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Examining innovation management from a fair process perspective

Author: Limberg, Thomas Series: Gabler Edition Wissenschaft Publisher: Gabler, 2008.Language: EnglishDescription: 305 p. : Graphs/Ill. ; 21 cm.ISBN: 9783834910707Type of document: BookBibliography/Index: Includes bibliographical referencesContents Note: With a foreword by INSEAD Professor. Ludo Van der Heyden
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD45 .L56 2008
(Browse shelf)
001264401
Available 001264401
Total holds: 0

Includes bibliographical references

With a foreword by INSEAD Professor. Ludo Van der Heyden

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Examining innovation management from a fair process perspective Contents Abbreviations and Symbols List of Figures List of Tables XV XVII XIX 1 Introduction 1.1 Innovation as a Key Challenge in the Knowledge-Based Economy 1.2 The Importance of Fair Process for Innovation Performance 1.3 Objectives and Focus of this Dissertation 1.4 Theoretical Framework and Dissertation Structure 1 1 4 5 7 7 11 8 11 11 14 14 18 22 23 27 27 30 31 32 33 33 34 35 35 35 37 1.4.1 Theoretical Framework 2 Theoretical Foundations 1.4.2 Dissertation Structure 2.1 Innovation and the Importance of Process 2.1.1 Idea, Invention and Innovation 2.1.2 The Innovation Process 2.1.2.1 Overall Process 2.1.2.2 Front-End Observation and Idea Generation 2.1.2.3 Basic and Applied Research 2.1.2.4 Strategic Product Planning (SPP) 2.1.2.5 New Product Development 2.1.2.5.1 Concept Development 2.1.2.5.2 Serial Development (SD) 2.1.2.5.3 Ramp-Up Production 2.1.2.6 Market Introduction 2.1.3 Cross-Functional Roles in the Innovation Process 2.1.3.1 Departmental Responsibilities 2.1.3.2 The Composition of Innovation Project Teams 2.2 Performance Management in Innovation: General Concepts 2.2.1 Describing Innovation Management 2.2.1.1 Definition and Main Activities 2.2.1.2 Different Approaches to Management Control 2.2.2 Description of Performance Management and Definition of Terms 2.2.2.1 A Process View of Performance Management 2.2.2.2 Performance and Evolving Performance Perspectives 2.2.2.3 Defining Performance Criteria and Performance Measures 2.2.2.4 The Performance Measurement System 2.2.3 Existing Approaches in Performance Management 2.2.3.1 Balanced Scorecard 2.2.3.2 Performance Pyramid 2.2.3.3 Tableau de Bord 2.2.3.4 Quantum Performance Measurement Model 2.2.3.5 Current Practice in the Innovation Process 2.2.4 Evaluation of the Balanced Scorecard 2.2.5 Arguing for a Stronger Focus on Managerial Aspects 2.3 Introducing Fair Process 2.3.1 Decision-Making and Implementing Decisions 2.3.1.1 Definition and Scope 2.3.1.2 A Process Model 2.3.1.3 Challenges and the Need to Evaluate and Adapt 2.3.2 Theories of Justice in Organisations 2.3.2.1 Basic Theories of Justice 2.3.2.2 Organisational Justice 2.3.2.2.1 Definition and Dimensions 2.3.2.2.2 Distributive Justice 2.3.2.2.3 Fair Process 2.3.2.2.4 Interactional, Interpersonal and Informational Justice 2.3.2.2.5 Mediating Mechanisms 2.3.3 A First Analytical Model of Fair Process 2.3.4 An Operational Model of Fair Process 2.4 Conclusion 3 Performance Management of the Innovation Process 3.1 An Overall Framework 3.1.1 Basic Functional Structure 3.1.2 Performance Perspectives 3.1.2.1 Elaboration of the Managerial Perspective 3.1.2.2 Overall Performance Management Perspectives 39 39 43 47 53 55 55 58 61 63 65 66 67 70 70 70 72 73 74 74 76 76 80 81 84 85 87 88 92 94 94 94 99 99 101 3.1.3 Exemplary Scorecard Design 3.1.3.1 Definition of a Selection Process 3.1.3.2 Allocation of Performance Perspectives 3.2 Details of the Framework 3.2.1 Overview of Performance Criteria 3.2.2 Overall System: Corporate Innovation Management 