BUILDING INNOVATION CAPABILITY IN ORGANIZATIONS An International Cross-Case Perspective

BUILDING INNOVATION CAPABILITY IN ORGANIZATIONS An International Cross-Case Perspective

Contents

Chapter 1 Introduction

1.1 Definitions of Innovation

The study of innovation appears in different literatures such as sociology, education, management, etc. In the management literature, two schools of innovation research have been identified by Subramanian and Nilakanta

1.2 Evolution of Innovation

Since the 1930s, our view of what constitutes “innovation” has changed. Rothwell (1994) explains the evolution of innovation alongfive generations of behavior:

1.3 Innovation Capability

As innovation evolved from 1G to 5G, new enabling factors and drivers of innovation have also evolved: e-Commerce, sustainable development and a focus on accelerating new product development. These are taking leading roles in helping to transform knowledge into new products, processes and services

1.4 Enablers of Innovation Capability

Current and future challenges and opportunities facing business and government organizations are in the fields of sustainable development; e-Commerce; and new product development. 

1.5 Collaboration and Knowledge Transfer

The need to be simultaneously efficient, flexible and adaptive has accelerated the evolution of the network form of organization. Networks composed of multiple specialist companies as their key building blocks have been called “modular corporations” 

1.6 Development of the Case Studies

Qualitative data was gathered using a case study protocol, which was designed specifically for the case study research. An analysis of events during a three-year period are documented in terms of what happened, why it happened, how it happened, who was involved and the main lessons learnt. The multiple cross-case analysis approach was  selected to seek and explain “best practice” implementation of innovation. Multiple case study designs offer the advantage of more information over single case study designs.

Chapter 2 Development of an Integrated Innovation Capability Model.

The unique contribution of this chapter is the development of an integrated innovation capability model (IICM) grounded in the literature. Chapter 2 shows how the innovation capability construct is generalizable to all three domains of new product development, sustainable development orientation and e-Commerce, as it relates to the organizational potential to convert new ideas into commercial and community value. 

Chapter 3 Strategic Shift from Product Orientation to Innovative Solutions Capability in the German Biotechnology Industry: Sartorius AG 

This chapter shows how Sartorius achieved strategic shift from product orientation to innovative solutions capability. Sartorius AG is a leading company in the field of biotechnology and mechatronics. Its strategic shift in its business model from a product-oriented firm to a total solution provider has been a major success factor for maintaining its market position and continuously satisfying its customers through a systematic anticipation of their potential needs based on the company’s technology portfolio

Chapter 4 Managing Strategic Change Through Mainstream and Newstream Innovation at Eurocopter, France

This chapter shows how Eurocopter adopts an integrated innovation perspective by re-configuring its core business processes (mainstream) and systematically involving its customers in the product development in pursuit of increased customer value (newstream).

Chapter 5 Leveraging Innovation Capabilities at Caterpillar Underground Mining (UGM) Pty Ltd

This chapter looks at the Australian operation of Caterpillar Underground Mining Pty Ltd (referred to in the case study as UGM) in Burnie, Tasmania, with particular emphasis on how UGM has nurtured its innovation capabilities to achieve a dominant market share and brand positioning

Chapter 6 Drivers of Innovation Capability at Sun Microsystems (SMS)

This chapter shows how SMS develops competitive advantage through an integrated focus on vision, mission, customer focus, innovation capability, cooperation, commitment to quality service and making computer power more affordable

Chapter 7 Development and Exploitation of Innovation Capability at a Defence Project Engineering Company (DPEC)

This chapter develops an understanding of how innovation capability is developed at DPEC and how knowledge is transferred in the product innovation process.

Chapter 8 Drivers of Innovation Capability for Effective Sustainable Development: Best Practice at Vaisala

This chapter reports the results of a qualitative case study at the Melbourne subsidiary of Vaisala, examining the role of drivers of innovation capabilities for effective innovation output

Chapter 9 Developing Innovation Capability Through Intellectual Property Strategy in the Australian Biotechnology Industry: Starpharma 

This chapter explores Starpharma’s strategic view of innovation and how intellectual property contributes to innovation capability to achieve commercial success.

Chapter 10 Development of Innovation Capability at Invincible Company in Thailand

This chapter explores the relationship between new product development and e-Business at Invincible Company

Chapter 11 Multiple Cross-Case Analysis: Conclusions and Implications

This chapter provides the multiple cross-case analysis of the eight case studies. A balance between “hard” and “soft” innovation practices is necessary for innovation to be successful and sustainable both in the “mainstream” and in the “newstream.”

Mile Terziovski

University of Melbourne, Australia

Library of Congress Cataloging-in-Publication Data

Terziovski, Milé.

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