Identify Your Innovation Enablers and Inhibitors

Balsano, Thomas J.; Goodrich, Nina; Lee, Richard K.; Miley, J.W.; Morse, Terri F.; Roberts, David A.

doi:10.1080/08956308.2008.11657534

Cited by 18 publications

(14 citation statements)

References 7 publications

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“…Innovation plays a vital role in today's rapidlychanging business environment (Von, 2007(Von, , 2005. Nowadays, most of the literatures support that innovation means "rewiring organizations for creativity and growth" (Balsano et al, 2008;McGregor, 2006). Manufacturing Sector is the main engine of economic growth and wealth creator for a country; it creates a sustainable economic, encourages investments, creates jobs and builds the nation.…”

Section: Introductionmentioning

confidence: 98%

Enablers for Competitiveness of Indian Manufacturing Sector: An ISM-Fuzzy MICMAC Analysis

Dewangan

Agrawal

Sharma

2015

Procedia - Social and Behavioral Sciences

100

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Now a days global competitive scenario plays a critical role in success of Indian manufacturing sector. The present study argues that innovation can play a very important role in providing this competitiveness of Indian manufacturing sector. The study identifies 11 enablers for promotion of innovation in the Indian manufacturing sector. Based on the rigorous literature review 11 major innovation enablers (IEs) are obtained. The Delphi technique is applied as a potentially valuable tool for the grouping these enablers. The study, analyse the impact of innovation enablers (IEs) to enhance the manufacturing competitiveness and categories into three phases firstly, identification of innovation enablers, secondly, qualitative analysis of enablers and final quantitative analysis of the innovation enablers. The research theme has been categories into three segments, i.e. identifying the enablers from the literature, conduct interviews with directors of different departments and analysis of the manufacturing industries. The study involves 100 manufacturing companies across India and the data is gathered using a 5-point Likert scale. Interpretive Structural Modeling (ISM) has been used to analyse the relationships among these enablers as well as fuzzy MICMAC (Matriced' Impacts Croise´s Multiplication Applique´e a UN Classement) analysis used to find out driving and the dependence power of enablers. To identify the driving and the dependence power of various IEs the final outcomes of ISM are used as input to the fuzzy MICMAC analysis. This analysis serves to identify which (IEs) is performing as the most leading one to raise the competitiveness of manufacturing industries. This study plays a vital role to enhance the competitiveness of manufacturing industries in India.

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Section: Introductionmentioning

confidence: 98%

Enablers for Competitiveness of Indian Manufacturing Sector: An ISM-Fuzzy MICMAC Analysis

Dewangan

Agrawal

Sharma

2015

Procedia - Social and Behavioral Sciences

100

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“…This context has been the attention of focus with the literature on innovation because the pharmaceutical industry, possibly more than any other, depends on innovation for success: ‘The key to long‐term growth has to be R&D pipeline success’ (McNamara, , p. 25). Within extant literature researchers have used case studies of firms from the pharmaceutical industry to gauge cultural enablers supporting innovation (Balsano et al., ), and to divide the new product innovation process into two distinct phases of early and late‐stage development (Bonabeau et al., ). Within the pharma industry, decisions often need to be made based on insufficient data and with a high degree of uncertainty, acute time pressure, in an environment where decisions are costly (clinical trials, etc.)…”

Section: Methodsmentioning

confidence: 99%

Innovating the innovation process: an organisational experiment in global pharma pursuing radical innovation

Robbins

O’Gorman

2014

R & D Management

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The challenge of managing the fuzzy front end of the innovation process is particularly acute for large, multi-brand, research and development (R&D)-intensive firms. Poor performance at generating radical innovations has resulted in many large organisations seeking to innovate how they organise for innovation. This paper presents an inductive, longitudinal study of an organisational experiment that sought to get 'game-changing, radical ideas' into the new product development funnel of a top three pharma. The immediate outcomes of a team-based internal innovation tournament included 33 new product ideas, 14 of which were radical. The medium term outcome of the experiment was a reorganisation of how the firm now pursues radical innovation activities. We link these outcomes to team leadership, contrasting innovation processes, including decisions about how to incorporate the 'voice of the consumer'. The inductive, longitudinal study suggests causal interconnections between innovation team leadership, innovation team processes, and innovation outcomes.

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“…From an organizational perspective seven enablers were identified, i.e. collaboration (Aagard & Gertsen, 2011;López-Fernández and Serrano-Bedina, 2011;Ross et al, 2012;West et al, 2004;Yu, 2010, culture (Aagard & Gertsen, 2011Balsamo et. al., 2008;Denti and Hemlin, 2012;Smith et al, 2008;Yu, 2010, education (Aagard & Gertsen, 2011West et al, 2004;Yu, 2010), knowledge (Aagard & Gertsen, 2011;López-Fernández and Serrano-Bedina, 2011;Ross et al, 2012), management (Aagard & Gertsen, 2011;Denti and Hemlin, 2012;Gambatese and Hallowell (2011); López-Fernández and Serrano-Bedina, 2011;Smith et al, 2008), strategy Aagard & Gertsen, 2011, Manley, 2006Smith et al, 2008) and structure (Denti and Hemlin, 2012;Gambatese and Hallowell (2011); López-Fernández and Serrano-Bedina, 2011;Smith et al, 2008;Yu, 2010).…”

Section: Previous Knowledge On Innovation Enablersmentioning

confidence: 99%

Innovation Enablers for Innovation Teams - A Review

Johnsson

2017

jim

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This review consolidates research on innovation enablers for innovation teams, defined within this research as factors that enable a cross-functional team within an organization to conduct innovation work, to provide a deeper understanding of what factors enable innovation teams to conduct innovation work, which means that this research involves three areas to provide a holistic picture: the organizational context, the team itself, and the individuals within the innovation team. A systematic database search was conducted in which 208 relevant articles were identified and analyzed thematically way. Twenty innovation enablers related to innovation teams were identified: awareness, capabilities, climate, collaboration, culture, dedication, economy, education, empowerment, entre- / intrapreneurship, human resources, incentives, knowledge, knowledge management, management, mind-set, need, processes, strategy, and time. This review contributes to prior research a deeper understanding of what key factors enable innovative work for innovation teams. Suggestions of both academic and practical use for the identified innovation enablers are included in this review, and direction for future research is suggested.

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Identify Your Innovation Enablers and Inhibitors

Cited by 18 publications

References 7 publications

Enablers for Competitiveness of Indian Manufacturing Sector: An ISM-Fuzzy MICMAC Analysis

Enablers for Competitiveness of Indian Manufacturing Sector: An ISM-Fuzzy MICMAC Analysis

Innovating the innovation process: an organisational experiment in global pharma pursuing radical innovation

Innovation Enablers for Innovation Teams - A Review

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