The current competitive business environment demands that firms are able to integrate operational capabilities of their supply chain members in order to develop, produce and deliver offerings at low cost and high quality. In order to understand innovation capability in a supply chain context, this paper provides an in-depth analysis of 'Comfort Audio', a leading company in medical technology in Sweden, which show incredible ability to develop innovative solutions and medical products over the years. A single case study was adopted in this study, which enabled in-depth analysis of the case company.
Findings, highlight, innovation capability factors is made up of: idea management, interactive learning, collaboration and idea implementation. In addition, consultants were found to be one of the key supply chain members contributing to the firm's innovation capability. The main theoretical contribution of the study is that innovation capability of a firm has been found to go beyond the internal capabilities that a focal firm owns or possesses, but rather through the access and utilisation of external actors' resources and capabilities, as a result of exchange relationships with the supply chain members.
Contribution to Collaborative Innovation Studies: Cases of SMES Moroccan Auto...IJAEMSJORNAL
The aim of this work is to study how collaborative innovation succeeds between a large enterprise and SME relationship (Manufacturer-Equipment) in automotive supply chain using case studies. Data were collected from semi-structured interviews with managers in nine firms. The main intention was to understand how these companies engaged collaborative innovation and what the factors were to make it successful. The study adopted a qualitative approach in the study of these factors. The results show the importance of the internal capacities of SMEs (management style, innovation capacities, knowledge management ...) in the success and valorization of such a project. The study provides important lessons on how these relationships can impact the way businesses operate and how they innovate.
Critical Factors for New Product Developments in SMEs Virtual TeamNader Ale Ebrahim
Small and medium enterprises (SMEs) are considered as an engine for economic growth all over the world and especially for developing countries. During the past decade, new product development (NPD) has increasingly been recognized as a critical factor in ensuring the continued survival of SMEs. On the other hand, the rapid rate of market and technological changes has accelerated in the past decade, so this turbulent environment requires new methods and techniques to bring successful new products to the marketplace. Virtual team can be a solution to answer the requested demand. However, literature have shown no significant differences between traditional NPD and virtual NPD in general, whereas NPD in SME’s virtual team has not been systematically investigated in developing countries. This paper aims to bridge this gap by first reviewing the NPD and its relationship with virtuality and then identifies the critical factors of NPD in virtual teams. The statistical method was utilized to perform the required analysis of data from the survey. The results were achieved through factor analysis at the perspective of NPD in some Malaysian and Iranian manufacturing firms (N = 191). The 20 new product development factors were grouped into five higher level constructs. It gives valuable insight and guidelines, which hopefully will help managers of firms in developing countries to consider the main factors in NPD.
Review of Danneels E. (2004), “Disruptive Technology Reconsidered: A Critique and Research Agenda,” Journal of Product innovation Management, 21, 4 (July), 246-258.
Cross Industry Collaboration: Creating the enablers for disruptive modelswimdecraene
Information technologies, mature markets, relentless demand for innovation, environmental concerns and the uncertain economy are combining to drive the emergence of new growth scenarios, which are spurring companies to fundamentally rethink their growth strategies.
The vision of an economy as a set of independent industries –each serving its own customers, with its own suppliers and its own innovation chain—is in many ways outmoded. New collaborations are emerging that stretch well beyond historical industrial boundaries, nurtured by mobility, payment systems, open information, energy management and infrastructure development. This new breed of cooperation is all about unlocking synergies and exploring fresh opportunities.
Although in recent years numerous factors have combined to encourage cross-collaboration among different industries, this trend has yet to gain any real traction. The main question is which enablers are missing to spur the development of new cross-industry ecosystems?
Contribution to Collaborative Innovation Studies: Cases of SMES Moroccan Auto...IJAEMSJORNAL
The aim of this work is to study how collaborative innovation succeeds between a large enterprise and SME relationship (Manufacturer-Equipment) in automotive supply chain using case studies. Data were collected from semi-structured interviews with managers in nine firms. The main intention was to understand how these companies engaged collaborative innovation and what the factors were to make it successful. The study adopted a qualitative approach in the study of these factors. The results show the importance of the internal capacities of SMEs (management style, innovation capacities, knowledge management ...) in the success and valorization of such a project. The study provides important lessons on how these relationships can impact the way businesses operate and how they innovate.
Critical Factors for New Product Developments in SMEs Virtual TeamNader Ale Ebrahim
Small and medium enterprises (SMEs) are considered as an engine for economic growth all over the world and especially for developing countries. During the past decade, new product development (NPD) has increasingly been recognized as a critical factor in ensuring the continued survival of SMEs. On the other hand, the rapid rate of market and technological changes has accelerated in the past decade, so this turbulent environment requires new methods and techniques to bring successful new products to the marketplace. Virtual team can be a solution to answer the requested demand. However, literature have shown no significant differences between traditional NPD and virtual NPD in general, whereas NPD in SME’s virtual team has not been systematically investigated in developing countries. This paper aims to bridge this gap by first reviewing the NPD and its relationship with virtuality and then identifies the critical factors of NPD in virtual teams. The statistical method was utilized to perform the required analysis of data from the survey. The results were achieved through factor analysis at the perspective of NPD in some Malaysian and Iranian manufacturing firms (N = 191). The 20 new product development factors were grouped into five higher level constructs. It gives valuable insight and guidelines, which hopefully will help managers of firms in developing countries to consider the main factors in NPD.
