A framework approach to measure innovation maturity

Narayana, M.G.P.L.

doi:10.1109/iemc.2005.1559252

Cited by 10 publications

(6 citation statements)

References 1 publication

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…A sample of maturity models corresponding with Type-4 projects reveals inconsistencies in themselves. One "maturity framework" offered by Narayana (2005) to measure innovation maturity is unclear on the principle of "repeatability." It emphasizes that innovation is a process, not a single event and open to manipulated influences, which might explain why "definability" is only suggested as a second level (called "recognized" in the model).…”

Section: Project Management Maturitymentioning

confidence: 99%

Extending the concept and modularization of project management maturity with adaptable, human and customer factors

Pasian

2014

International Journal of Managing Projects in Business

View full text Add to dashboard Cite

Purpose – The conceptual and modularization of project management maturity models is based on the principle of process control. This research was designed to challenge these boundaries to reveal non-process factors. The paper aims to discuss these issues. Design/methodology/approach – A multimethod research design was used with a “qual⇒Qual” sequence. This is a development in MM design theory, with its reliance on an initial qualitative stage that, despite being first, is insufficient to collecting sufficient data to answer the research question. A second stage, involving a more dominant qualitative, is necessary. Findings – Multiple non-process factors are attributed to a mature project management capability responsible for undefined projects. They include “human factors” such as trust, attitude, motivation and attitude, along with increased customer involvement and a more adaptable organizational environment. Research limitations/implications – The challenge put forward in this research was for project management maturity theorists to recognize the possibility of finding maturity in a project management capability responsible for undefined projects. This challenge has been met. The focus can now turn to other environments where other project types (undefined or not) are also being managed using processes (and/or practices) that are not necessarily definable, repeatable, predictable and unique to that setting. Originality/value – An adaptable model has been created that contains multiple factors that can be used in their current relationships or changed to accommodate multiple project and project management scenarios. Further work will create weights for each factor that will further specify the relative value of each, thereby enhancing the adaptable nature of the model.

show abstract

Section: Project Management Maturitymentioning

confidence: 99%

Extending the concept and modularization of project management maturity with adaptable, human and customer factors

Pasian

2014

International Journal of Managing Projects in Business

View full text Add to dashboard Cite

show abstract

“…Business innovation is seen as an evolutionary, non-linear, complex, and dynamic process that requires great levels of integration both intra-and inter-organizational. This concept assumes that innovation is influenced and stimulated by multiple actors, who interact with each other, and sources of information, both inside and outside the company [23]. Interactivity plays a central role in promoting a company's innovative capacity, involving both internal collaboration between departments of an organization (R&D, production, marketing, distribution, etc.…”

Section: Business Innovation and Innovative Capacitymentioning

confidence: 99%

How Innovative are Companies? Exploring a new approach to characterize the innovation level

2022

Proceedings of WCSE 2022 Spring Event: 2022 9th International Conference on Industrial Engineering and Applications

View full text Add to dashboard Cite

This study aims to develop an innovative method that allows classifying and characterizing the degree of innovation in companies. As part of this investigation, a new methodology was developed to allow for characterizing and quantifying the innovation effort of a company without the need for its feedback through surveys or questionnaires. To such end, relevant data of 571 companies available on two official databases were analyzed and discussed. As a result, an innovative framework was presented based on a dedicated set of indicators, and an empirical parameter was derived to characterize and quantify the Innovation Level of companies.

show abstract

“…For example, Jalles (2010) examines alternative variables such as technological progress (using patents and a Intellectual Property Rights Index) to explain different growth rates of income. In addition, Narayana (2005) suggests the need to measures innovation using a CMM to determine whether to take a particular strategic route and whether organizations need to learn of the innovation management process. Figure 1 We also include the need to benchmark each phase to measure the capability maturity as a solution matures through each stage.…”

Section: Disciplined Innovationmentioning

confidence: 99%

A Disciplined Innovation Approach to Health Technology Solutions

Carroll

Richardson

2017

Proceedings of the 10th International Joint Conference on Biomedical Engineering Systems and Technologies

View full text Add to dashboard Cite

Despite the potential of innovation-driven healthcare technology services to increase the quality, accessibility and quality of care, the realization and success of such promise has yet to be achieved. This prompted us to explore the barriers towards success for healthcare software companies and examine what frameworks are employed across industry to support their growth in the digital healthcare market. As part of a three-phase study, this article reports on the first phase -to synthesize the literature on the readiness factors for healthcare technology companies. The findings of this research will guide our second phase of this research in surveying industry healthcare software companies. In so doing, we can establish readiness factors for healthcare software companies with a view to offering a more structured and disciplined approach to healthcare innovation.

show abstract

A framework approach to measure innovation maturity

Cited by 10 publications

References 1 publication

Extending the concept and modularization of project management maturity with adaptable, human and customer factors

Extending the concept and modularization of project management maturity with adaptable, human and customer factors

How Innovative are Companies? Exploring a new approach to characterize the innovation level

A Disciplined Innovation Approach to Health Technology Solutions

Contact Info

Product

Resources

About