International Journal of Innovation Science

Glassman, Brian; Trusko, Brett

2014 International Journal of Innovation Science

doi: 10.1260/1757-2223.6.1.i

Marion, Tucker; Fixson, Sebastian

2014 International Journal of Innovation Science

doi: 10.1260/1757-2223.6.1.1

Information technology, globalization, and digital design have all contributed to the changing composition of new product development (NPD). These developments have led to a paradigm shift where continuous resources can be replaced by outsourced resources that are used intermittently throughout the entire innovation process. These resources can be plugged into the project at opportune times thereby lowering fixed costs and speeding commercialization. However, this intermittent use of resources requires appropriate management actions. This study reports on longitudinal, ethnographic case research performed over the span of the product development cycle of two projects. We look at multiple factors that can influence the effective coordination of outside, intermittent resources on the project. We explore critical characteristics of intermittent resources employed by new ventures, focusing on project management, the product development process, and the role of technology enablers such as IT collaboration. We find that technology's role in coordination of resources is less important than the robustness of interaction. Our qualitative study suggests that only when skilled project coordination is combined with precise communication can intermittent resources be effective. We conclude the article with the limitations and directions for further research.

Rundquist, Jonas

2014 International Journal of Innovation Science

doi: 10.1260/1757-2223.6.1.19

Research has indicated that small and medium sized firms (SMEs) play an important role in the growth of the economy. However, in order to be able to compete at an international level, most SMEs are bound to work in alliances in order to gather enough knowledge and resources for product and technology development or to be able to penetrate a larger market. Alliances can be formed with different types of actors (i.e., suppliers, customers, agents, universities, consultancies); in the alliance, information and knowledge are gathered and created. Information is defined as "knowledge that can be transmitted without loss of integrity," which includes facts, axiomatic propositions, and symbols. This knowledge can be categorized as domain-specific, procedural, or general. In the present study, a case approach is used to investigate how different types of information and knowledge generated through distributed product development are integrated into the firm, what methods are used, and some conclusions on what methods are more successful for each type of information or knowledge. Results indicate a very high representation of formal information sharing (document exchange) even if there is a high degree of agreement among the respondents that personal meetings and continuous information sharing would be better if they had a system for this. Therefore, the conclusions should lead to systems that address the above problems.

Fiorineschi, Lorenzo; Rissone, Paolo; Rotini, Federico

2014 International Journal of Innovation Science

doi: 10.1260/1757-2223.6.1.29

This paper argues the relationship between modularity and product innovation. The work is based on the assumption that in order to become an innovation, a novel product has to be successfully diffused into the marketplace. Modularity can give rise to a series of parameters related to commercial success; however, there is not a well-defined relationship between modularity and product innovativeness. The aim of the paper is to analyse the logic of the most acknowledged modularization methods in-order to understand how they can really influence product success, and then, part of product innovativeness.

Talonen, Tapani; Hakkarainen, Kari

2014 International Journal of Innovation Science

doi: 10.1260/1757-2223.6.1.43

The authors present the elements constituting an advantageous business model, and suggest how to achieve that competitive edge. They argue that traditional innovation processes with funnelling front-end, stage-gate with go/kill decisions, and similar processes have inherent limitations in such an inclusive concept. They propose an alternative approach, driven by strategic business options. A business model, like everything else, has a limited life span. Anew model requires radical changes in thinking and logics. Still, the move is not easy, and most attempts will fail. The right timing is tricky, plans to abandon an existing model might feel dispiriting, and the necessity to change can be blinded by past successes. This article discusses these complex aspects and the steps needed to overcome them. Finally, in ever-changing business competition it is not realistic to constantly renew inside-out. Instead, for a company to survive, its business model must have a very important quality known as resilience. This article is based on the authors' extensive practical experience in a global business environment, as well as on their academic work.

Harter, Nathan

2014 International Journal of Innovation Science

doi: 10.1260/1757-2223.6.1.55

Henri Ellenberger argued that in many instances, illness serves as an integral stage in the creative process. This paper begins by contrasting the simplistic image of cause-and-effect with Ellenberger's three-part model, with illness in the middle. Then, it sets forth five different ways to construe the period of illness as a contribution to a creative process that will have begun before the illness. It concludes by introducing a familiar example from Western history of a leader whose contributions might have built upon years of exemplary preparation, but actually began in earnest only after a defining period of sudden illness.Henri Ellenberger [1] wrote an influential essay in the 1960s titled "The Concept of Creative Illness." Part of its brilliance is due to the fact that it took a relatively common model of cause-and-effect and added something to it, presenting a slightly more sophisticated model that raised interesting new questions about the relationship between illness and creativity. This paper considers the importance of studying the creative process through the lens of illness as liminality.