Review of Danneels E. (2004), “Disruptive Technology Reconsidered: A Critique and Research Agenda,” Journal of Product innovation Management, 21, 4 (July), 246-258.
Cross Industry Collaboration: Creating the enablers for disruptive modelswimdecraene
Information technologies, mature markets, relentless demand for innovation, environmental concerns and the uncertain economy are combining to drive the emergence of new growth scenarios, which are spurring companies to fundamentally rethink their growth strategies.
The vision of an economy as a set of independent industries –each serving its own customers, with its own suppliers and its own innovation chain—is in many ways outmoded. New collaborations are emerging that stretch well beyond historical industrial boundaries, nurtured by mobility, payment systems, open information, energy management and infrastructure development. This new breed of cooperation is all about unlocking synergies and exploring fresh opportunities.
Although in recent years numerous factors have combined to encourage cross-collaboration among different industries, this trend has yet to gain any real traction. The main question is which enablers are missing to spur the development of new cross-industry ecosystems?
Success Factors of Open Innovation - A Literature ReviewWaqas Tariq
This paper reviews the research on the open innovation process in order to identify critical success factors. The study consists of a systematic review of 29 referred empirical articles on the open innovation process. The studies reviewed highlight different success factors for the open innovation process. These factors are grouped into nine themes: 1) relational aspects, 2) the people involved in the process, 3) governance, 4) facilitators, 5) provision of resources, 6) strategy, 7) process management, 8) leadership and 9) culture. Based upon the findings, the study proposes a number of future research directions that may stimulate more intensive investigation of this field.
The Designing and Weighting of Key Performance Indicators using the SCOR Appr...ijtsrd
Competition between companies is becoming more intense, which is why each company must improve their performance. Supply Chain Management becomes an important part of a company in order to determine an efficient business strategy. One way is to measure supply chain performance. The first step that must be taken is to determine and weigh the Key Performance Indicator as a measurement of supply chain performance measurement in XYZ Weaving Company with the Supply Chain Operations Reference SCOR approach. The result of the study is that there are 23 KPIs with their respective weights on each level. The highest weight on Level 1 is on the Make process with a weight value of 0.357. The highest weight on level 2 is on the Reliability variable with a total weight of 0.424, while the highest weight on level 3 is on the Time needed to manufacture products with a total weight of 0.067. Ni Kadek Jayanthy Nilasari "The Designing and Weighting of Key Performance Indicators using the SCOR Approach and AHP in XYZ Weaving Company" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30348.pdf Paper Url :https://www.ijtsrd.com/engineering/industrial-engineering/30348/the-designing-and-weighting-of-key-performance-indicators-using-the-scor-approach-and-ahp-in-xyz-weaving-company/ni-kadek-jayanthy-nilasari
Implications Of Human Resource Variables On Supply Chain Performance And Comp...CSCJournals
This paper proposes a conceptual model indicating the effect of Human Resource (HR) variables on supply chain (SC) performance and to suggest best approach suited for Indian manufacturing organizations, in general, and automotive industries, in particular. This study is a part of a larger research project exploring SC related practices. The methodology of critical evaluation involved literature review of empirical research articles on performance measurement, SCM and HR practices. A critical analysis is carried out so as to identify research gaps in content of effect of HR on performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of the role of human involvement on overall SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The study is limited to supply chains of the automotive industries and their ancillaries located in Malwa region of M.P., India. Further research can be carried out by using data of various supply chains located in other parts of India to generalize the research. Also, other sectors and industries can be included.
Internationalization and Sustainable Operations: A Broad Investigation of Chi...Scientific Review SR
We investigate if internationalization behaviors encourage sustainable operations of China’s manufacturing firms due to their substantial impact on climate change and special governance modes, and organize a heterogeneity test to clarify what kind of internationalization behaviors can robustly influence such operations. We find that firms with abundant assets and heavy-polluting feature are more committed to sustainable operations. Getting close to international sustainability standards, international auditing standards, and international business all improve sustainable operations. Heterogeneity test further shows that compared with international standards, the positive impact of international business on sustainable operation lacks a robustness, which responds to an argument that for one country, international business acts as a double-edged sword. Overall, this paper reveals internationalization as a key indicator significantly influencing economic, ecological, and social spheres in manufacturing sectors of emerging markets, and complying with well-accepted international standards can be significantly embodied in a more optimistic sustainable operations. However, how to deal with international business in a right manner is a research highlight worthy of ongoing discussion. We focus on different types of internationalization behaviors, and this indicator can theoretically inspire future study to dialectically evaluate the role of internationalization in addressing sustainability problems in emerging markets’ pillar industries.
