Innovation capability in Australian manufacturing organisations: an exploratory study

Abstract

This paper reports on the results of a comparative case study of innovation capability in Australian manufacturing companies. Following a review of the salient literature in the field, six case studies were undertaken with organisations having a degree of variance across company size, ownership type and industry sector. All the cases reflected a history of successful innovation and the managers were interviewed about the attributes of innovation and the ways in which sustained innovation was manifested in their organisations. Based on the interview data, a model of innovation capability was developed with a view to identifying attributes common to systematic and sustained innovation. These companies derived competitive advantage from differentiation through their innovation. The implications of the model for manufacturing organisations in general, and their managers in particular, are subsequently discussed.

Empirical Studies on Innovation Performance in the Manufacturing and Service Sectors Since 1995: A Systematic Review

“…It is a process of creating, diffusing, and transforming ideas to generate new or improved products, services, processes, strategies or organisational capabilities (Samson & Gloet, 2014). It is a process of creating, diffusing, and transforming ideas to generate new or improved products, services, processes, strategies or organisational capabilities (Samson & Gloet, 2014).…”

A Inovação como Fonte para Vantagem Competitiva nas Organizações: Uma Revisão Sistemática da Literatura

“…No entanto, a inovação de sucesso requer um elemento de risco e as organizações inovadoras demonstraram um apetite para o risco desde que consumido dentro de limites cuidadosamente gerenciados. Aceitar o risco também significa uma tolerância para algumas falhas, juntamente com sucessos (SAMSON; GLOET, 2014).…”

“…Esta relação entre inovação e vantagem competitiva é discutida por vários autores (CARVALHO; SILVA; PÓVOA; DE CARVALHO, 2015;CASTRO;DESENDER, 2010;STAL, 2010;SAMSON;GLOET, 2014). Dentre eles destaca-se as considerações de Porter (1991), que para o alcance da vantagem competitiva é necessário que as empresas façam escolhas diferentes de seus concorrentes, de forma a gerar uma oferta diferenciada.…”

An empirical research on management innovation of high-technology manufacturers

“…Fu and Du 18 also proposed the evaluation system of management innovation capability built up by systematic mechanism, scientific method, and enterprise culture after the literature researched, interview of experts, and managers of enterprise. 19,20 Based on previous literature review, this study adopted the comprehensive point of view according to innovation theory of Schumpeter and general equilibrium theory to compartmentalize management innovation capability into three elements, including the organization of management innovation, resources of innovation management, and investment of management innovation, and established 14 indicators. The evaluation system of management innovation capability for a manufacturing enterprise is proposed in this study, including the entrepreneurs' innovation and forward-looking initiative, corporate values, organization system, training mechanism, supervision mechanism, the quality of staff, organization and coordination ability, comprehension of information management, coherence of the employees, desire of innovation, the atmosphere of learning, funding compensation system of R&D, and incentive system for innovation.…”

“…The evaluation system of management innovation capability for a manufacturing enterprise is proposed in this study, including the entrepreneurs' innovation and forward-looking initiative, corporate values, organization system, training mechanism, supervision mechanism, the quality of staff, organization and coordination ability, comprehension of information management, coherence of the employees, desire of innovation, the atmosphere of learning, funding compensation system of R&D, and incentive system for innovation. The definition of 14 factors is as follows: 19,20 1. The organization of management innovation (a) Entrepreneurs' innovative and forwardlooking initiative: the leader's insight into the market and product and the firm execution of innovation idea reflect the entrepreneur's style and leadership; (b) Corporate values: corporate values are the agreement of members in enterprise of specific event or behaviors which lead directions for the employees; (c) Organization system: including the organization regulations, procedures, standards, and so on; (d) Training system: including the goal of enterprise, organizational culture, employees' job responsibilities, and the regulations; (e) Supervision mechanism: fairness, development, and humanity are the characteristics of supervision mechanism for management innovation; 2.…”