Towards new challenges for innovative management ... - Erima - Estia

More documents

Recommendations

Info

Continuous Improvement Processes in manufacturing enterprises as an enabler of process innovation ERIMA07’ Proceedings E. Kirner ,* , H.Armbruster, S. Kinkel , O. Som Fraunhofer Institute for Systems and Innovation Research, Breslauer Strasse 48, D-76139 Karlsruhe, Germany * Corresponding author: eva.kirner@isi.fraunhofer.de, Phone: +49 721 6809 309, Fax: +49 721 6891 52 Abstract: This paper focuses on the concept of continuous improvement processes (CIP) as a type of nontechnological, procedural organisational innovation. In particular, the diffusion of this organisational concept among German manufacturing firms will be analysed. The analysis is based on data from the German Manufacturing Survey 2006 which is carried out every two years by Fraunhofer ISI. The underlying sample comprises data of 1,663 firms. Besides the diffusion of this concept in different sectors and different firm sizes, effects of continuous improvement on the process innovation capability of enterprises will be analysed. Keywords: continuous improvement processes, non-technological innovation, process innovation I. Introduction Enterprises can achieve and maintain their competitiveness and economic success in different ways. One of these ways can constitute in putting emphasis on the improvement of their business processes. Through the implementation of continuous improvement processes (CIP), existing barriers and problems can be identified and the workflow can be successively optimised, resulting in more efficient overall business processes. Hereby, existing ways of "doing things" are critically analysed and can become subject to change, if they are found to be inefficient. CIP as an organisational practice can be regarded as a form of procedural process innovation which is directed towards the continuous inspection of existing processes in search for possible incremental improvements. CIP therefore contributes to improve the quality of the products and the flexibility in firms. In the light of increased competition among firms, introducing process innovations can be a way to fully exploit existing efficiency potentials within the firm in order to achieve a better overall business performance. II. Holistic concept of innovation In the past, empirical innovation research has mainly focused on product and technical process innovations. However, the latest edition of the Oslo Manual of the OECD which represents the methodological basis for major innovation studies such as the European Community Survey has taken up Schumpeter’s broad understanding of innovation and proposes an enlarged understanding of innovation (OECD 2005). Following such a broad understanding of innovation, innovation comprises many different aspects. Furthermore, the ability to innovate cannot be determined without its economic context, as innovation is not an end in itself but a means to reach, maintain and increase competitiveness and economic success (Schumpeter 1931; Tidd et al. 2005; Vahs and Burmester 2002). Thus, economic success distinguishes an innovation from an invention. Besides new products, also new services, production methods, markets or new sources of supply and new types of organisation structures can be regarded as innovations if they contribute to increase competitiveness and economic success (Schumpeter 1961; Tidd et al. 2005; Kirner 2006, Totterdell et al., 2002; Damanpur, 1987; Lam, 2005; Damanpur et al., 1989; Greenan, 2003; Drejer, 2004; Hipp and Grupp, 2005). In compliance with this broad approach, innovations include non-technological aspects like service and organisational innovations as well as technological dimensions such as new products or manufacturing processes. Thus, two main 245