Management Analysis and Innovation Management Modelijtsrd
Today innovation has become a matter of survival for you to organize them. Those who do not seek to innovate in their products or services are destined to lose their market share or even go bankrupt. Aware of this condition, organizations begin to use the methodology called Lean Startup, created primarily for startups. However, it has been observed that organizations that try to use this methodology face a kind of disorganization and create something called innovation theatres , where great projects are idealized, but it is not possible to deliver any substantive change to a product or service. To reverse this scenario, Steve Blank indicates the use of two corporate strategies in conjunction with the Lean Startup methodology in order to accelerate the innovation process in mature companies, what he calls the model of Lean Innovation Management. The objective of this article, besides pointing out what is Lean Management, is to argue that the adoption of this model in organizations will only be successful if the agile methodologies which support it are not considered just an innovation in the process of software development and related services in companies, but a new and competitive management strategy for organizations. Dilafruz Saidahmedova "Management Analysis and Innovation Management Model" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-4 , June 2020, URL: https://www.ijtsrd.com/papers/ijtsrd31205.pdf Paper Url :https://www.ijtsrd.com/management/randd-management/31205/management-analysis-and-innovation-management-model/dilafruz-saidahmedova
which supply chain strategies can guarantee higher manufacturer’s operational...INFOGAIN PUBLICATION
Due to the fact that scientists and practitioners alike have interested on the leveraging manufacturing companies’ operational performance, this research examined which supply chain strategies promise manufacturers higher operational performance. Later on, we clarified whether suitable resources can play an important role in the mentioned causal relationshipsas a moderator and improve the impact of the strategies on operational performance. This study is a descriptive-exploratory research in which primary data was collected from 80 Malaysian manufacturing companies. Bivariate Correlation and Multiple Regression in SPSS was applied for analyzing data. Output showed that many suppliers, few suppliers, and keiretsu network strategies enable manufacturers to achieve satisfactory level of operational performance; but, vertical integration. More importantly, suitable resources can leverage the effect of just vertical integration strategy on operational performance.
Inter-firm alliances have been regarded as an effective mechanism for acquiring specialized complementary assets and achieving synergies. Although previous literatures have provided important insights on inter-firm technology alliances, few scholars have paid attention to the impact of types of R&D alliances, business similarity and relative size on the value creation for focal firms. Taking the listed firms involved in technological alliances in China’s IT industry as the sample, the article empirically investigated the impact of technological alliance announcements, and characteristics inter-firm technological alliances on the abnormal returns for focal firms is empirically discussed. The results show that technological alliance announcements may increase the abnormal returns for focal firms, and technological alliance announcements by relatively smaller firms can significantly increase their abnormal returns. While the declaration of the technological alliances of firms in similar industries have a significant impact on abnormal returns, while the declaration of dissimilar firms has an insignificant impact on abnormal returns.
#PorterPrize 2019 looks at the strategic acumen of corporates in India. The strategy award rewards the best companies based on value creation, innovation, and strategy in their specific industry segments.
Success Factors of Open Innovation - A Literature ReviewWaqas Tariq
This paper reviews the research on the open innovation process in order to identify critical success factors. The study consists of a systematic review of 29 referred empirical articles on the open innovation process. The studies reviewed highlight different success factors for the open innovation process. These factors are grouped into nine themes: 1) relational aspects, 2) the people involved in the process, 3) governance, 4) facilitators, 5) provision of resources, 6) strategy, 7) process management, 8) leadership and 9) culture. Based upon the findings, the study proposes a number of future research directions that may stimulate more intensive investigation of this field.
The Designing and Weighting of Key Performance Indicators using the SCOR Appr...ijtsrd
Competition between companies is becoming more intense, which is why each company must improve their performance. Supply Chain Management becomes an important part of a company in order to determine an efficient business strategy. One way is to measure supply chain performance. The first step that must be taken is to determine and weigh the Key Performance Indicator as a measurement of supply chain performance measurement in XYZ Weaving Company with the Supply Chain Operations Reference SCOR approach. The result of the study is that there are 23 KPIs with their respective weights on each level. The highest weight on Level 1 is on the Make process with a weight value of 0.357. The highest weight on level 2 is on the Reliability variable with a total weight of 0.424, while the highest weight on level 3 is on the Time needed to manufacture products with a total weight of 0.067. Ni Kadek Jayanthy Nilasari "The Designing and Weighting of Key Performance Indicators using the SCOR Approach and AHP in XYZ Weaving Company" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30348.pdf Paper Url :https://www.ijtsrd.com/engineering/industrial-engineering/30348/the-designing-and-weighting-of-key-performance-indicators-using-the-scor-approach-and-ahp-in-xyz-weaving-company/ni-kadek-jayanthy-nilasari
Implications Of Human Resource Variables On Supply Chain Performance And Comp...CSCJournals
This paper proposes a conceptual model indicating the effect of Human Resource (HR) variables on supply chain (SC) performance and to suggest best approach suited for Indian manufacturing organizations, in general, and automotive industries, in particular. This study is a part of a larger research project exploring SC related practices. The methodology of critical evaluation involved literature review of empirical research articles on performance measurement, SCM and HR practices. A critical analysis is carried out so as to identify research gaps in content of effect of HR on performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of the role of human involvement on overall SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The study is limited to supply chains of the automotive industries and their ancillaries located in Malwa region of M.P., India. Further research can be carried out by using data of various supply chains located in other parts of India to generalize the research. Also, other sectors and industries can be included.
Internationalization and Sustainable Operations: A Broad Investigation of Chi...Scientific Review SR
We investigate if internationalization behaviors encourage sustainable operations of China’s manufacturing firms due to their substantial impact on climate change and special governance modes, and organize a heterogeneity test to clarify what kind of internationalization behaviors can robustly influence such operations. We find that firms with abundant assets and heavy-polluting feature are more committed to sustainable operations. Getting close to international sustainability standards, international auditing standards, and international business all improve sustainable operations. Heterogeneity test further shows that compared with international standards, the positive impact of international business on sustainable operation lacks a robustness, which responds to an argument that for one country, international business acts as a double-edged sword. Overall, this paper reveals internationalization as a key indicator significantly influencing economic, ecological, and social spheres in manufacturing sectors of emerging markets, and complying with well-accepted international standards can be significantly embodied in a more optimistic sustainable operations. However, how to deal with international business in a right manner is a research highlight worthy of ongoing discussion. We focus on different types of internationalization behaviors, and this indicator can theoretically inspire future study to dialectically evaluate the role of internationalization in addressing sustainability problems in emerging markets’ pillar industries.