3.2.3 3.2.4 3.2.5 2 nd 3rd Sub-System: RandD Management Sub-System: NPD Project Management Sub-System: Basic and Applied Research Project Management 104 104 105 108 108 110 115 120 123 124 127 129 129 129 132 141 141 143 146 148 150 150 151 155 156 156 156 158 158 158 159 161 161 161 3.2.6 Observation and Analysis: Methods and Intensities 3.3 Conclusion 4 Research Framework, Strategy and Design 4.1 Research Framework and Propositions 4.1.1 Overall Framework and Basic Proposition 4.1.2 Derivation of Detailed Propositions 4.2 Research Strategy and Design 4.2.1 Research Strategy 4.2.2 Selection of the Research Sample 4.2.3 Selection of the Performance Measures 4.2.4 Case Study Research 4.2.5 Survey Research 4.2.5.1 Process 4.2.5.2 Design of the Questionnaire and Pre-Testing 4.2.5.3 Control Variables 4.2.6 Evaluation Methodologies for Empirical Research 4.2.6.1 Qualitative Analysis of Case Studies 4.2.6.2 Evaluations of Applied Performance Measures 4.2.6.3 Descriptive Statistical Evaluations 4.2.6.4 Correlation Analysis 4.2.6.5 Regression Analysis 4.3 Conclusion 5 Empirical Research and Results 5.1 Case Studies 5.1.1 Data Collection 5.1.2 Case Study I: Electronic Devices 5.1.2.1 Description of the Company and Its Environment 5.1.2.2 Managerial Performance in SD 5.1.2.3 Innovation Performance in SD 5.1.3 Case Study II: Automatic Delivery Systems 5.1.3.1 Description of the Company and Its Environment 5.1.3.2 Managerial Performances 5.1.3.2.1 Managerial Performance in SPP 5.1.3.2.2 Managerial Performance in SD 5.1.3.3 Innovation Performances 5.1.3.3.1 Innovation Performance in SPP 5.1.3.3.2 Innovation Performance in SD 5.1.4 Case Study III: Electronic Components 5.1.4.1 Description of the Company and Its Environment 5.1.4.2 Managerial Performance in SPP 5.1.4.3 Innovation Performance in SPP 5.1.5, Cross-Case Analysis and Conclusions 5.2 Survey Research 5.2.1 Sample Generation and Data Collection 5.2.2 Characterisation of the Sample 5.2.3 Profile Description of the Interviewees 5.2.4 Non-Response-Analysis 5.3 Statistical Analysis and Results 5.3.1 Data Preparation 5.3.2 Descriptive Evaluations 5.3.2.1 Managerial Performance in SPP 5.3.2.2 Innovation Performance in SPP 5.3.2.3 Managerial Performance in SD 5.3.2.4 Innovation Performance in SD 5.3.3 Statistical Analyses 5.3.3.1 Consideration of Control Variables 5.3.3.2 Stepwise Evaluations of SPP 5.3.3.2.1 Seeing and Engaging and Framing in SPP 5.3.3.2.2 Exploring and Eliminating Options in SPP 5.3.3.2.3 Deciding and Explaining and Setting Expectations in SPP 163 163 164 167 168 168 169 169 171 172 172 173 174 174 175 176 177 179 179 181 182 185 186 186 187 187 192 193 198 200 202 203 203 205 206 5.3.3.2.4 Acting and Executing in SPP 5.3.3.2.5 Evaluating and Learning and Adapting in SPP 5.3.3.3 Overall Evaluations of SPP 5.3.3.3.1 Correlation Analyses 5.3.3.3.2 Regression Analyses 5.3.3.4 Stepwise Evaluations of SD 5.3.3.4.1 Seeing and Engaging and Framing in SD 5.3.3.4.2 Exploring and Eliminating Options in SD 5.3.3.4.3 Deciding and Explaining and Setting Expectations in SD 5.3.3.4.4 Acting and Executing in SD 5.3.3.4.5 Evaluating and Learning and Adapting in SD 5.3.3.5 Overall Evaluations of SD 5.3.3.5.1 Correlation Analyses 5.3.3.5.2 Regression Analyses 5.3.3.6 Evaluation of Overall Innovation Performances 5.3.3.7 Evaluation of Sales and Innovation Performance 5.4 Conclusion 6 Summary, Implications and Conclusion 6.1 Summary and Implications for Managerial Practice 6.1.1 Research Summary 6.1.2 Implications for Managerial Practice 6.2 Implications for Further Research 6.3 Conclusion Appendix Bibliography 208 209 210 210 213 218 218 219 220 222 223 225 225 228 232 233 234 235 235 235 239 241 242 245 277

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