dimensions of innovation can be basically distinguished: a physical versus an intangible dimension and a product-related versus a process-related dimension (Figure 1). ERIMA07’ Proceedings product Innovation process FuE Product - basiertes neues Produkt innovations Produktions - - Manufacturing technik technology physical Innovation Service innovations Dienstleistungs - innovation Organisatorische Organizational Innovation innovations © Fraunhofer ISI intangible Figure 1. Holistic Model of Innovation (Kinkel et al. 2004, Dreher et al. 2005) Through the analysis of the diffusion and the effects of continuous improvement processes in industry, this paper focuses on the intangible process dimension of innovation. Starting with the publication of the Lean-Production-Study by Womack et al. (1990), the impact of organisational innovations on firm´s economic success has been increasingly acknowledged. The contribution of organisational innovations to increased efficiency and competitiveness of enterprises is nowadays widely undoubted. Thus, organisational innovations can be regarded an important means to economic success. III. Theoretical overview on organisational innovation Similarly to the initial theoretical work of Schumpeter on innovation, important developments in organisation theory led to the further development of the concept of organisational innovation by drawing attention to "intangible" factors, which account for the economic performance of enterprises (March and Simon 1958; Penrose 1959; Chandler 1992). In this context, the crucial importance of specific organisational capabilities has been revealed. The "resource-based view of the firm" (Wenerfeld 1984; Conner and Prahalad 1996; Foss 1997a/1997b), which has evolved in close relation to the behavioural theory of organisations (Cyert and March 1963) reflects this conceptual development. The underlying assumptions of these organisational theories are shared by the evolutionary approach, which turned out to serve as a fruitful basis for the analysis of organisational change and organisational innovation. The evolutionary theory recognises firms as complex learning organisations that develop different ways and strategies to solve problems and challenges evoked by their specific environments. Therefore, the paradigm of a "one-best-way" of structuring and developing an organisation has been abandoned. According to the evolutionary view, those firms which are not able to fit the requirements adequately and do not gain economic success will be eliminated by their environment and its competition mechanisms (see for example: Nelson and Winter 1982, Nelson 1991, Chandler 1992, Dosi and Marengo 1994, Dosi and Teece 1998, Prahalad and Hamel 1990, Dosi et al. 2000). This heterogeneity in firms' problem solving and in their various strategies to match environmental challenges leads to the development and ongoing adjustment of firm-specific organisation structures, sets of capabilities, competencies and rules of action. Therefore, organisational 246
Page 1 and 2:
Selected papers from proceedings of
Page 3 and 4:
ERIMA07’ Proceedings Table of Con
Page 5 and 6:
ERIMA07’ Proceedings Preface The
Page 7 and 8:
Supporting the Systemization of the
Page 9 and 10:
elated to ideation processes becaus
Page 11 and 12:
Example Idea Generation Routine Gro
Page 13 and 14:
companies ability to generate succe
Page 15 and 16:
models: the “science push” mode
Page 17 and 18:
We propose to build “PTC Trihedro
Page 19 and 20:
different solution concepts startin
Page 21 and 22:
this, ID² tool provides a collabor
Page 23 and 24:
Figure 8. An extract of the design
Page 25 and 26:
Figure 11: Crowdspirit screen-shot
Page 27 and 28:
Using information technologies to i
Page 29 and 30:
care and cost containment”. Impro
Page 31 and 32:
France is unique in its Healthcare
Page 33 and 34:
Kaiser Foundation : www.kaiserperma
Page 35 and 36:
modeling; a concrete illustration i
Page 37 and 38:
models on which the factory of the
Page 39 and 40:
user, to who it is dedicated, to se
Page 41 and 42:
Figure 5. Example of common work su
Page 43 and 44:
institutions. They thank also Emman
Page 45 and 46:
ERIMA07’ Proceedings Intput Needs
Page 47 and 48:
difficulties to know how to influen
Page 49 and 50:
IV. Case study: from collaboration
Page 51 and 52:
system using their workflow functio
Page 53 and 54:
Using Organizational Intangible Ass
Page 55 and 56:
Where: ∑ tpi.qi tpi = time of pie
Page 57 and 58:
knowledge and know-how constitute e
Page 59 and 60:
Having the possibility of a categor
Page 61 and 62:
Pandolfi, M. Sistemas de medição
Page 63 and 64:
analysis of those areas, leaded to
Page 65 and 66:
