Toward Strategically Aligned Innovative Capability: A QFD-Based Approach

Kumar, Kiran; Thampi, P. Prasannavadanan; Jyotishi, Amalendu; Bishu, R.c

doi:10.1080/10686967.2013.11918363

Cited by 4 publications

(3 citation statements)

References 5 publications

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“…Software industry emphasizes the elements of "what to innovate", more than the elements of "how to innovate" [2]. A study of software firms in India by Kumar et al [28] proposes a framework to assess innovative capability of a business unit in relation to its strategic innovation priorities. They found that innovative organizations significantly differed from less innovative ones in strategic and ideation capabilities, but not in implementation and commercialization capabilities, a finding similar to that of Akman and Yilmaz [2].…”

Section: Theoretical Build-upmentioning

confidence: 99%

“…In the Indian software industry, where quality systems like ISO and CMM have created standardized, efficient and process-driven production environments, strategic capacity makes the difference between innovative and non-innovative firms [28]. While strategic capacity creates several innovation options, firm's structural context selects the options actually available to it [8].…”

Section: Introductionmentioning

confidence: 99%

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Differences in approach to and output of innovation

Kumar¹,

Jyotishi

2014

Proceedings of the 52nd ACM Conference on Computers and People Research

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This paper examines whether and how established or incumbent firms and new entrants differ in their approach to innovation and innovation output. Analyzing three streams of theory we argue that established firms base their approach to innovation strategy on their resources, capabilities, technologies, and existing markets, while new entrants approach innovation from emerging customer needs and new markets. We also view that established companies are more likely to produce innovation related to new technology, products, and processes, while new entrants are more likely to perform marketing or business model innovations. Indepth qualitative interviews with CEOs and CEO-level officials in a sample of small software businesses in India produce results that support the conclusions from theory. These results have implications for industry and policy makers and open up avenues for further research.

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Section: Theoretical Build-upmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Differences in approach to and output of innovation

Kumar¹,

Jyotishi

2014

Proceedings of the 52nd ACM Conference on Computers and People Research

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“…Therefore it would be beneficial to see whether this relationship still exists when considering the additional variables of resource-based and knowledge-based capabilities. Their study was also limited only to the innovation initiative processes, and did not investigate how the KMC influences all of the innovation capabilities, such as strategic capability, ideation capability, implementation capability, and commercialisation capability [15].…”

Section: The Relationship Between Innovation and Knowledge Management Studiesmentioning

confidence: 99%

A Structural Equation Model Linking Innovation and Knowledge Management Capability to Improve Organisational Capability Efficiency

Travern

Naidoo

Rajcoomar

2021

SAJIE

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Organisations implementing homogeneous and intellectual resource organisational capabilities, such as innovation (INNO) and knowledge management capability (KMC), suffer from organisational capability inefficiencies that are caused by multiple influences. The purpose of the study was to develop a structural equation model (SEM) for the alignment of INNO and KMC that would assist organisations’ managers to improve organisational capability efficiency (OCE) during implementation. Since very little consideration has been given to the analogous nature of INNO and KMC in either theory or practice, organisations have most often implemented these strategic initiatives in isolation or by using a departmentalised approach. A structured questionnaire was used and analysed, primarily by means of factor analysis, to contribute to the validation of the SEM. The findings revealed that organisations implementing INNO must consider KMC and align/synthesise them to attain OCE.

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