Ranking the indicators of open innovation adoption based on NPD factors

Shahin, Arash; Mahdian, Elham

doi:10.1504/ijbir.2020.107969

Cited by 8 publications

(8 citation statements)

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“…Radical innovation requires resources and capabilities beyond the existing resources and capabilities of the NPD process (Sheng and Chien, 2016). Development teams frequently encounter unexpected situations, from identifying unmet needs to proposing novel benefits for customers (Shahin and Mahdian, 2020). As a result, unique resources and capabilities such as technology, skills and knowledge are necessary (Shahin et al, 2017a, b).…”

Section: Theoretical Foundationsmentioning

confidence: 99%

“…Unfortunately, in a fiercely competitive and unsettled environment, the success rate of product innovation is low and has actually been slightly decreasing (Castellion and Markham, 2013). Organizations are thus forced to compete and endlessly adapt to effectively respond to the unpredictable needs of customers by providing superior product value (Bolwijn and Kumpe, 1990; Hajli et al , 2020; Shahin and Mahdian, 2020) and increasing their rates of innovation success (Oliveira, 2017).…”

Section: Introductionmentioning

confidence: 99%

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Cultivating product innovation performance through creativity: the impact of organizational agility and flexibility under technological turbulence

Puriwat

Hoonsopon

2021

JMTM

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PurposeThis study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation). Additionally, the moderating effect of technological turbulence on the relationship between the two types of organization is examined.Design/methodology/approachBased on gaps in the existing literature, the survey data are collected from managers who are in charge of developing new products in three industries: food and beverage, chemical and machinery (N = 431). Confirmatory factory analysis is used to verify measurement items and regression analysis is used to test hypotheses.FindingsThe results show that organizational agility increases performance in radical innovation both in a certain situation and an environment with technological turbulence. In contrast, the impact of organizational flexibility is limited to increasing performance in both radical and incremental innovation performance in a certain situation.Originality/valueOur study extends the knowledge of organizational agility and flexibility in the domain of product innovation. Adaptation of organization to respond the technological turbulence will stimulate creativity of new product development teams to produce new useful ideas and transform these ideas to product innovation. The different types of organizing a new product development team to handle technological turbulence will provide different results in product innovation performance. In addition, the findings provide a recommendation on how the organization of a new product development team can improve performance in each type of product innovation under technological turbulence.

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Section: Theoretical Foundationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Cultivating product innovation performance through creativity: the impact of organizational agility and flexibility under technological turbulence

Puriwat

Hoonsopon

2021

JMTM

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“…Customer integration and external relations suggest that knowledge should be stored and managed during the innovation process (Storey et al, 2016). The strategic stimulus to use external knowledge and advanced technologies is defined as "open innovation" (OI), leading to cost and risk reduction due to innovation and greater compliance of products and services with customer needs (Shahin and Mahdian, 2020). Innovation strategy was identified as a distinct strategic orientation of the firm (Storey et al, 2016).…”

Section: Innovation Process In Knowledge-intensive Services With Diff...mentioning

confidence: 99%

“…Innovation is among one of the core topics studied by researchers. It is a result-oriented activity (Prihadyanti, 2019), leading to ideas' transformation into new or improved products (Shahin and Mahdian, 2020). A firm that "has no creativity and innovation vanishes during the time" (Shahin and Mahdian, 2020, p. 409).…”

Section: Introductionmentioning

confidence: 99%

Driving forces behind service innovation in knowledge-intensive services with different knowledge bases

Krupskaya

2024

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Purpose The purpose of this paper is to identify and describe the influence of the knowledge base (KB) of the company on driving forces of innovation processes in knowledge-intensive services (KIS) and to compare the level of innovativeness of the final services. Design/methodology/approach The paper investigates through qualitative research 11 KIS organisations with different KB. Findings The research results identified and described the influence of the KB on driving forces of innovations processes and its results in companies with four newly identified KBs (analytical, synthetic, symbolic and compliance). Research limitations/implications Further research, based on a larger number of companies, is needed to confirm the results of this research and to complement the effect of the KB on driving forces of innovation. Practical implications This research can help organisations understand how to develop strategic plans and new ideas for innovative services depending on the KB of the organisation. Social implications The description of successful innovation processes and results in several leading companies presented in the study may help other companies in identifying knowledge-integration practices to improve performance and innovation processes that support multiplicity, productivity and creativity. Originality/value The study systemised the sources of new ideas for innovation in companies with different KB, several driving forces of innovation were identified and how these forces are affected by each KB; lastly, innovation results were compared in companies with different KB.

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“…An attribute of an agile employee is also generativity, which means activity, initiative, and continuous learning of employees through experiences acquired in the course of work (Sahota, 2012;Shahin, Nikjoot, Nilipour, 2011). In turn, intelligence helps to respond quickly to customer needs and changing market conditions (Dyer, Shafer, 2003;Heer, 2012;Rigby, Elk, Berez, 2020).…”

Section: Attributes Of Agile Employeesmentioning

confidence: 99%

Untitled

2023

SPSUTOM

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The aim of this article is to identify attributes related to the quality of the hospitalization process, categorized from absolutely necessary to those whose presence does not significantly impact this quality (according to the Kano methodology). The identified attributes also simultaneously contribute to shaping patient satisfaction. The primary objective of this article is to indicate at what level in the satisfaction assessment factors determine the quality of the hospitalization process and to what extent they align with the expectations of hospitalized patients. Design/methodology/approach: The literature review will focus on identifying factors determining the quality of the hospitalization process. The empirical part of the article will revolve around classifying these attributes according to the Kano methodology through survey research. The next stage of the research process will involve assessing the satisfaction of hospitalized patients in areas corresponding to the Kano attributes -through survey researchand identifying discrepancies between expectations and satisfaction levels. Findings: Among the attributes that particularly determine the attractiveness of a hospital unit are those related to reducing time. Shortening the admission time to the ward, waiting for discharge, and the time it takes to conduct prescribed tests are emphasized. Additionally, the importance of adhering to the treatment stages according to the planned schedule is highlighted. Therefore, it is recommended as a priority to simplify procedures for both admission to the ward and discharge, as well as to strictly adhere to the treatment schedule while optimizing it to reduce the waiting time for prescribed tests during hospitalization.Research limitations/implications: The article presents the results of literature research, which can be complemented in further studies on this topic. One limitation of the research is the relatively narrow group of patients who completed the satisfaction assessment survey, both in terms of the number of patients, geographical area, and the number of hospital facilities. Additionally, the study only presented attributes related to the organization and the quality of the hospitalization process, without delving into broader topics related to personnel or material conditions, which likely also influence the level of patient satisfaction. These limitations point towards directions for future research. Practical implications: The results of the conducted research can have practical applications in the business field. Satisfaction assessment surveys completed by hospitalized patients from various hospitals will identify areas where patient satisfaction is the lowest. Consequently, 10 N. Baskiewicz, M. Daroń, A. Pachura, A. Sanojca they can serve as a basis for developing guidelines for efforts aimed at improving the quality of the hospitalization process. Additionally, the Kano methodology will indicate which attributes that determine the quality of the hospitalization process are most significant to pati...

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Ranking the indicators of open innovation adoption based on NPD factors

Cited by 8 publications

References 0 publications

Cultivating product innovation performance through creativity: the impact of organizational agility and flexibility under technological turbulence

Cultivating product innovation performance through creativity: the impact of organizational agility and flexibility under technological turbulence

Driving forces behind service innovation in knowledge-intensive services with different knowledge bases

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