• IJIEM

Customer Co-Creation throughout the Product Life Cycle (pp. 43-49)

Anja Orcik, Zeljko Tekic, Zoran Anisic
To sustain their competitive advantage, companies rely more and more on customers’ knowledge and experiences in product innovation processes. Considering that for radical innovations a distance from current market needs is crucial, customers are not in great amount involved in the development of products that represent breakthroughs on the market. However, customers’ knowledge and experience is very important for the incremental product improvements. Co-creation can be seen as a powerful engine for innovation. This paper focuses on giving the answer to the research question – is it possible to map co-creation processes throughout the product life cycle? By means of a literature review, the authors try to provide the understanding of this relation and offer the distinction of three co-creation levels (breakthrough level, high co-creation and low co-creation level) throughout the life cycle of a product.

Штампа Ел. пошта

Managing Open Innovation in SMEs: A Good Practice Example of a German Software Firm (pp. 33-41)

Sabine Brunswicker, Frank Ehrenmann
In recent years the open innovation paradigm has gained great attention in research on innovation and strategic management. Current research indicates that firms are opening up their innovation processes and adapt their business models to benefit not only from internal but also from external ideas and knowledge. So far, most of the research on open innovation has been focused on open innovation practices in large firms and has not considered open innovation in SMEs adequately. For this reason, our paper investigates organizational capabilities for managing open innovation in SMEs. Based on a case study analysis of the company CAS Software AG the researchers argue that SMEs have to build up new managerial capabilities within six dimensions of an integrated managerial system for open innovation. In addition the paper reveals the prosperous transformation process of the CAS Software AG towards an open innovator highlighting its characteristic of a guided evolution by means of a maturity model.

Штампа Ел. пошта

Knowledge Creation and Emergence of Innovations (pp. 27-32)

Zeljko Tekic, Ilija Cosic, Branko Katalinic
This paper tackles the question: What determines the direction and intensity of the innovation activities from the perspective of knowledge? Research is based on a chronology of knowledge and innovation development in the remote communication in order to obtain a fuller and richer understanding of knowledge – innovation cycles. The results show that knowledge always tends to develop towards the idea of the ideal, while the direction of development of knowledge is determined by the difference between what is needed and what is currently possible. The intensity of converting knowledge into innovation is defined by the limitations arising from the condition of society (profitability, legality, ethics) and compliance with nature (sustainability).

Штампа Ел. пошта

Diversity in the Early Phases of Product Development (pp. 19-26)

Steffen Ehrenmann, Joachim Warschat
Internationalization of R&D activities and the strategy of reverse innovation are new challenges of product development which will be discussed in this paper. These challenges in companies‘ environment require organizational skills to reduce uncertainties as well as to enable flexibility and adaptability. The consideration and use of diversity in the early phases of product development can be a way to meet these challenges. Therefore potential benefits of diversity and the relationship between diversity and innovation are shown in this paper. The potential opportunities of diversity but also its challenges like conflicts as well as communication and cooperation barriers point to the need for a management model which systematically considers and handles diversity in the early phases of product development.

Штампа Ел. пошта

Employees' Communication Patterns in Unorganized Idea-sharing Activities (pp. 11-18)

Petar Vrgovic, Predrag Vidicki, Vojin Senk
Idea management is frequently observed as the front end of innovation process. Before idea management is implemented in an organization, it may be significant to research what are intuitive and spontaneous patterns of behavior expressed by the potential idea sharers. This research focuses on spontaneous idea sharing behaviors of employees in Serbian industrial companies, focusing on those behaviors that were not systematically and proactively organized by their companies. The goal of this research was to explore the frequency of idea sharing behaviors of employees and the idea-sharing and communication patterns that they express, the type of verbal stimulus relevant to their idea communication activities, and feedback stimuli that ideators experience. Findings suggest that there is significant creative potential that is not used, explaining the suboptimal usage of employees creative input with bad practices by the management.

Штампа Ел. пошта