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Information Management > IDT - Innovation Models (Tidd et al, 2005) > Flashcards

IDT - Innovation Models (Tidd et al, 2005) Flashcards

1
Q

Innovation models by Joe Tidd (2006)

A

Evolving models of the innovation process, including:

  • Five generations of innovation models
  • Problems with partial views of innovation
  • Discontinuity in innovation
  • Innovation life cycle stages
  • Innovation network types
  • Innovation diffusion models
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2
Q

Van de Ven (2000)

A

Has determined important modifiers of the basic model

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3
Q

Roy Rothwell

A

Has conceptualized five generations of innovation models

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4
Q

Important modifiers of the basic model

A
  • Shocks trigger innovation
  • Ideas proliferate
  • Setbacks occur frequently
  • Innovation is restructured through external intervention
  • Top management’s key role in sponsoring
  • CSFs shift over time
  • Innovation involves learning
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5
Q

First and second generation of innovation models

A

The linear models. Need pull and technology push

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6
Q

Third generation of innovation models

A

Interaction between different elements and feedback loops between them -the coupling mode

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7
Q

Fourth generation of innovation models

A

The parallel lines model, integration within the firm, upstream with key suppliers and downstream with demanding and active customers, emphasis on linkages and alliances

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8
Q

Fifth generation of innovation models

A

Systems integration and extensive networking, flexible and customized response, continuous innovation

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9
Q

Tidd et al (2005): Problems of partial views of innovation

A

If innovation is only seen as … then the result can be that..

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10
Q

Problems of partial views of innovation: Strong R&D capability

A

Technology which fails to meet user needs and may not be accepted

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11
Q

Problems of partial views of innovation: The province of specialists

A

Lack of involvement by others, and a lack of key knowledge and experience input from other perspectives in the R&D

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12
Q

Problems of partial views of innovation: Understanding and meeting customer needs

A

Lack of technical progression, leading to inability to gain competitive edge

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13
Q

Problems of partial views of innovation: Advances along the technology frontier

A

Producing products or services which the market does not want or designing processes which do not meet the needs of the user and whose implementation is resisted

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14
Q

Problems of partial views of innovation: The province only of large firms

A

Weak small firms with too high a dependence on large customers. Disruptive innovation as apparently insignificant small players seize new technical or market opportunities

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15
Q

What is discontinuous innovation?

A

A form of innovation that does not happen within the ‘rules of the game’, an innovation that is not widely accepted.

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16
Q

Sources of discontinuity (Tidd et al, 2005)

A
  • New markets
  • New technologies
  • New political rules
  • Market exhaustion
  • Sea change in market sentiment of behaviour
  • Deregulation / shifts in regulatory regime
  • Fractures along ‘fault lines’
  • Unthinkable events
  • Business model innovation
  • Shifts in ‘techno-economic paradigm’ - systematic changes which impact whole sectors or societies
  • Architectural innovation
17
Q

Stages in the innovation life cycle (Tidd et al, 2005)

A
  • Fluid Pattern
  • Transitional phase
  • Specific phase
18
Q

Innovation life cycle: Fluid pattern

A

Emphasis on functional product performance. Mostly major changes in the product itself

19
Q

Innovation life cycle: Transitional phase

A

Product variation. Mostly major process innovations

20
Q

Innovation life cycle: Specific phase

A

Cost reduction. Mostly incremental product and process innovations

21
Q

Frans Berkhout and Ken Green (2003): limitation in the conceptualizing of innovation

A
  • The focus is often too narrow; aimed at managers, the firm or supply chain
  • The focus lies on a technology or product, where it should be on a technological system or regime and their evolution
  • The assumption that innovation is only resulting from the coupling of technological opportunity with demand is too limited. It should include social structures as well
22
Q

Competitive rivalry (as compared by Lacey Glenn Thomas in 1994)

A

Case studies and statistical analysis show that competitive rivalry stimulates firms to invest in innovation and change, because their very existence will be threatened if they do not.

23
Q

Types of innovation networks

A
  • Product/Process development consortium
  • Sectoral forum
  • New technology development consortium
  • Emerging standards
  • Supply chain learning
  • Cluster
  • Topic network
24
Q

Innovation network: product/process development consortium

A

Sharing knowledge and perspectives to create and market new product or process concept -for example, the Symbian consortium (Sony, Ericsson, Motorola and others) working towards developing a new operating system for mobile phones and PDAs.

25
Q

Innovation network: Sectoral forum

A

Shared concern to adopt and develop innovative good practice across a sector or product market grouping -for example, in the UK the SMMT Industry Forum or the Logic (Leading Oil and Gas Industry Competitiveness), a gas and oil industry forum.

26
Q

Innovation network: New technology development consortium

A

Sharing and learning around newly emerging technologies -for example, the pioneering semiconductor research programmes in the US and Japan.

27
Q

Innovation network: Emerging standards

A

Exploring and establishing standards around innovative technologies -for example, the Motion Picture Experts Group (MPEG) working on audio and video compression standards.

28
Q

Innovation network: Supply chain learning

A

Developing and sharing innovative good practice and possibly shared product development across a value chain -for example, the SCRIA initiative in aerospace.

29
Q

Innovation network: Cluster

A

Regional grouping of companies to gain economic growth through exploiting innovation synergies.

30
Q

Innovation network: Topic network

A

Mix of firms companies to gain traction on key new technology.

31
Q

Important success factors to innovation (AIM, 2004)

A
  • High diversity: network of diverse partners who encourage exchanges about ideas.
  • Third-party gatekeepers: science partners such as universities, consultants and trade associations, who provide access to expertise and act as neutral knowledge brokers across the network.
  • Financial leverage: access to investors via business angels, venture capitalists firms and corporate venturing which spreads the risk of innovation and provides market intelligence.
  • Proactive management: participants regard the network as a valuable asset and actively manage it to reap the innovation benefits.
32
Q

Dimensions of innovation network types

A

Vertical: Radical innovation vs. incremental innovation.

Horizontal: Similar vs. Heterogeneous

33
Q

David Teece (1998) nine ways to appropriate benefits from innovation

A
  1. Secrecy
  2. Acc. tacit knowledge
  3. Lead times + aftersales
  4. Learning curve
  5. Complementary assets
  6. Product complexity
  7. Standards
  8. Pioneering radical new products
  9. Strength of patent protection
34
Q

Characteristics that affect diffusion of innovation (Rogers, 2003)

A
  • Relative advantage: Whether the innovation is perceived as better than existing
  • Compatibility: degree to which innovation is consistent to existing values
  • Complexity: degree to which innovation is perceived to be difficult
  • Trial-ability: degree to which innovation can be experimented
  • Observation: degree to which the results of innovation are visible to others
35
Q

Two Processes of diffusion

A

Demand-side models, mainly statistical

Supply-side models, mainly sociological

Typically it follows the S-curve

36
Q

Demand-side proces of diffusion

A
  • Epidemic, based on direct contact with, or imitation of prior adopters
  • Bass, based on adopters consisting of innovations and imitators
  • Probit, based on adopters with different benefit tresholds
  • Bayesian, based on adopters with different perceptions of benefit and risk
37
Q

Supply-side process of diffusion

A
  • Appropriability, which emphasizes relative advantage of an innovation
  • Dessemination, which emphasizes the availability of information
  • Utilization, which emphasizes the reduction of barriers to use
  • Communication, which emphasizes the feedback between developers and users

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