JournalTOCs

International Journal of Technology Marketing

[5 followers] Follow
Full-text available via subscription

Subscription journal
ISSN (Print) 1741-878X - ISSN (Online) 1741-8798
Published by Inderscience Publishers

[367 journals]

Independent inventors and inbound open innovation: using a resource-based approach to create a tool for screening inventor approaches in order to facilitate technology in-licensing
- Authors: Gavin Smeilus|Robert J. Harris|Andrew Pollard
  Pages: 102 - 126
  Abstract: Open innovation literature identifies independent inventors as a source of novel external knowledge. This knowledge may be licensed into an organisation in order to supplement internal R&D activity, typically as part of an inbound open innovation strategy. In opening an organisation up to approaches from individuals the capacity of the core team to identify promising licensing opportunities is diminished by the sheer volume and variable quality of approaches received. Based on a survey of 202 UK independent inventors this paper utilises a resource-based approach to identify the key resources possessed by successful independent inventors. Using this data, we devise a preliminary screening tool to facilitate technology in-licensing from independent inventors.
  Keywords: independent inventors|licensing|open innovation|new product development|NPD|resource-based view|RBV|technology marketing|screening|inventor approaches|technology in-licensing|key resources
  Citation: International Journal of Technology Marketing, Vol. 8, No. 2 (2013) pp. 102 - 126
  PubDate: 2013-05-18T23:20:50-05:00
  DOI: 10.1504/IJTMKT.2013.054078
  Issue No: Vol. 8, No. 2 (2013)
Diffusion of user innovations - a firm-level survey
- Authors: Arja Kuusisto|Jari Kuusisto
  Pages: 127 - 141
  Abstract: This survey of 379 firms in Finland demonstrates that firms commonly innovate their process software, equipment and services for in-house use. The key focus of this study is the transfer of user innovations. 35% of the user innovations in our sample were shared with some other company. User innovations were primarily shared with firms that provided support to the innovation process, and with which the innovator had a prior cooperative relationship. The study further examines the diffusion of user innovations from another, complementary angle: we asked whether firms systematically aim to identify user innovations that are created by their customers. Only a fraction of firms had any systematic programme in use, while the great majority followed user innovations randomly. Finally, the firms reported many different kinds of obstacles to making use of user innovations, which we classified under six thematic categories.
  Keywords: user innovation|firm level survey|innovation transfer|innovation diffusion|Finland|innovation support
  Citation: International Journal of Technology Marketing, Vol. 8, No. 2 (2013) pp. 127 - 141
  PubDate: 2013-05-18T23:20:50-05:00
  DOI: 10.1504/IJTMKT.2013.054080
  Issue No: Vol. 8, No. 2 (2013)
Applying the hub-and-spoke model to virtual communities: the IBM innovation approach
- Authors: Maria Cristina Longo|Sonia Caterina Giaccone|Francesco Garraffo
  Pages: 142 - 158
  Abstract: This paper aims to analyse the contribution of virtual communities in fostering innovation process by aggregating into an innovation-hub. Acting as centre of knowledge integration and value creation, the innovation-hub is a meta-organisation, parallel to the traditional R&D labs. We believe that this innovation system operates according to a hub-and-spoke model in which employees communicate informally on the web and openly collaborate on innovation to strengthen the firm competitiveness. Despite its strategic role, relatively little is known about the hub's effectiveness in supporting innovation process, connectivity, operational and motivational mechanisms. In order to gain insights to build a theory, we study in-depth the case of IBM innovation-hub and define some propositions. The research contributes to fill the theoretical gap related to the hub model and to provide suggestions for managers about innovation strategies, by maximising the value created by the innovation-hub.
  Keywords: virtual communities|innovation hub|ideas generation|knowledge sharing|IBM|open collaboration|operational mechanisms|motivational mechanisms|technology platforms|hub-and-spoke model|online communities|web based communities|knowledge integratio
  Citation: International Journal of Technology Marketing, Vol. 8, No. 2 (2013) pp. 142 - 158
  PubDate: 2013-05-18T23:20:50-05:00
  DOI: 10.1504/IJTMKT.2013.054077
  Issue No: Vol. 8, No. 2 (2013)
The service innovation triangle: a tool for exploring value creation through service innovation