Figure 1. Fragment of the Contradic
Page 67 and 68:
Figure 2. The True Moving Bed The 4
Page 69 and 70:
Solving contradictions How can the
Page 71 and 72:
Pais L.S., Loureiro J.M., Rodrigues
Page 73 and 74:
department and follows the procedur
Page 75 and 76:
and/or international Patent Convent
Page 77 and 78:
thus concentrating the inventive ef
Page 79 and 80:
Table 1. Most relevant IPC classes
Page 81 and 82:
Ikovenko S. (2000) Knowledge-based
Page 83 and 84:
The relative weight of Small and Me
Page 85 and 86:
OHSAS 18001 - OHSMS Industrial comp
Page 87 and 88:
• ISO 9001 certification: 23% •
Page 89 and 90:
and disadvantages unveiled by the s
Page 91 and 92:
An SDSS for the Space Process Contr
Page 93 and 94:
• The punctual management problem
Page 95 and 96:
hypothesis is seldom checked. In th
Page 97 and 98:
VI. The Model Description In this w
Page 99 and 100:
Territorial and urban decision-maki
Page 101 and 102:
Hamdadou D., Ghalem R., Bouamrane K
Page 103 and 104:
The DFA is an exercise of simulatio
Page 105 and 106:
Figure 2. The four main graphs givi
Page 107 and 108:
• converging and diverging factor
Page 109 and 110:
4- Putting values into coherence. T
Page 111 and 112:
A Knowledge Management Approach to
Page 113 and 114:
Learning by Doing is based on well
Page 115 and 116:
• The description of a new case c
Page 117 and 118:
Figure 5. A sketch of the problem a
Page 119 and 120:
about who are the people to contact
Page 121 and 122:
So, developing employability among
Page 123 and 124:
ADAPTABILITY Versatility Flexibilit
Page 125 and 126:
Source initialization Figure 3. Tra
Page 127 and 128:
A Framework for the Potential Role
Page 129 and 130:
III. Summary of Findings The questi
Page 131 and 132:
judge the effectiveness of the BPR
Page 133 and 134:
Creating Cultural Change with Emplo
Page 135 and 136:
III. Determining the starting point
Page 137 and 138:
Each of the steps in the model are
Page 139 and 140:
The lighter (orange) points show th
Page 141 and 142:
environment” (Kaplan and Tripsas,
Page 143 and 144:
In terms of R&D management within f
Page 145 and 146:
Cohen, W., & Levinthal, D. (1990) A
Page 147 and 148:
Plateaux have been an efficient ans
Page 149 and 150:
A Constraint Satisfaction Problem m
Page 151 and 152:
each scenario likelihood is defined
Page 153 and 154:
The manager of design team X announ
Page 155 and 156:
Fostering SMEs networking through B
Page 157 and 158:
SMEs whose rank overpasses a thresh
Page 159 and 160:
transportation capacity that obstac
Page 161 and 162:
CB (pk ) g ( p ) ij = ∑∑ i j >
Page 163 and 164:
References Cuccia, L., La Commare,
Page 165 and 166:
Master Data Management (MDM) The Ma
Page 167 and 168:
Figure 3. EBX.Manager web-based too
Page 169 and 170:
and Lamolle, 2005), we propose some
Page 171 and 172:
Figure 6. Part of the definition of
Page 173 and 174:
A general framework for new product
Page 175 and 176:
III. Towards a model for the NPD pr
Page 177 and 178:
We would notice that these macro ph
Page 179 and 180:
options and forms). Feed-Forward st
Page 181 and 182:
[19] Rak I., Teixido C. La démarch
Page 183 and 184:
OL is an increasingly important are
Page 185 and 186:
Finally, OL seldom occurs without a
Page 187 and 188:
Figure 1. Part of the domain ontolo
Page 189 and 190:
Figure 3. Forum Access (in French)
Page 191 and 192:
Managing collaborative E-business a
Page 193 and 194:
• An open-architecture Internet b
Page 195 and 196: Figure 2. Overview of System Archit
Page 197 and 198: incorporate the manufacturing rules
Page 199 and 200: This file residing in the central s
Page 201 and 202: Use for a creative and innovative a
Page 203 and 204: The work has to generate added valu
Page 205 and 206: document production easier. This so
Page 207 and 208: colour codes in order to materializ
Page 209 and 210: Innovation encounters: ecosystems a
Page 211 and 212: company focused on R & D for a spec
Page 213 and 214: Iyer, Bala, Chi-Hyon Lee, and N Ven
Page 215 and 216: process: design methodology and bus
Page 217 and 218: III. The case “Water treatment”
Page 219 and 220: Once the profiles are found and des
Page 221 and 222: II. Innovating to compete in the el
Page 223 and 224: Innovation system Based on the prev
Page 225 and 226: • Technical advice on company acq
