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- Chair of Technology and Innovation Management (31) (show_all)
The constant introduction of new products is of great importance for the long-term financial success of companies. Newly launched products in consumer goods and services markets show high failure rates, often reaching 50%. In order to reduce flop rates, companies can integrate innovative and knowledgeable customers, so called 'lead users', into the new product development process. However, the detection of such lead users is difficult, especially in consumer goods markets with very large customer bases. A new and potentially valuable approach for the identification of lead users are virtual stock markets, which have been proposed and applied for political and business forecasting, but not for expert identification yet. The goal of this paper is to analyze theoretically and empirically the feasibility of virtual stock markets for lead user identification. We find in our empirical study that virtual stock markets are an effective instrument to identify lead users in consumer goods markets. Using the proposed method, companies operating in these markets can identify lead users more easily and integrate them into new product development projects. Thus, they can improve the innovation processes and reduce new product flop rates.
Desorptive capacity
(2004)
As competition is becoming increasingly knowledge-based, companies do not only have to develop the competence of managing knowledge internally but also need the competence of managing the acquisition and emission of knowledge in order to appropriately leverage its value. Regarding the external acquisition of knowledge, a consistent theoretical framework has been developed with the concept of absorptive capacity probably being the most important construct. In research into absorptive capacity, it is assumed either explicitly or by implication that the knowledge is applied internally. However, companies may also directly commercialize disembodied knowledge which is a growing phenomenon in practice. This trend is especially remarkable against the background of the imperfections of the markets for knowledge, which make such external commercialization of knowledge a difficult task. Accordingly, a company should build up an organizational capability to adequately manage the external knowledge commercialization process. Therefore, we develop the construct of desorptive capacity as a complementary concept to absorptive capacity in the area of external knowledge exploitation. The construct is defined, and it is shown that desorptive capacity is path-dependent. Moreover, it is highlighted how a firm may actively manage its desorptive capacity. Finally, the issue of operationalizing desorptive capacity is addressed, and implications of the theoretical analysis for research and practice are presented.
Lehrstuhlbericht
(2005)
Lehrstuhlbericht
(2006)
Lehrstuhlbericht
(2007)
Lehrstuhlbericht
(2008)
Innovations have become essential drivers of success for companies in most industries. However, innovative efforts often fail due to a lack of internal support. Past research has shown that internal resistance arises when employees perceive innovations as threatening the core of the organization, its identity. How employees can be led to identify with much innovations has remained largely unsolved. Drawing on organizational psychology, this study proposes a new conceptual framework which includes an in-depth understanding of employee identification with innovations, its identity-related antecedents and its consequences. The framework is tested by means of large-scale empirical studies among more than 150 members of a leading healthcare organization. Results indicate that the proposed framework has high explanatory power for employee identification with innovations, employee behaviours and the innovations’ success in the market. Based on these results, an innovation-identity toolkit is derived which enables executives to systematically pursue identification management and integrate it into their innovation management practice. Accordingly, the present book is relevant for both academics and managers in the fields of organizational behaviour and innovation management.
Lehrstuhlbericht
(2009)
The Leading Question:
What Western multinational corporations (MNCs) need to know to successfully reverse their innovation flow i.e. launch new products developed in emerging markets in their domestic markets?
Main Findings:
- Realities in emerging markets are well suited for designing basic products that can be the starting point for product up-contenting.
- Products originally developed for emerging markets can be successfully adapted for sale in developed markets – a “reverse” innovation flow gains momentum.
- This strategy can both help to unlock new customer segments in wealthy markets and to compete against emerging MNCs, private labels, and generics conquering these markets bottom-up.