Management Analysis and Innovation Management Modelijtsrd
Today innovation has become a matter of survival for you to organize them. Those who do not seek to innovate in their products or services are destined to lose their market share or even go bankrupt. Aware of this condition, organizations begin to use the methodology called Lean Startup, created primarily for startups. However, it has been observed that organizations that try to use this methodology face a kind of disorganization and create something called innovation theatres , where great projects are idealized, but it is not possible to deliver any substantive change to a product or service. To reverse this scenario, Steve Blank indicates the use of two corporate strategies in conjunction with the Lean Startup methodology in order to accelerate the innovation process in mature companies, what he calls the model of Lean Innovation Management. The objective of this article, besides pointing out what is Lean Management, is to argue that the adoption of this model in organizations will only be successful if the agile methodologies which support it are not considered just an innovation in the process of software development and related services in companies, but a new and competitive management strategy for organizations. Dilafruz Saidahmedova "Management Analysis and Innovation Management Model" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-4 , June 2020, URL: https://www.ijtsrd.com/papers/ijtsrd31205.pdf Paper Url :https://www.ijtsrd.com/management/randd-management/31205/management-analysis-and-innovation-management-model/dilafruz-saidahmedova
which supply chain strategies can guarantee higher manufacturer’s operational...INFOGAIN PUBLICATION
Due to the fact that scientists and practitioners alike have interested on the leveraging manufacturing companies’ operational performance, this research examined which supply chain strategies promise manufacturers higher operational performance. Later on, we clarified whether suitable resources can play an important role in the mentioned causal relationshipsas a moderator and improve the impact of the strategies on operational performance. This study is a descriptive-exploratory research in which primary data was collected from 80 Malaysian manufacturing companies. Bivariate Correlation and Multiple Regression in SPSS was applied for analyzing data. Output showed that many suppliers, few suppliers, and keiretsu network strategies enable manufacturers to achieve satisfactory level of operational performance; but, vertical integration. More importantly, suitable resources can leverage the effect of just vertical integration strategy on operational performance.
Inter-firm alliances have been regarded as an effective mechanism for acquiring specialized complementary assets and achieving synergies. Although previous literatures have provided important insights on inter-firm technology alliances, few scholars have paid attention to the impact of types of R&D alliances, business similarity and relative size on the value creation for focal firms. Taking the listed firms involved in technological alliances in China’s IT industry as the sample, the article empirically investigated the impact of technological alliance announcements, and characteristics inter-firm technological alliances on the abnormal returns for focal firms is empirically discussed. The results show that technological alliance announcements may increase the abnormal returns for focal firms, and technological alliance announcements by relatively smaller firms can significantly increase their abnormal returns. While the declaration of the technological alliances of firms in similar industries have a significant impact on abnormal returns, while the declaration of dissimilar firms has an insignificant impact on abnormal returns.
#PorterPrize 2019 looks at the strategic acumen of corporates in India. The strategy award rewards the best companies based on value creation, innovation, and strategy in their specific industry segments.
A Visualization Framework to Empower Small and Medium-Sized Enterprises in Op...Toshihiko Yamakami
A Visualization Framework to Empower Small and Medium-Sized Enterprises in Open Innovation
(ICSSSM2018, Hangzhou, China, July 2018)
a1807talk-icsssm-a-ted-visualization-180719b.pdf
Collaboration between universities and industry NZ and Australialorraine skelton
Knowledge nations are keeping knowledge to themselves.
A report by Deloitte 2018 shows that less than 5% of industry forms collaborations with universities in NZ and only 3% in Australia, which puts us a long way behind other developed countries.
A Model Examining the Knowledge Management Process in the Construction Organi...inventionjournals
Construction organisations are becoming more conscious that the knowledge management process is the key and supreme in attaining reasonable, efficiency and innovations in businesses. This research investigates the significant ways and method in which knowledge management process in the multinational construction organisation acquired, create, disseminate and re-acquire available knowledge in their projectbased activities. This research was carried out in the multinational construction organisation because of their innovative progression on knowledge management adoption. The research study established a hypothetical framework that links adopted empirically validated variables of the knowledge management process. The study investigated thirty three multinational construction organisation with two hundred and ten survey questionnaires distributed to their knowledge workers. The study adopted quantitative research method of approach using structural equation modeling (SEM) to validate the research framework with the factor loadings for the variables been significant. Cronbash Alpha factors of 0.800, 0.855, 0.808, 0.807 and 0.799 for knowledge acquisition, creation, sharing, storing and reuse respectively were achieved. The research finding display that management of knowledge in construction projects is a chain. Also, the study serves as a guide to the construction industry on the effect KM Process in deepened reflectiveness of the surpassing role of effective knowledge management in the construction organisation.
La innovación abierta (Open Innovation), término acuñado por el Profesor Henry Chesbrough, es una nueva estrategia de innovación bajo la cual las empresas van más allá de los límites internos de su organización y en particular donde la cooperación con profesionales externos pasa a tener un papel fundamental. Open Innovation significa combinar el conocimiento interno con el conocimiento externo para sacar adelante los proyectos de estrategia y de I+D. Significa también que las empresas utilizan tanto canales internos como externos para poner en el mercado sus productos y tecnologías innovadoras. Bajo este contexto, universidades y centros de investigación ofrecen nuevas perspectivas y soluciones a las compañías que utilizan este modelo. Este tipo de innovación responde a la posibilidad de ocurrencia de lo que se conoce como inteligencia colectiva.
the ranking and importance of journals can vary significantly depending on your specific field of study or interest. It's crucial to consult with academic advisors, professors, and experts in your field to identify the most relevant and respected journals for your research. Additionally, you should always check the latest impact factors and rankings for the most up-to-date information.
