A Proposal for a Standard With Innovation Management System

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Magdalena Jurczyk – Bunkowska stage, i.e. setting the innovation process goal. Environmental analysis is the basis for this decision. In his case a wide spectrum of tools may be applied, starting with those enabling current needs’ analysis within given system area, finishing with long-term analysis of competition, market or society. The first set of tools would be used in case of innovation of current needs horizon whereas the last group of tools would be proper for innovations related to long-term horizon of managing the enterprise. Another finding is connected with the observation that innovative process is successful only if it results with development of the subject that conducts it. Therefore the most important planning task is to set the area where the innovation will have crucial and positive effect on the conducted activity. This decision is the basis of the whole innovation process planning. Time limit within which the effect should be achieved in order to be relevant, is the result of the previously- mentioned decision. This also determines the expenditure, the necessity and scope of cooperation with external units. Innovation processes characterize with a high level of uncertainty and its significant decrease during the work progress. Conducted research led to the solution which assumes gradual decision making process in planning. One should consider the fact that management will be more effective if the time between decision and its execution is long enough. Therefore, the allocation of limited resources can be better. The proposed planning model of innovation processes combines these two contradictions by implementing three stages within which previous key planning decisions are rendered in more details. This is how the outline of innovation process realization is achieved without constraining its creative nature with detailed decisions. Innovation process success is not only determined by proper goal setting but also by proper management. Planning is the basis for completing other remaining managing functions. Therefore the scope of decisions has to give the opportunity for proper action organization within the innovation process, and most importantly it should guarantee necessary means. Plans should also indicate the expected effect of the whole process which leads to motivating particular team members who can see their work input in the final expected effect. The proposed model also enables the control and management of innovation processes by distinguishing phases and tasks as well as indicating the conditions of their beginning and end. The role of planning in innovation process success, as it is mentioned in the article, is very important. The proposed planning model is currently being developed within further work and it intends to become the necessary element of the complex innovation process management system. Acknowledgements Author would like to thank the Polish government agency: National Science Centre for financial support of this research project (Nr 4025/B/H03/2011/40). References Boer, H. and Gertsen, F. (2003) "From continuous improvement to continuous innovation: a (retro)(per)spective", International Journal of Technology Management, Vol. 26, No. 8, pp 805-827. Cainelli, G. and Evangelista, R. and Savona, M. (2006) "Innovation and Economic Performance in Services: A Firm-level Analysis", Cambridge Journal of Economics, Vol. 30, pp 435-458. Calantone, R. and Chan J. and Cui, A. (2006) "Decomposing Product Innovativeness and Its Effects on New Product Success", Journal of Product Innovation Management, Vol. 23, No.5, pp 408-421. Christensen, C.M. (1997) The Innovator’s Dilemma When New Technologies Cause Great Firms to Fail, Harvard Business School Press. Hartley, J. (2006) Innovation and its contribution to improvement. A review for policy-makers, policy advisers, managers and researchers. Department for communities and local government. United Kingdom. [online] http://www.communities.gov.uk/documents/localgovernment/pdf/151336.pdf Jurczyk- Bunkowska, M. and Jungowski K. (2011b) "Perspectives of knowledge management system application in innovation processes. A Study based on Experience of Polish IT Company". Proceedings of the International Conference on Knowledge Management and Information Sharing, Paris, France 26 - 29 October, pp 287-293. Jurczyk-Bunkowska M. and Jungowski K. (2011a) "Solutions for innovation management system: approach based on Theory of Constraints". Proceedings of the 12th International CINet Conference: Doing More with Less, Aarhus, Denmark, September 2011, pp 425 – 435. Koen P. and Ajamian G. et al. (2001) "Providing clarity and a common language to the 'fuzzy front end'", Research Technology Management, Vol. 44, pp. 46-55. Laursen, K. and Slater, A. (2006) "Open for innovation: the role of openness in explaining innovation performance among U.K. manufacturing firms", Strategic Management Journal, Vol. 27, pp 131-150. 356
Magdalena Jurczyk – Bunkowska Moore, G.A. (2007) "To Succeed In the Long Term, Focus on the Middle Term", Harvard Business Review, July- August pp 84–90. Mumford, M. D., Bedell-Avers, K. E., Hunter, S. T. (2008) "Planning for innovation: A multi-level perspective", [in:] Mumford M. et al Multi-Level Issues in Creativity and Innovation, Research in Multi Level Issues, Vol. 7, Emerald Group Publishing Limited, pp107-154. O`Sullivan, D. and Dooley, L. (2009) Applying innovation, SAGE Publications. Orawski, R. et al (2010) A framework for a Product-Service-System portfolio: managing the early planning [in:] 11th International Design Conference - DESIGN 2010 Dubrovnik - Croatia, May 17 - 20. Ortt, R., and Smits, R. (2006) "Innovation management: Different approaches to come with the same trends", International Journal of Technology Management, Vol. 34, pp 296-318. Pinto, J. K., & Prescott, J. E. (1988)."Variations in critical success factors over the stages in the project life cycle", Journal of Management, Vol 14, No.1, pp 5-18. Roberts, P.W. (2001) "Innovation and Firm-Level Persistent Profitability: A Schumpeterian Framework", Managerial and Decision Economics, Vol. 22, pp 239-250. Robertson, T.S. (1971) Innovative Behavior and Communication, Holt, Rinehart and Winston, NY. Sattler, M. (2011) Excellence in innovation management: A meta-analytic review on the predictors of innovation performance. Wiesbaden: Gabler. Tanaka, N. and Glaude, M. and Gault, F. (2005). Oslo Manual: Guidelines for Collecting and Interpreting Innovation Data, Paris: OECD and Eurostat. Tidd, J. and Bessant, J. and Pavitt, K. (2005) Managing Innovation Integrating Technological Market and Organizational Change, 3ed, John Wiley and Sons Ltd. Trott, P. (2005) Innovation Management and New Product Development. 