Changes in innovation styles - comprehensive study of the changes in innovation styles to identify the causes and effects of different influencing factors and capabilities to create a general innovation pattern.

Lewrick, Michael (2007) Changes in innovation styles - comprehensive study of the changes in innovation styles to identify the causes and effects of different influencing factors and capabilities to create a general innovation pattern. PhD thesis, Edinburgh Napier University.

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An investigation in innovation management and entrepreneurial management is conducted in this thesis.
The aim of the research is to explore changes of innovation styles in the transformation process from a
start-up company to a more mature phase of business, to predict in a second step future sustainability and
the probability of success. As businesses grow in revenue, corporate size and functional complexity,
various triggers, supporters and drivers affect innovation and company's success. In a comprehensive
study more than 200 innovative and technology driven companies have been examined and compared to
identify patterns in different performance levels. All of them have been founded under the same formal
requirements of the Munich Business Plan Competition -a research approach which allowed a unique
snapshot that only long-term studies would be able to provide. The general objective was to identify the
correlation between different factors, as well as different dimensions, to incremental and radical
innovations realised. The 12 hypothesis were formed to prove have been derived from a comprehensive
literature review. The relevant academic and practitioner literature on entrepreneurial, innovation, and
knowledge management as well as social network theory revealed that the concept of innovation has
evolved significantly over the last decade. A review of over 15 innovation models/frameworks
contributed to understand what innovation in context means and what the dimensions are. It appears that
the complex theories of innovation can be described by the increasing extent of social ingredients in the
explanation of innovativeness. Originally based on tangible forms of capital, and on the necessity of pull
and technology push, innovation management is today integrated in a larger system. Therefore, two
research instruments have been developed to explore the changes in innovations styles. The Innovation
Management Audits (IMA Start-up and IMA Mature) provided statements related to product/service
development, innovativeness in various typologies, resources for innovations, innovation capabilities in
conjunction to knowledge and management, social networks as well as the measurement of outcomes to
generate high-quality data for further exploration. In obtaining results the mature companies have been
clustered in the performance level low, average and high, while the start-up companies have been kept as
one cluster. Firstly, the analysis exposed that knowledge, the process of acquiring knowledge, interorganisational
networks and resources for innovations are the most important driving factors for
innovation and success. Secondly, the actual change of the innovation style provides new insights about
the importance of focusing on sustaining success and innovation ii 16 key areas. Thirdly, a detailed
overview of triggers, supporters and drivers for innovation and success for each dimension support
decision makers in putting their company in the right direction. Fourthly, a critical review of
contemporary strategic management in conjunction to the findings provides recommendation of how to
apply well-known management tools. Last but not least, the Munich cluster is analysed providing an
estimation of the success probability of the different performance cluster and start-up companies. For the
analysis of the probability of success of the newly developed as well as statistically and qualitative
validated ICP Model (Innovativeness, Capabilities & Potential) has been developed and applied. While
the model was primarily developed to evaluate the probability of success of companies; it has equal
application in the situation to measure innovativeness to identify the impact of various strategic initiatives
within small or large enterprises. The main findings of the model are that competitor, and customer
orientation and acquiring knowledge important for incremental and radical innovation. Formal and interorganisation
networks are important to foster innovation but informal networks appear to be detrimental
to innovation. The testing of the ICP model h the long term is recommended as one subject of further
research. Another is to investigate some of the more intangible aspects of innovation management such as
attitude and motivation of mangers.

Item Type: Thesis (PhD)
Uncontrolled Keywords: innovation management; technology management; knowledge management; entrepreneurship;
University Divisions/Research Centres: The Business School
Dewey Decimal Subjects: 600 Technology > 650 Management & public relations > 658 General management
Library of Congress Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Item ID: 3803
Depositing User: Mrs Lyn Gibson
Date Deposited: 08 Jul 2010 10:01
Last Modified: 12 Jan 2011 04:55

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