Similar to Examining Innovation Capability In A Supply Chain Context (20)
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
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Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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Examining Innovation Capability In A Supply Chain Context
1. Faisal Iddris
International Journal of Business Research and Management (IJBRM), Volume (9) : Issue (1) : 2018 62
Examining Innovation Capability In A Supply Chain Context
Faisal Iddris faisal.iddrisl@hh.se
School of Business, Engineering and Science
Halmstad, University
Halmstad, Sweden
Abstract
The current competitive business environment demands that firms are able to integrate
operational capabilities of their supply chain members in order to develop, produce and deliver
offerings at low cost and high quality. In order to understand innovation capability in a supply
chain context, this paper provides an in-depth analysis of ‘Comfort Audio’, a leading company in
medical technology in Sweden, which show incredible ability to develop innovative solutions and
medical products over the years. A single case study was adopted in this study, which enabled in-
depth analysis of the case company.
Findings, highlight, innovation capability factors is made up of: idea management, interactive
learning, collaboration and idea implementation. In addition, consultants were found to be one of
the key supply chain members contributing to the firm’s innovation capability. The main
theoretical contribution of the study is that innovation capability of a firm has been found to go
beyond the internal capabilities that a focal firm owns or possesses, but rather through the access
and utilisation of external actors’ resources and capabilities, as a result of exchange relationships
with the supply chain members
Keywords: Innovation Capability, Supply Chain, Collaboration, Idea Management, Innovation
Strategy.
1. INTRODUCTION
The current competitive business environment demands that firms are able to integrate
operational capabilities of their supply chain members in order to develop, produce and deliver
offerings at low cost and high quality Hsu, Tan, Kannan and Keong Leong [1]. In search for
potential improvement for innovation a supply chain need to focus on developing its innovation
capability, increase profitability and competitiveness [1].
Supply chain can be described as a network of multiple businesses and relationships [2], or be
viewed as network of organisations that are involved, through upstream and downstream
linkages, in different processes and activities that produce value in the form of products and
services to the final consumer [3]. The literature shows that supply chain context can be regarded
as enabler of innovation. Conversely however, it is becoming extremely difficult for a single
company to innovate without collaborating with customers, suppliers, business partners and
across business [4], despite that realisation, most firms struggle to open up innovation capability
activities to include supply chain members. Innovation capability is conceptualised as innovation
generation process, which serves as a source of competitive advantage. Dutta, Narasimhan and
Rajiv [5] hold the view that capabilities should be seen as intermediate steps between input and
output. Although there have been few studies that focus separately on different aspects of
innovation capability at a supply chain level [see, 1, 6, 7]. However, there is little empirical
research on how a focal firm’s interactions with its supply chain members affect its innovation
capability. Therefore, this study aims at examining innovation capability as firms interact with their
supply chain members. Examining these issues may help to advance knowledge in innovation
capability literature. Thus, the main research question the paper seeks to address is as follows:
2. Faisal Iddris
International Journal of Business Research and Management (IJBRM), Volume (9) : Issue (1) : 2018 63
RQ: How does a focal firm’s interaction with its supply chain members affect its innovation
capability?
This paper is structured as follows; the next section provides overview of literature on innovation
capability and the conceptual framework. This is followed by the method employed for the data
collection. This is then followed by a presentation and analysis of the empirical results. Finally,
the last section will consist of the conclusion of the study, theoretical implication, managerial
implication(s) and suggestions for future research.
2. LITERATURE REVIEW
2.1The Concept of Innovation Capability
Innovation capability is conceptualised as innovation generation process, which serves as a
source of competitive advantage. Various scholars have defined the concept of innovation
capability. For instance, Assink [8, p.5] defined innovation capability as “the internal driving
energy to generate and explore radical new ideas and concepts, to experiment with solutions for
potential opportunity patterns detected in the markets ‘whitespace’ and to develop them into
marketable and effective innovations, leveraging internal and external resources and
competencies”; In another study, Zawislak, Cherubini Alves, Tello-Gamarra, Barbieux and
Reichert [9, p.15] defined innovation capability “as the ability to absorb, adapt and transform a
given technology into specific operational, managerial and transactional routines that can lead a
firm to Schumpeterian profits, i.e.. By doing so, a firm can perpetuate itself overtime”. [2] Defined
innovation capability as “the ability to continuously transform knowledge and ideas into new
products, process and systems for the benefit of the firm and its stakeholders”. Our point of
departure from the above definitions is that this study focuses on how focal firm’s interaction with
supplier chain members affects its innovation capability. Hence, in this study, “innovation
capability refers to focal firms’ continuous ability to utilise collective expertise, knowledge, skills
and resources of significant supply chain members in innovation activities in relation to new
processes, products, services, administrative, or organisational systems in order to create and
capture value for the entire supply chain” [10]
Previous research has largely focused on firm level innovation capability [11]. For example, see
the works of [12-17]. Thus, research on innovation capability in supply chain context has not been
as extensive as expected, with the exception of these studies [1, 6, 7, 18]. For instance, Soosay,
Hyland and Ferrer [1] were among early scholars to examine how collaborative relationships
enhance continuous innovation in the supply chain. Their study focused on the effects of
collaboration in continuous innovation in logistics. [3] Examined how firms used ‘big data’ (tweets,
videos, click streams, and other unstructured sources) to extract new ideas or to understand
customers’ markets and products needed for supply chain innovation capability. Swink [6]
focused on building collaborative innovation capability for product life cycle management. While,
Delbufalo, Adcroft and Adcroft [19] concluded that an interaction between network diversity and
network density contributes to innovation capability in supply chain. Hagedoorn and Duysters [20]
examined external sources of innovation capabilities through strategic technology alliances,
mergers and acquisitions. Their study demonstrate that the industrial and technological
environment in which companies operate plays a role in explaining why companies have a certain
opt for strategic technology.
