publications

(2 citation statements)

References 34 publications

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“…Hence, past technological innovation contributes to generating CTI, a process by which enterprises continuously implement new methods and ideas in upgrading products, internal processes, technologies, systems, and operations to create strategic flexibility in satisfying customers (Boer & Gertsen, 2003; Soosay, 2005). Thus, the concept of continuous innovation implies a continuous wave of innovations (Ireland et al, 2001) and stresses the significance of a continuous sequence of generating and applying innovative ideas throughout the life of the firm (Shang, Wu, & Yao, 2010).…”

Section: Theory Development and Hypothesesmentioning

confidence: 99%

Technological Innovation Inputs, Outputs, and Performance

Diéguez‐Soto

Lizano

Ramirez

2016

Family Business Review

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The aim of this research is to study the moderating role of family management in the relationships between the intensity of research and development and the occurrence of continuous technological innovation and between the existence of technological innovation outcomes and long-term firm performance. The results show that family management reduces efficiency in the conversion of research and development expenses into technological innovation outcomes over time. Our findings also suggest that the influence of family management significantly contributes to improving the effect of the achievement of technological innovation on long-term performance.

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Section: Theory Development and Hypothesesmentioning

confidence: 99%

Technological Innovation Inputs, Outputs, and Performance

Diéguez‐Soto

Lizano

Ramirez

2016

Family Business Review

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“…In a well-stabilized supply chain alliance, firms tend to focus on long-term rewards, trust each other, and form long-term commitments. If the degree of supply chain synergy is low, the synergy of information, technology, and capital among supply chain links is insufficient; much of the knowledge cannot be clearly expressed; and major breakthroughs in technological innovation [43], strategic consensus, and resource integration cannot be achieved, making the organization less flexible [44]. Some scholars describe supply chain flexibility as a continuous innovation capability [45].…”

Section: Supply Chain Synergymentioning

confidence: 99%

An Empirical Study on the Mechanism of Dynamic Capacity Formation in the Supply Chain

Zhu

Zhang

2022

Sustainability

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Supply chain dynamic capability is becoming an indispensable core competency for organizations. However, it is still unknown how dynamic capability functions during actual use. Based on this reason, this study compiles research on supply chain dynamic capability, proposes the formation mechanism of supply chain dynamic capability, and validates it using data from Chinese companies. The results of structural equation modeling based on a sample of 162 Chinese companies show that environmental turbulence profoundly affects supply chain dynamic capabilities through direct and indirect effects. The dimensions of supply chain synergy have an important mediating effect on the dynamic capability of supply chains. Supply chain flexibility and agility, as the external manifestation of supply chain dynamic capability, are not only influenced by environmental turbulence and supply chain synergy, but also, the supply chain flexibility affects the supply chain agility. Based on these results, the formation mechanism of supply chain dynamic capability was further proposed.

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Continuous Innovation: A Literature Review and Future Perspective

Lianto¹,

Dachyar²,

Soemardi³

2018

International Journal on Advanced Science, Engineering and Information Technology

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Continuous Innovation (CI) has become one of the hot topics in innovation management field. However, studies focusing on the comprehensive and detailed explanation of CI concept are still limited. This paper aims to elaborate on CI concept using three fundamental questions: WHAT (what is the definition of CI and what are the determining factors?), WHY (why do companies need CI?), and HOW (how can companies develop CI?). The purpose of this paper is also to contribute in giving an understanding that is more exhaustive on CI definition, the importance of CI for companies, necessary elements in determining CI capability, and various strategies for CI development. From this literature study, a new and more comprehensive definition of CI was found, which categorized the reason why the companies need the CI and identified essential elements in determining CI capability. In addition, the mapping process produced a description of the proportion of CI development strategy as follows: technology-based (11%), People based (15%), organizational & system based (32%), strategic-based (11%), knowledge-based (22%) and collaborative & connectivity based (9%). It can be observed that current CI development strategies still focus on organizational, system based approach, and most of them (81%) rely on the internal resources of the company. Future perspectives, in this digital and internet era, which provides connectivity and the shift of the concept of, own economy to sharing economy; companies will have big potentials to work on innovation collaboratively. CI concept development should consider open innovations instead of today's "do-it-yourself" mentality (closed innovation).

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A dynamic innovation model for managing capabilities of continuous innovation

Cited by 3 publications

References 34 publications

Technological Innovation Inputs, Outputs, and Performance

Technological Innovation Inputs, Outputs, and Performance

An Empirical Study on the Mechanism of Dynamic Capacity Formation in the Supply Chain

Continuous Innovation: A Literature Review and Future Perspective

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