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The Competitive Network of Innovation, Complexity and Self Organization

Brantle, Thomas : Stevens Institute of Technology, USA

From: 2009 ISPIM Innovation Symposium (New York City)

Innovation has long been seen as driving productivity and economic growth. Patents, citations, and invention collaboration have been considered excellent proxies for the innovation process. Complex networks offer a new and integrated approach to analyze these knowledge and information flows. The competitive network of innovation as characterized by patent citations, invention collaboration and patent agglomeration is examined from a complex networks analysis perspective. All three networks are observed to display significant signs of complexity, self-organization, and scaling behavior, specifically small world and approximate scale invariant behavior. The competitive network of innovation is driven by the goal of achieving a competitive advantage. Competitive advantage is characterized by preferential and assortative behavior by inventors and invention projects as they seek to optimize performance, overcome knowledge resource constraints and assess risks and rewards. Innovation displays a hierarchical organizational structure where star performers and projects drive innovation and technological advancement.

20796361_Paper.pdf

Combining spin-out and spin-in activities - the spin-along approach

René Rohrbeck of Deutsche Telekom Laboratories, Mario Döhler of Deutsche Telekom Laboratories & Heinrich Arnold of Deutsche Telekom Laboratories

From: 2007 ISPIM Innovation Conference (Warsaw)

After a long period of restructuring and outsourcing, companies are increasingly looking for new growth opportunities. Growth with existing products or by expansion in new markets is limited [1]. Therefore, companies are searching for ways to expand their activities in new businesses. A frequently used tool of multinational enterprises is corporate venturing [2, 3]. Within corporate venturing a further differentiation can be made in internal venturing and external venturing. Internal venturing promotes business ideas generated within the organization whereas external venturing promotes business ideas developed outside the company [4]. Research has been able to show that venturing activities both internal and external can create value [5, 6]. In this paper we explore a special case of venturing which we call the spinalong approach'. It can be seen as a combination of internal and external venturing. In the spin-along approach, a company encourages its employees to take their business idea external and to found a company. Successful companies might later be bought back and integrated into the parent company or the parental will exit the company by selling its equity share [7]. Through literature review we have identified different motivations, best practices, and barriers to the successful implementation of a spin-along approach. Furthermore, two case studies will be discussed and compared. We conclude that the approach can successfully complement internal innovation management.

Rohrbeck_Rene_Paper_1.pdf

Spin-off models: Theoretical convergence

Scaringella, Laurent : ESC Rennes School of Business, France

From: 2014 ISPIM Innovation Conference (Dublin)

Start-ups aim to benefit from both absorptive capacity and knowledge transfer. As contributors to this goal, research centers need to rethink their incubator and supportive models for spin-offs. We explore the function, resources, Intellectual Property Rights and market and technical knowledge of an original dual spin-off model, consisting of an incubator element and a supportive element. We observe that spin-offs are adequately equipped with a strong absorptive capacity to benefit from the incubator model and an efficient knowledge transfer process implemented by the supportive model. Contributing to the literature in innovation management, we characterize the convergence of the incubator and the supportive models from five different angles: Knowledge management, business model, internationalization, technical capabilities and IPR. We further discuss the benefits derived from absorptive capacity and knowledge transfer.

550420015_Paper.pdf

Retail innovation: perceptions, management, and challenges of a systematic approach

Paredes, Karla Marie : Lund University, Sweden; Olander Roese, Malin : Lund University, Sweden; Ritz

From: 2018 ISPIM Innovation Conference (Stockholm)

The retail industry is looking for new ways to compete as digitalization and non-traditional actors are changing the game. In an industry where constant improvements are key and studies of innovation management are scarce - this qualitative study of four retail firms addresses how innovation is currently perceived and managed. As a result, we have found that innovation is an uncommon theme and there is no systematic approach to innovation management. Furthermore, despite retailers' proximity to end users, the customer perspective is surprisingly limited, idea development is present but without clear criteria for selection and prioritization from an innovation point of view. For future research, we point to an interesting avenue for retailers as a "hub" for innovation, given their position in the value chain, acknowledging the need for a more strategic and systematic approach.

928236615_Paper.pdf

IP Power Metrics for dialogues between management and R&D people

Suwa, Yorimasa : International Graduate School of Social Sciences, Yokohama National University, Japan & Yamaoka, Toru : International Graduate School of Social Sciences, Yokohama National University, Japan

From: 2012 ISPIM Innovation Symposium (Seoul)

The potential of Intellectual Property (IP) Power Metrics as the solution for the mutual understanding between the management and R&D people was studied. As the most advanced cases for the use of IP Power Metrics for the technology management in the industrial companies, the interviews with the persons in charge of IP in the major Japanese electrical company and the major German chemical company were performed. Two different IP Power Metrics have been used for each company, but, in both cases, they have been successfully introduced and developed by the strong leadership of the management. Further, IP Power Metrics was also used for the self-evaluation of R&D people with the coordination by IP people, indicating that IP power metrics could become a useful tool for the dialogues between the management and R&D people. It was further analysed from the aspect of the Social Construction with the framework toward Transformative Dialogue.

441815861_Paper.pdf

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