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.

/pdf/innovation-management-measurement-a-review-2ulub0c559.pdf

Innovation management measurement: A review

Design and Marketing of New Products

Success Factors of Product Innovation: An Updated Meta‐Analysis

Teams represent a dominant approach to getting work done in a business environment. Creativity enables teams to solve problems and leverage opportunities through the integration of divergent thoughts and perspectives. Prior research indicates that a collaborative culture, which affects how team members interact and work together, is a critical antecedent of team creativity. This study explores other antecedents of team creativity, namely, team emotional intelligence and team trust, and investigates the relationships among these precursors to creative effort. Using a survey of 82 student teams at a large university in the northeast United States, our findings suggest that team emotional intelligence promotes team trust. Trust, in turn, fosters a collaborative culture which enhances the creativity of the team. Cognitive trust also moderates the relationship between collaborative culture and team creativity. Implications of these results for managers and academics are discussed.

pdf/antecedents-of-team-creativity-an-examination-of-team-5xgy2xlbya.pdf

Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culture

We develop theory about how and when digital technologies enable new venture creation processes. We identify two fundamental properties of digital technologies—specificity and relationality—and develop propositions that link these properties to six enabling mechanisms: compression, conservation, expansion, substitution, combination, and generation. We use the linked properties and mechanisms to determine how and when in the venture creation process— from prospecting to developing to exploiting—digital technologies have enabled start-ups in the IT hardware sector and develop stage-dependent propositions about their sector-level effects. We conclude our theorizing by discussing its implications beyond digital technologies and the IT hardware sector.

https://journals.sagepub.com/doi/pdf/10.1177/1042258717732779

Digital technologies as external enablers of new venture creation in the IT hardware sector

The fast transformation of technologies into new products or processes is one of the core challenges for any technology-based enterprise. From the different steps of the innovation process, the early phases (‘fuzzy front end’) have the highest impact on project outcome. The front end influences the design and total costs of the new product or process significantly. However, the ‘fuzzy front end’ is unfortunately the least-well structured part of the innovation process, both in theory and in practice.

https://www.econstor.eu/bitstream/10419/55454/1/506818853.pdf

The Fuzzy Front End of Innovation

In this paper, we report on the results of an exploratory study including 28 innovation projects carried out by 14 German and 13 Japanese companies to reduce project uncertainty. In all cases, we observed a range of activities to reduce project specific uncertainties and revealed differences in the practice of innovation management in both the German and Japanese companies. The focus of our research was the so-called "fuzzy front end", activities and typical deliverables in the innovation process, which might be affected by front end management practice. Overall, in the case of the German as well as the Japanese projects, the uncertainties affected by the market or technology could successfully be reduced during the "fuzzy front end" and the majority of projects achieved their objectives and efficiency targets. Nevertheless, our study revealed differences in the way such uncertainties were reduced by the companies in Japan and Germany.

/pdf/reducing-project-related-uncertainty-in-the-fuzzy-front-end-4786c7w9y3.pdf

Reducing project related uncertainty in the "fuzzy front end" of innovation: a comparison of German and Japanese product innovation projects

In this paper, we are going to report on the results of an exploratory piece of research about the typical front-end-related activities in 28 innovation projects carried out by 14 German and 13 Japanese companies to reduce project uncertainty. In all cases we observed a range of activities to reduce project specific risks and revealed differences in the practice of innovation management in both the German and Japanese companies. We interviewed managers of 13 Japanese and 14 German enterprises concerning 14 Japanese and 14 German New Product Development projects. The focus of our research was the so called fuzzy front end ;, activities and typical deliverables in the innovation process which might be affected by front end management practice. Overall, in the case of the German as well as the Japanese projects, the uncertainties affected by the market or technology could successfully be reduced during the fuzzy front end and the majority of projects achieved their objectives and efficiency targets. Nevertheless, our study revealed differences in the way such uncertainties were reduced by the companies in Japan and Germany. Generally speaking, the 14 Japanese projects relied on a thorough planning, delegation of front end activities and strict controlling mechanisms to minimize deviations from front end specifications later in the innovation process and hence, achieved efficiency. In contrast, in the majority of the 14 German projects we could neither observe such a formal planning nor such an intensive controlling procedure supported by methods and tools as in the case of the Japanese projects. Instead, the companies in our German sample integrated relevant functions like R&D, marketing, sales, production or customer service from the beginning of the innovation process, usually already during the idea generation phase, to ensure that all critical information and perspectives were taken into consideration right from the beginning, to reduce uncertainties and later deviations as well as enhancing efficiency. Responsibilities were assigned during the fuzzy front end and rarely changed during the implementation of the project.

Reducing project related uncertainty in "the fuzzy front end" of innovation: A comparison of German and Japanese product innovation projects

Management der frühen Innovationsphasen

Since studies on innovation management mainly focus on large companies, empirical findings predominately support the idea of standardized innovation projects which are based on an extensive use of management methods and tools. This explorative study examines whether these findings can be applied to small and medium sized enterprises (SMEs). Therefore, the use of innovation management methods and tools and main strengths/weaknesses of innovation projects in SMEs are explored. The key finding of this study is the low level of standardization and formalization during innovation projects in SMEs. Methods and tools for the management of innovation are rarely applied. This is especially true for the front end of innovation. In addition, shortcomings in the front end proved to be a negative impact on innovation management in the subsequent stages of the project.

https://tore.tuhh.de/bitstream/11420/100/1/Arbeitspapier_7.pdf

Innovationsmanagement in kleinen und mittleren Unternehmen

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