Even though the above studies provide broad overview of innovation capability studies at supply
chain level. Our current understanding of a focal firm’s innovation capability with supply chain
members is limited [21]. Thus, this study attempts to explore innovation capability as a firm
interacts with its supply chain members, and thereby contributes to the extant literature.
2.2 Conceptual Framework
This study adapt innovation capability conceptual framework proposed by [4]. The framework
consists of nine factors: organizational learning, idea management, knowledge management,
3. Faisal Iddris
International Journal of Business Research and Management (IJBRM), Volume (9) : Issue (1) : 2018 64
creativity, innovation strategy, leadership, organizational culture, creativity and collaboration. But
in this study we focus on four of the factors of innovation capability (see figure 1.) These factors
are perceived to be important in studying innovation capability building [5-8],
Factors Operationalisation
organisational learning a) organisation-wide training and development
activities
b) experimentation
c) customer involvement through user experience
d) accumulation of lesson and experiences
e) inter-firm relationships, networks
Collaboration a) shared process and knowledge across
departments
b) share information with customers
c) share information with suppliers
d) support acquisition of knowledge externally
e) cooperation with universities and research
centres in innovation activities
f) cooperation with consultant for innovation
activities
Innovation strategy a) developing clear innovation strategy
b) setting appropriate innovation target
c) strategic initiatives for incremental innovation
d) strategic initiatives for radical innovation
idea management and
implementation
a) existence of strategic guidelines for innovations
b) installation of a broad idea-collection point;
c) cross-functionality of the decision-making
d) generating ideas from bottom-up
e) provide feedback and reward for innovative ideas
f) integration of idea management into overall
strategy
FIGURE 1: Innovation Capability Conceptual Framework.
Source: adapted from [4]: Innovation Capability: A Systematic Review and Research Agenda
Innovation strategy: An innovation strategy facilitates organisation’s ability to identify external
opportunities and match those opportunities with internal capabilities so as to explore new
markets and deliver innovative products [12] . Aramburu and Saenz [13] revealed that innovation
strategy have influence on innovation capability. Innovation strategy determines the type
organizational learning an organization will undertake.
Organisational Learning: Learning has been highlighted as one of the most important factors of
innovation capability [5, 6, 9]. Brown and Duguid [5] Described learning as a bridge between
working and innovating. The organisation’s ability to learn through customer, supplier and other
network members determine the kind of collaborative initiatives to be undertaking. The
collaborative initiatives may involve joint decision-making and exchange of information.
Collaboration: Prior studies have emphasised the importance of collaboration in innovation
generating activities [7, 10]. Van Winkelen and Tovstiga [11] indicated that both internal and
external collaboration is important for firms’ innovation capability building. A well established
collaboration between a focal firm and network members may lead to good idea management
system.
4. Faisal Iddris
International Journal of Business Research and Management (IJBRM), Volume (9) : Issue (1) : 2018 65
Idea Management and implementation: Lawson and Samson [2] argue that firms that explicitly
develop and invest in idea management individually or collectively have the propensity to achieve
valuable innovation outcomes. [14], revealed that idea management systems facilitated the focal
firms’ gathering of ideas from customers, suppliers, and competitors in their innovation activities.
Idea implementation is defined as the ability of the firm to develop new ideas that may be
regarded as a new concept, offer, or process [8, 15]. Without the implementation of ideas, there
will be a total decline in innovation activities. The conceptual framework (figure 1) will serve as
analytical tool for this study.
3. RESEARCH METHOD
The use of qualitative methodology is appropriate due to the fact that capabilities are embedded
in the organisational process. Jacobides and Winter [16] observe that capabilities are developed
through a long and path dependent process that requires accumulation of decisions and action
overtime. Hence, they are very difficult to examine quantitatively [17]. Therefore, a single case
study is adopted in this study. Furthermore, a single case study enables a deep understanding of
a particular case and also generalization to other cases [18]. A single case study approach
demands a careful selection of cases [19]. The focal firm in this study was selected based on
industry leading in producing innovative products/services in medical technology sector.
3.1 Data Collection and Analysis
The data collected in this study were collected from a high-tech firm specialising in medical
technology in Sweden. Triangulation method was used in collecting data from multiple data
sources during the research. The secondary data were collected from brochures, annual reports,
product catalogue, press releases and the company’s websites. In addition, primary data were
collected through face-to-face in-depth interviews with the key informant from the case company.
The semi-structure interview guide was designed from a review of literature on innovation
capability. The aim was to design a research interview guide which consists of themes and
questions covering innovation capability. During the interview the questions on the interview
guide were not followed strictly. This was to facilitate the flow of the conversion with respondents.
Also some questions that were not on the interview guide were asked based on some of the
important issues raised by what the respondent said during the interview.