- Authors: Peder Inge Furseth|Richard Cuthbertson
  Pages: 159 - 176
  Abstract: This paper provides a new framework for service innovation based on an extensive literature review, semi-structured interviews with some of the best known thinkers and practitioners in the field of innovation, as well as supported through case study analysis, in order to identify the components of service innovation and their interrelationships, especially with respect to creating value through the innovative management of business models, service systems and the resulting customer experiences. The result of this research is the service innovation triangle, a simple but rich model, consisting of nine integrated elements in three layers. The service innovation triangle can be used by firms to explore innovation opportunities for themselves, customers, and suppliers, as well as providing a foundation for future research in the area of service innovation.
  Keywords: service innovation|business modelling|service systems|services|customer experiences|people|core assets|technology marketing|value creation
  Citation: International Journal of Technology Marketing, Vol. 8, No. 2 (2013) pp. 159 - 176
  PubDate: 2013-05-18T23:20:50-05:00
  DOI: 10.1504/IJTMKT.2013.054082
  Issue No: Vol. 8, No. 2 (2013)
Building up a firm's commercialisation competence: from product concept to the first reference
- Authors: Leena Aarikka-Stenroos|Tuula LehtimÃ¤ki
  Pages: 177 - 196
  Abstract: This study examines the build-up of commercialisation competence when a firm moves from concept development to the first customer reference. During this period, substantial learning on commercialisation occurs as the firm develops an understanding of the fit between the business environment and the new product, which helps the firm improve its strategic marketing decisions. This process builds the innovator firm's commercialisation competence which makes it possible for the firm to succeed in acquiring the first reference. The study draws on the literature on innovation management concerning innovation competence, commercialisation of innovations, and reference marketing. Employing qualitative multiple case analysis, this study generates a dynamic model for commercialisation competence build-up and identifies strategic marketing, market preparation/creation and sales creation as key competence groups for commercialisation with a total of 14 sub-competences. The developed framework serves as a managerial tool to determine critical steps in commercialisation and the required commercialisation competences.
  Keywords: commercialisation competence|product concept|first reference|learning|commercialisation process|innovation process|innovation management|radical innovation|case study|technology marketing|strategic marketing|innovation commercialisation|dynamic model
  Citation: International Journal of Technology Marketing, Vol. 8, No. 2 (2013) pp. 177 - 196
  PubDate: 2013-05-18T23:20:50-05:00
  DOI: 10.1504/IJTMKT.2013.054081
  Issue No: Vol. 8, No. 2 (2013)
Distinctive dynamic capabilities for new business creation: sensing, seizing, scaling and separating
- Authors: Axel Roseno|Ellen Enkel|Florian Mezger
  Pages: 197 - 234
  Abstract: This study examines the distinctive dynamic capabilities for new business creation in established companies. We argue that these are very different from those for managing incremental innovation within a company's core business. We also propose that such capabilities are needed in both slow and fast-paced industries, and that similarities exist across industries. Hence, the study contributes to dynamic capabilities literature by: 1) identifying the distinctive dynamic capabilities for new business creation; 2) shifting focus away from dynamic capabilities in environments characterised by high clock-speed and uncertainty towards considering dynamic capabilities for the purpose of developing new businesses, which also implies a high degree of uncertainty. Based on interviews with 33 companies, we identify distinctive dynamic capabilities for new business creation, find that dynamic capabilities for this are needed across industries regardless of their clock-speed, and ascertain that capabilities and practices are similar across industries although idiosyncratic differences at the company level do exist.
  Keywords: new business creation|new business development|corporate venturing|technology ventures|new ventures|corporate entrepreneurship|radical innovation|breakthrough innovation|disruptive innovation|discontinuous innovation|innovation management|research an
  Citation: International Journal of Technology Marketing, Vol. 8, No. 2 (2013) pp. 197 - 234
  PubDate: 2013-05-18T23:20:50-05:00
  DOI: 10.1504/IJTMKT.2013.054072
  Issue No: Vol. 8, No. 2 (2013)