Class notes
Innovation
- Course
- Institution
All notes of the lectures of the course Innovation Block 1 PreMaster Organization Studies
[Show more]
Seller
Follow
annabelgijsbertsen
Reviews received
Content preview
Innovation resume papersHoorcollege 1:
You should be able to:
• explain the different types of innovations (e.g., product, process, incremental and radical) and the
antecedents and consequence of each type of innovation;
• define the foundational theories used to understand organizational innovation (Evolutionary
Theory, Knowledge Based View);
• explain the dynamics of intra- and inter-organizational knowledge creation through personnel
mobility;
• understand and explain open innovation and specifically the role of inter-organizational and intra-
organizational collaboration on innovation;
• critically understand and analyze scientific papers with a special emphasis on research design and
causal inference.
,Hoorcollege 2: The innovation environment
Readings:
Abernathy,W. and Utterback, J. (1978), Patterns of industrial innovation, Technology Review,
June/July, pp. 41-47.
Tushman, M. and Anderson, Ph. (1986), Technological discontinuities and organizational
environments, Administrative Science Quarterly, Vol. 31-3, pp. 439-465.
Improvement vs renewal
Improvement / Incremental
• evolutionary; incremental
• “leitmotiv”: we can always improve (more of the same; 1e order solutions)
• focus: management of operations (efficiency)
• dominant role of planning & control e.g.: Total Quality Management (TQM), Six Sigma
Renewal / Radical
• revolutionary: “jumps”
• leitmotiv: crisis – we have to change (first change, then improve; 2nd order)
• focus: management of opportunities (resource leverage; NBD/NPD)
• focus on creativity & entrepreneurship
•e.g.: Internet, Cars, Airplane
Consequences of incremental vs. radical innovations
Improvement / Incremental
• Source of short-term financial revenue
• NO guarantee for long-term survival
Renewal / Radical
• Source of long-term financial costs
• Neccesary for long-term survival
,Abernathy and Utterback 1978
Product life cycle / S curve (Slide 13)
➢ The more time spend on engineering effort the higher the product performance. Refine
technology and adding features.
➢ At a certain point the curve flattens, so no new features will result in growth
➢ Technology push
➢ Market pull: input of market demand of consumers
Process innovation: new ways of producing something
➢ It decreases at a certain point. No need to innovate, it only will cost more and won’t yield
that much anymore.
Why can’t we expect product innovations after the dominant design?
➢ Won’t generate revenue to meet the costs
➢ Pr. Innovations are unlikely to outperform the dominant design > it is the optimum design. It
already meets consumers preferences, more innovations will not increase a lot in revenue.
, Fluid phase: competing designs
A lot of changes in functions of the product.
• Innovation emphasis : functional product performance
• Stimulated by : technological possibilities
• Type of innovation : frequent product changes
• Process : general, flexible but inefficient
• Size of organization : smaller organizations, start-ups. No hierarchy, entrepreneurs.
• Organizational control : informal, entrepreneurial performance
Transitional phase: selection dominant design
• Innovation emphasis : product variation & optimization
• Stimulated by : users and technological possibilities
• Type of innovation : large process changes
• Process : more specialized, less flexible but more efficient
• Size of organization : medium-scale
• Organizational control : project teams
Specific phase: exploitation dominant design
• Innovation emphasis : process optimization (cost reduction)
• Stimulated by : cost pressure and improving quality
• Type of innovation : incremental process changes
• Process : highly efficient, but inflexible
• Size of organization : large-scale
• Organizational control : formal, rules, structures
What are the organizational implications?
Fluid phase
Strong emphasis on:
– Frequent redefinition of tasks
– Limited hierarchy
– High lateral communication
Organic structure: Adaptability (high environmental uncertainty)
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller annabelgijsbertsen. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $11.32. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
67096 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy study notes for 14 years now