3rd edition. Harlow, England: Pearson Education Limited. Van de Ven A. et al. (1999) The Innovation Journey. New York: Oxford University Press. Van de Ven, A. H. and Angle, H. L. and Poole, M. S. (2000) Research on the Management of Innovation – The Minnesota Studies. New York: Oxford University Press. 357
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Proceedings of the 7th European Con
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Netw
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Paper Title Author(s) Page No. Impa
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Preface These proceedings represent
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UK); Erdei Gábor (University of De
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and innovation management and strat
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neering and Cost Analysis, at under
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Izold Guihur is a professor of mana
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Bala Mulloth is an assistant profes
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Jiro Usugami is a Professor of Mana
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Ioannis Akritidis and Alexandros Ka
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Service Design Systems Driven Innov
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Mohammed AlSudairi and TGK Vasista
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Christos Apostolakis, José Carlos
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Certifying Innovation: A Proposal f
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3. The certification of IMS Anna Ar
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Anna Arnò, Stefano De Falco and Gu
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Anna Arnò, Stefano De Falco and Gu
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The Main Drivers of Financial Innov
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Claudia Gabriela Baicu, Olimpia Sta
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Fernando Barbosa and Fernando Romer
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Maria de Lurdes Calisto and Soumodi
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2. Innovation Luísa Carvalho, Tere
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Luísa Carvalho, Teresa Costa and S
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Enterprise Potential of Portuguese
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Maria Isabel Carvalho et al. Peterm
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Maria Isabel Carvalho et al. � H5
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Maria Isabel Carvalho et al. 325 re
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Maria Isabel Carvalho et al. Since
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Maria Isabel Carvalho et al. Lee, L
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Adina Catana and Lavinia Delcea the
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Adina Catana and Lavinia Delcea Wit
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Adina Catana and Lavinia Delcea Sou
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Adina Catana and Lavinia Delcea 2.3
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Adina Catana and Lavinia Delcea 201
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The use of Multi-Criteria Analysis
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Piotr Chwastyk innovation. Stage-Ga
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Piotr Chwastyk participation of a t
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Piotr Chwastyk properly conducted a
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Ana Cordeiro and Filipa Vieira Comp
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Ana Cordeiro and Filipa Vieira The
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Ana Cordeiro and Filipa Vieira With
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Ana Cordeiro and Filipa Vieira Comt
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Teresa Costa and Luísa Carvalho ac
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Teresa Costa and Luísa Carvalho or
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Project name Public target “Capit
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Teresa Costa and Luísa Carvalho Ta
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Appendix 1: Interview guide Referen
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Does it Make Sense to go Against "S
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Oscar Cristi, José Ernesto Amorós
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Pat Daly and James Walsh organisati
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Pat Daly and James Walsh positive i
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Pat Daly and James Walsh Having int
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Pat Daly and James Walsh McGrath, R
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Luc De Grez and Dirk Van Lindt succ
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3.3 Method Luc De Grez and Dirk Van
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Luc De Grez and Dirk Van Lindt Wilc
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Nanotechnologies and Eco-Innovation
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Aurelie Delemarle and Claire Auplat