All the interviews were recorded digitally after seeking the approval of the interviewee. In
addition, some hand written notes were taking during the interview. The interviews were
transcribed verbatim and analysed, and later sent back to the respondents for their feedback in
order to check accuracy of the interview. This approach reduced the inaccuracies in the data
gathered and helped remove some ambiguities and misinterpretations. The triangulation
technique ensures that the data collected is rich and comprehensive.
Presenting the Case: Comfort Audio
Comfort Audio is an inquisitive innovative and fast-growing company. The firm develops and
manufactures assistive listening devices for people with a hearing loss. The company is one of
the first in the world to develop digital hearing aid products using digital modulation (DM). The
products are developed for use at work, at school, in public environments and at home. Table 1,
provides detail information about the data source and firm characteristics.
Key firm
characteristics
Information
Name of the Company Comfort Audio
Head office Halmstad, Sweden
Year of establishment 1994
Firm size (no. of
employees) 90 people mainly in Sweden
Industry sector Medical technology
5. Faisal Iddris
International Journal of Business Research and Management (IJBRM), Volume (9) : Issue (1) : 2018 66
Products 1. COMFORT DIGISYSTEM (wireless receiver and microphone)
2. Comfort Duett (Digital wireless hearing amplifiers)
3. Comfort Contego (Digital wireless hearing products)
Foreign market United states/Canada, Europe, Mexico
Several subsidiaries are established in other parts of the world.
Awards Best New Product Award , 2011
Turnover 143 million Swedish Krona (US17 million Dollars)
Key informant CEO
Archival data: electronic
and print
Company’s website
Brochures
White papers
Comfort Magazine
TABLE 1: Data Sources and Key Firm Characteristics.
4. RESULTS
The following section provides evidence of innovation capability building in collaboration with
supply chain members. The data shows that Comfort Audio develops innovation capability in
collaboration with its key supply chain members. The most important network members in the
innovation capability development activities were customers, distributors and consultants.
4.1 Innovation Strategy For Innovation Capability
Innovative strategy has been the core foundation of the company since its inception in 1994. For
instance the mission of the company is to use cutting-edge technology and innovative solutions to
enable people to communicate their thoughts and ideas in every situation throughout their lives.
“Comfort Digisystem” was launched in 2007, since then the company has been developing both
long and short-term strategy for innovation. One important strategy for the case company’s
innovation strategy is to engage former CEOs and managers as consultants to the company. It is
believed that this group of managers has extensive knowledge of which the company can use in
designing new product and in process development. Overall the underlying success of the
company is built around well-structured strategy for innovation in the company.
We are an innovative company, focused on development….. The users of our products
confirm how much their lives have been improved – which we can see in the sales
development around the world, (August Pansell, head of research and development at
Comfort Audio).
Comfort Audio’s has developed clear strategic for both radical and incremental innovations. The
strategy for incremental innovation focused on improving features of existing products, while
strategies for radical innovation focuses on developing completely new products such as ‘Access
DA20’ a product that is able to handle all sound sources in the classroom and contains three SST
radio receivers with full diversity.
4.2 Interactive Learning with Customers and Suppliers In Innovation Capability
Comfort Audio undertakes need analysis of its customers including audiologist, pediatrics, school
children, teachers and the general public to determine their requirements. The company always
focuses on the needs of the individual and has a genuine desire to improve the quality of life of
those who suffer from a hearing loss (comfortaudio.com).
By engaging with the students and teachers, Comfort Audio was able to test
assistive device that transfers sound digitally between the teacher’s microphone
and the student’s receiver. Using digital transmission, disturbing background
noise is reduced and the student can more easily concentrate and focus on the
6. Faisal Iddris
International Journal of Business Research and Management (IJBRM), Volume (9) : Issue (1) : 2018 67
teacher for a longer time (Anna K. Lejon, audiological product specialist at
Comfort Audio).
Another important aspect of the interactive learning occurs between the case company and its
key supply chain members. For example, supply chain members from nine different geographical
locations meets occasionally at the headquarters in Sweden to exchange information, marketing
materials and test products [21]. In addition, the company has set up Comfort Audio academy,
with the sole aim of enhancing the knowledge base of resellers and distributors in Sweden,
distributors in international market and supply chain members or partners. The academy
enhances the company’s technological and innovation activities.
4.3 Involvement of Idea management and Idea implementation with distributors and
customers for innovation capability
Idea management and implementation appears to be important in the company’s overall
innovation strategy. The company relies on the idea management systems for generation of
innovative ideas for the developing its radical and incremental innovations. The company adopts
daily brainstorming sessions to solicit ideas from internal employees. However, this appears to
be insufficient so the Comfort Audio relied on external sources for valuable ideas. Comfort audio
frequently sends team of personnel to visit and interact with customers and suppliers in different
countries through which new ideas are generated. The most important part of idea generation is
the point at which the ideas are commercialised through idea implementation activities. Hence,
the company together with its partners have implemented sophisticated IT infrastructure backed
by cloud computing platform to coordinate the production and distribution of the final product to
customers in real-time.
When Comfort Audio planned to improve the performance one of its innovative product namely
‘Comfort Digisystem Microphone DM30’. The product was tested on students to gather feedback
and valuable ideas that were later incorporated in the production.
