Innovation management measurement: A review

Abstract

Measurement of the process of innovation is critical for both practitioners and academics, yet the literature is characterized by a diversity of approaches, prescriptions and practices that can be confusing and contradictory. Conceptualized as a process, innovation measurement lends itself to disaggregation into a series of separate studies. The consequence of this is the absence of a holistic framework covering the range of activities required to turn ideas into useful and marketable products. We attempt to address this gap by reviewing the literature pertaining to the measurement of innovation management at the level of the firm. Drawing on a wide body of literature, we first develop a synthesized framework of the innovation management process consisting of seven categories: inputs management, knowledge management, innovation strategy, organizational culture and structure, portfolio management, project management and commercialization. Second, we populate each category of the framework with factors empirically demonstrated to be significant in the innovation process, and illustrative measures to map the territory of innovation management measurement. The review makes two important contributions. First, it takes the difficult step of incorporating a vastly diverse literature into a single framework. Second, it provides a framework against which managers can evaluate their own innovation activity, explore the extent to which their organization is nominally innovative or whether or not innovation is embedded throughout their organization, and identify areas for improvement.

Performance Perspectives for Small and Medium Enterprises in Cameroon: Innovation and ICTs

“…Although many authors have tried to measure the performance of the companies, they do not all use the same measuring instruments. Some (Gauzente, 2011;Adams et al, 2006) use accounting indicators of the company calculated using the operating accounts or balance sheet of the company, and associate it to its economic and financial performance. Here, we find amongst others: the value added, growth of sales turnover (CA), production, the gross operating surplus, the gross operating income and the net profit.…”

O Papel Do Balanced Scorecard Na Gestão Da Inovação

“…Nesse sentido, desenvolver, manter e aperfeiçoar os conhecimentos referentes ao processo de inovação corresponde a elementos relevantes para todo o processo (Adams, Bessant, & Phelps, 2006). Sem essa dimensão, a manutenção da inovação deixaria de ser verificada.…”

“…Dessa maneira, encontrar o adequado equilíbrio entre controle e liberdade de ação não é uma tarefa fácil quando se pretende otimizar recursos disponíveis (Mundy, 2010 Percepção de sucesso da inovação É esperado que o sucesso da inovação tenha reflexo no resultado financeiro (Brito, Brito, & Morganti, 2009). Apesar de as organizações desejarem maneiras de avaliar o sucesso da inovação que sejam quantitativas e rápidas (Adams, Bessant, & Phelps, 2006), em virtude da complexidade, será utilizada uma abordagem qualitativa e comparativa com competidores (Lester & Parnell, 2008;Lester, Parnell, & Carraher, 2003;Lindow, Stubner, & Wulf, 2010).…”

Innovation Opportunities from e-Government Readiness Benchmark

“…To measure the extent to which the United Nations e-government surveys and indexes assess e-governance as an innovation in the public sector, a framework with seven constructs and nineteen sub-constructs, as proposed by the Innovation Management Measurement Framework (IMMF) (Adams, Bessant, & Phelps, 2006) and a conceptual content analysis (Potnis, 2010) in which the categories represent innovative management concepts are used to analyze surveys reports from United Nations e-government Survey.…”