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Carine Deslee are concerned. We wil
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Carine Deslee Innovation. Its aim i
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Carine Deslee of how Participative
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Carine Deslee To conclude, we show
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Motivations and Attitudes Towards F
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Anca Otilia Dodescu et al. business
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Anca Otilia Dodescu et al. intuitio
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Anca Otilia Dodescu et al. funding
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Fostering SMEs and Innovation: Chal
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Anca Dodescu establishing an effici
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Anca Dodescu performance external t
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Acknowledgments Anca Dodescu The pa
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Entrepreneurial Capital: The Experi
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Thomas Domboka performance of their
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Thomas Domboka What seemed apparent
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Belonging to business Associations
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Thomas Domboka comparative study wi
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Carolyn Downs Lambros Lazuras and P
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Fostering Creativity and Innovation
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Claudia Erni Baumann, Frank Zoller
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Entrepreneurial Attitudes and Perce
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3. Methodology 3.1 Data Paula Odete
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Country Paula Odete Fernandes, Joã
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Paula Odete Fernandes, João Ferrei
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Paula Odete Fernandes, João Ferrei
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Potentialities of Public eProcureme
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Isabel Ferreira and Luís Alfredo A
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Ana Ferreira et al. micro gas turbi
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Ana Ferreira et al. Figure 1: Portu
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3.2 Benefits of micro-CHP Ana Ferre
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Ana Ferreira et al. Figure 3: Growt
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The Influence of Innovative Capacit
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3. Methodology Sample and Data Joã
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João Ferreira, Mário Raposo and C
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Stelian-Cornel Florica and George D
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Brendan Galbraith et al. Competiven
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Brendan Galbraith et al. The proces
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References Brendan Galbraith et al.
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Where are They now? A Entrepreneurs
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Laura Galloway, Isla Kapasi and Geo
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6. Discussion Laura Galloway, Isla
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Oleg Golichenko and Svetlana Samovo
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Elissaveta Gourova, Ivan Draganov a
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Izold Guihur and Gilles Marcoux org
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Izold Guihur and Gilles Marcoux was
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Izold Guihur and Gilles Marcoux Par
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Heiko Haase, Mário Franco and Ant
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Takashi Hirao and Yusuke Hoshino We
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Takashi Hirao and Yusuke Hoshino As
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Takashi Hirao and Yusuke Hoshino 4.
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Takashi Hirao and Yusuke Hoshino ma
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Hanno Kortleben and Bernhard Vollma
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Hanno Kortleben and Bernhard Vollma
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Appendix 1 Hanno Kortleben and Bern
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References Hanno Kortleben and Bern
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2. Quality management in services Y
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Yvonne Lagrosen and Stefan Lagrosen
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Yvonne Lagrosen and Stefan Lagrosen
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Innovation and Entrepreneurship Stu
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Hans Landström, Gouya Harirchi and
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Exploring Regulatory Focus, Entrepr
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Zaidatol Akmaliah Lope Pihie, Afsan
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The Size of an Enterprise and Enhan
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Ladislav Ludvík and Jindra Peterko
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MariaJesus Luengo and Maria Obeso I
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MariaJesus Luengo and Maria Obeso O
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MariaJesus Luengo and Maria Obeso A
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MariaJesus Luengo and Maria Obeso s
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A Proposal for a Standard With Innovation Management System

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