The test of Comfort Digisystem Microphone DM30 was conducted over four
weeks, after which students were interviewed regarding their experience with the
Digisystem Microphone DM30 and the teachers were also interviewed…
Together with our own extensive experience and research, we believe that the
test results confirm that the upgrade to our DM30 enhances learning in schools
that cater for children who have hearing difficulties (Anna K. Lejon, audiological
product specialist at Comfort Audio)
Generally, Comfort Audio was able to develop radical innovative solution in every three year
period and incremental innovation once a year. The development of the innovative solutions
was due to ideas generated and implemented with key supply chain members.
4.4 Collaboration with suppliers for the provision of cloud computing services for
innovation capability
This research found that collaboration with third for the provision of cloud computing
services greatly enhances the case firm’s innovation capability. The company’s cloud-
based computing platform enables the employees interact with supply chain members in
real-time. The cloud- computing platform helped the integration of e-Procurement and
exchange of information across the company’s supply chain network. Another important
factor that contributes to the case firm’s innovation capability is collaboration with wide
range of consultants that offer specialised expertise and knowledge, which Comfort Audio
lacks internally.
We collaborate with customers, suppliers and more importantly with consultants.
In particular consultant greatly contribute to our innovation capability but we have
less collaboration with universities comes to innovation related activities…we
engage the services of various consultants with specific knowledge in the design
7. Faisal Iddris
International Journal of Business Research and Management (IJBRM), Volume (9) : Issue (1) : 2018 68
and development of most of our innovative products and solutions but as we
grow as a global company we are now focusing on internal competence”
(Interview with the CEO).
Whilst universities are important source of knowledge there is less reliance on universities for
innovation generation activities by Comfort Audio. But much of the collaboration relating to
innovation activities is done with customers, suppliers and consultants.
4.5 Discussion and Conclusion
The overarching aim of this study is to provide deeper understanding of how a focal firm’s
interactions with its supply chain members affect its innovation capability. It can be seen that
what is being achieved in the on-going collaboration and interaction between Comfort Audio and
supply chain members goes beyond an individual firm’s effort. Figure 1 depicts key supply chain
members that engage in engage in mutual learning [1, 2], mutual idea generation [3] and idea
implementation [4] in an effort to develop its capability to be innovative.
FIGURE 1: Key supply chain members who contributed to innovation capability of the focal firm.
While other studies have pointed toward similar concerns by focusing on building collaborative
innovation capability for product life cycle management [10], use of big data for innovation
capability in supply [3], interaction between network diversity and network density for innovation
capability in supply chain. [27]. From this perspective it becomes evident that innovation
capability appears to be relevant to incorporate in supply chain context. Thus this paper makes
empirical contribution by showing that the focal firm develop its innovation capability in
interaction with key supply chain members, through idea management, collaboration, learning
and idea implementation. In addition, this paper responds to calls for further studies in supply
chain innovation capability [4, 28].
Our analysis revealed that the process of interactive learning by way of engaging customers,
suppliers and other stakeholders in innovation generation. This is consistent with previous studies
[6, 9, 22], where the scholars indicate that learning is important for innovation capability building.
This study’s emphasis on external acquisition of idea generation and implementation resonate
well with other studies [15, 23], where external sources of idea generated is found to be
important in innovation generation activities. For instance, IBM was successful in generating
about 46,000 ideas from virtual idea management system called ‘innovation jam’. Some of the
ideas generated from the idea management system facilitated innovation capabilities at IBM
[23]. The results of this study provide useful insights into the role of past managers as useful
knowledge based for innovation generation.
Comfort Audio
Consultant
University
Research institution
Supplier 1
Supplier 2
user
Distributor
Customer 1
1
Customer 2
8. Faisal Iddris
International Journal of Business Research and Management (IJBRM), Volume (9) : Issue (1) : 2018 69
The main theoretical implications of the study is that innovation capability of a firm have been
found to go beyond the internal capabilities that a focal firm owns or possesses, but rather
through the access and utilisation of external actors resources and capabilities, as a result of
exchange relationships [24], with those actors. For example, the role of consultants has been
crucial in the innovation capability development activities. This is in contrast to our previous
understanding that capability emerges from resources that a firm controls or possesses [25,
26].This theoretical insight contributes to our understanding of innovation capability in a supply
chain context, highlighting the key factors that facilitate innovation capability. The contribution of
customers and former employees as consultants contribute to the achievement of the case
company’s objectives, such as cost reduction, customer service improvement, or improves
aspects of supply chain performance.
4.6 Managerial Implications
The findings presented in this study imply that innovation capability represent an important step
in helping firms to develop innovative solutions. Managers that ignore key important actors and
fail to constantly engage in innovation generation activities, risk achieving undesirable
outcomes, such as poor product design, low sales and decline in business growth. The findings
offer useful hint on how a focal firm can blend idea generation, idea implementation, interactive
learning and collaboration with its key supply chain members with the aim of generating
innovative solutions.
The findings of the study indicate that idea generation, idea implementation, interactive learning
and utilisation of embedded technologies go beyond the internal strength of the focal firms.
Therefore, there is the need to invest in resources of the supply chain members or perform
activities in order to stimulate their ability to be committed to the focal firms’ innovation
capability.
4.7 Limitations of The Study and Direction For Future Research
This study presents an in-depth case study of innovation capability of medical technology firm
in Sweden. The study is built on one case; it will be interesting to study other innovation
capability factors in different industry in order to examine the innovation capability in supply chain
context. .
Finally, this paper investigated the phenomenon (innovation capability) from the account of the
account of a single focal firm. Future studies can extend the investigation by collecting data from
both a focal firm and its supply chain members. This will provide richer empirical and theoretical
understanding.
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