Purpose – The purpose of this paper is to present a methodology for extracting innovation constraints from building projects through stakeholder management competencies and failure mode and effect analysis (FMEA).Design/methodology/approach – The methodology was an iterative grounded theory process using case studies. A literature‐based concept model was generated which mapped project procurement stages against the innovation process. Constraints and stakeholder management strategies were extracted from 30 case studies using content analysis and mapped against the procurement stages. FMEA was used to evaluate the criticality of the constraints. For the purposes of this paper, a sample case study was detailed and referred to as the pilot study. The m\ethodology was applied to all the case studies and a schedule of constraints (SoC) extracted.Findings – This paper evidenced that it is not project constraints which require management to sustain innovation but rather failures in stakeholder competency. This s...

A methodology for evaluating construction innovation constraints through project stakeholder competencies and FMEA

Product Development is essential for the company to stay steady or advance in the market competition. However, the mainrnchallenge in product development is associated with the uncertaincy risks that may appeared during the design process. Such risks may affectrnthe success rate of the product development and may contribute either to a small or a huge loss, in which the sustainability of the companyrncan also be affected. To mitigate the risks in product development, risk management is critical. CV. XYZ is a company producing dairybasedrnproducts such as mozzarella cheese and yogurt. This research is aimed to identify the potential appeared risks, to arrange the priorityrnorder of risk agents and to conceptualize the risk mitigation strategy to be applied. A Yogurt drink product development is needed by CV.rnXYZ to support the company goals of the product and market expansion. House of Risk (HOR) method was used in this research. Twornphases included in the identification process, namely marketing and product development design. The research results have examined 20rnrisks with 27 identified risk agents. Using the Aggregate Risk Potential (ARP) value, and Pareto 80:20 principal, this study provides arnstrategic guideline as how to mitigate the top-three identified risk agents.

Modelling of Risk Management for Product Development of Yogurt Drink Using House of Risk (HOR) Method

This article used China as an example to study how tax reform affects the innovative behavior of companies Our research showed that value-added tax (VAT) reform can affect corporate innovation behavior On the basis of patent-application data of Chinese enterprises, we used the difference-in-differences framework to study the differences in the performance of Chinese industrial enterprises in patent applications before and after China’s 2009 VAT reform We demonstrated that China’s VAT reform had a positive impact on corporate innovation; this conclusion is robust In subsequent research, we demonstrated that the VAT reform promoted corporate innovation by expanding corporate investment in fixed assets and reducing corporate debt ratios; however, due to the Chinese government’s subsidies to corporations and financing constraints, the pecking-order effect of corporate innovation was increased In addition, the VAT reform had a greater impact on the innovation of export enterprises and non-state-owned enterprises This research provided insights for emerging countries into formulating innovation-driven sustainable development tax reduction policies

Taxation and Enterprise Innovation: Evidence from China’s Value-Added Tax Reform

Several key strategies can be used to manage the risk associated with innovation to create maximum value. These include balancing the timing of investments versus cash flows, management of fads, prioritization across the company, savvy portfolio management, and a system of metrics that measure real success. Successful R&D managers will do whatever is necessary to manage the risks associated with an R&D program and stick to their long-term strategy.

Risk Taking and Effective R&D Management

In an increasingly technology-driven economy, CEOs' innovation leadership forms an essential part of companies' human capital. We find CEOs with superior innovation leadership, measured by their proven on-the-job innovation performance, are more popular on the directorship market. Through the directorship market, superior innovation leadership is matched to the boards of firms that are more innovative or have deeper technology overlap with the CEO's firm. The appointing firms improve their innovation and operating performance subsequently. Our results suggest that the benefit of CEO innovation leadership diffuses across firm boundaries through a subsection of the labor market.

The Market for Innovation Leadership

This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

Managing innovation risk

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Managing innovation risk