Innovation Management Framework

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The Knowledge Economy

Nader NADA1
Abstract: Through our literature review we realized that the full implementation of innovation framework in many organizations does not appear to take place routinely within management practice and that, where it does, it tends to focus on output measures. Further, from the relatively small number of empirical studies of frameworks in practice, measurement of innovation management appears to be undertaken infrequently as an ad hoc approach, and relies on outdated innovation frameworks. In this paper we introducing an integrated and comprehensive framework that addresses the innovation management at both levels of the firms and projects. We developed a synthesized innovation management framework that consists of eight dimensions including the Innovation Balanced Scorecard (IBS) to measure four categories of innovation Key Performance Indicators (KPI), Open Innovation, and Commercialization. The paper makes two important contributions. First, it takes a step of incorporating a vastly diverse innovation framework into a single framework with several newly added dimensions. Second, we introduced and partially developed the innovation framework toolkit. Through the systematic implementation and usage of the framework toolkit, practitioners will be able to conduct an evaluation of their own innovation management activity, identify gaps, weaknesses or inadequacies, and also improvement potential. Keywords: Creativity, Innovation, Framework, Innovation Balanced Scorecard, KM

1. Introduction If knowledge management is to have any real impact on the way we do business and not just a passing fad then it has got to be about making radical changes in the way that we perceive and utilize knowledge. It needs to be about creating new knowledge, applying knowledge and in the words of Peter Drucker “making it productive” (2002). In other words knowledge management needs to fundamentally focus on creativity and innovation. A more useful approach is to view creativity as the process of generating ideas whilst seeing innovation as the sifting, refining and more critically – the implementation of those ideas. Creativity is about divergent thinking. Innovation is about convergent thinking. Creativity is about the generation of ideas and innovation is about putting them into action. The application of innovation must become a requirement for advancement in the organization. Innovation is an important force in creating and sustaining organizational growth. Effective innovation can mean the difference between leading with a particular product, process, service, or business model. Innovation framework is about describing how to systematically deliver innovations that add value to customers. (O’Sullivan, 2009). There have been several studies that have investigated the limitations of various innovation approaches and innovation frameworks (Werner and Souder, 1997), and of specific measurement framework (Trajtenberg, 1990) as they relate to the practice of creativity, innovation, and knowledge Management. Our initial study and literature review on innovation management frameworks showed that there exist a diversity of perceptions, approaches and practices that can be confusing and ambiguous. The consequence of this is the lack of an updated meticulous, comprehensive, and integrated framework covering the range of all activities necessary to generate and manage ideas to turn these ideas into useful added values to customer and new marketable products, services, or business model. The objectives of this paper are: first, to introduce an Integrated Innovation and comprehensive Framework (IIF) to manage and measure innovation at any type of organization. Second, in the light of the IIF we will discuss the relationship between the 1

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Bilgi Ekonomisi

Creativity, Innovation, and Knowledge...