Page 227 and 228: traditional business units strive t
Page 229 and 230: such as the engine or power train,
Page 231 and 232: The CPM method aims at identifying
Page 233 and 234: Figure 2. The combined risk plot (l
Page 235 and 236: of links. Thus, adding the DFP migh
Page 237 and 238: Economic and environmental performa
Page 239 and 240: adaptations in it. Operations manag
Page 241 and 242: IV. Modelling and scenario analysis
Page 243 and 244: The main objective of a simulation
Page 245: Bood R., Postma T. (1997), Strategi
Page 249 and 250: grouped around the assumption, that
Page 251 and 252: In addition, significant difference
Page 253 and 254: • The medium changeover time for
Page 255 and 256: Schumpeter, J.A. (1931): Theorie de
Page 257 and 258: manufacturing sector. The presented
Page 259 and 260: III. Effects of product related ser
Page 261 and 262: University Technology Business Incu
Page 263 and 264: III. Comparison between Chinese and
Page 265 and 266: different organizations may partici
Page 267 and 268: company "nursery") that will provid
Page 269 and 270: system for funding new ventures tha
Page 271 and 272: Rothaermel FT, Thursby M. (2005). I
Page 273 and 274: problem and focus on one or more su
Page 275 and 276: ERIMA07’ Proceedings 5. Complemen
Page 277 and 278: ERIMA07’ Proceedings Manufacturer
Page 279 and 280: 2. Organisational functions concern
Page 281 and 282: Gadrey J.; “Des facteurs de crois
Page 283 and 284: eal world - not to mention the join
Page 285 and 286: non-European case study test sites
Page 287 and 288: in the following section, the leade
Page 289 and 290: Releasing of control - gaining of i
Page 291 and 292: • Leaders should check if there a
Page 293 and 294: The FP-M project, which appears mor
Page 295 and 296: Schein, E.H. (1987) Process Consult
Page 297 and 298:
critical parts and provide secure e
Page 299 and 300:
The descriptions of these phases de
Page 301 and 302:
V. Potential change maturity model
Page 303 and 304:
VII. Impacted process mapping When
Page 305 and 306:
Lillian T. Eby et al. (2000) Percep
Page 307 and 308:
the whole company and lead to a dis
Page 309 and 310:
� An individual control of every
Page 311 and 312:
Fifth Step: Advance Development The
Page 313 and 314:
Other ratios are: � Floating and
Page 315 and 316:
A practical framework to apply inno
Page 317 and 318:
• Reconfigurable. This means adap
Page 319 and 320:
The proposed method to develop the
Page 321 and 322:
Main contribution of the innovation
Page 323 and 324:
Final reflection: We would like to
Page 325 and 326:
(1998) adds the project concept. On
Page 327 and 328:
Sweeney, 1978;Bernstein & Singh, 20
Page 329 and 330:
Skills Strategy Structure TYPE FACT
Page 331 and 332:
(OR) literature asked: "Why are so
Page 333 and 334:
A Case Study of Organizational Inno
Page 335 and 336:
structure innovation for AI. We use
Page 337 and 338:
feature puppets that stand 90 centi
Page 339 and 340:
Entrepreneurial attitudes The Huang
Page 341 and 342:
References Barley, S. (1983) Semiot
Page 343 and 344:
environments. Our experience and th
Page 345 and 346:
y classical binary epistemology (es
Page 347 and 348:
questions we will be interested in,
Page 349 and 350:
dynamics, positivity and self confi
Page 351 and 352:
Airbus, RATP, ESTIA Innovation, etc
Page 353 and 354:
At first sight, these “paired-con
Page 355 and 356:
Disorder - Order “dialogy” Anot
Page 357 and 358:
Corcuff P. (2002) Les nouvelles soc
Page 359 and 360:
• The technological factor that c
Page 361 and 362:
3. Managing the evolution of the gl
Page 363 and 364:
The model of design context (Fig. 1
Page 365 and 366:
Design framework Summary Structure
Page 367 and 368:
An empirical model of resource-base
Page 369 and 370:
III. External knowledge ERIMA07’
Page 371 and 372:
VII. Entrepreneurial orientation (E
Page 373 and 374:
X. Conclusion ERIMA07’ Proceeding
Page 375 and 376:
ERIMA07’ Proceedings Proceedings
Page 377 and 378:
A ERIMA07’ Proceedings Index of a
Page 379 and 380:
Proceedings of ERIMA07’ 15-16th M
Page 381:
ERIMA07’ Proceedings ERIMA Public
show all

Towards new challenges for innovative management ... - Erima - Estia

Create successful ePaper yourself

Delete template?

Save as template?