Contenu du sommaire : Agile Innovation
|Revue||Journal of Innovation Economics|
|Numéro||no 28, 2019|
|Titre du numéro||Agile Innovation|
|Texte intégral en ligne||Accès réservé|
- Agile innovation: Creating value in uncertain environments - Laurent Dupont p. 1-5
- Nudge: A relevant communication tool adapted for agile innovation - Christian Dianoux, Sandrine Heitz-Spahn, Béatrice Siadou-Martin, Géraldine Thevenot, Hélène Yildiz p. 7-27 This research aims to show the interest of nudges as a communication tool for organizations involved in an agile innovation approach. It describes how the flexibility, adaptability and low cost of nudges strengthen the ability of the organizations that use them to improve their agility. From a literature review on the nudges and agile innovation concepts, we propose a typology of nudges with a managerial orientation. Based on this typology we show in a last section how nudges represent a tool that is perfectly suited to innovative organizations wishing to develop their agility, whether in the context of their communications to their employees or their customers. Lastly, research perspectives are envisaged around the concept of agile communication.
JEL Codes: M37, M15, M14
- How the interpretation frame inventory method can help to identify some of the rigidities of an innovation system - Stéphane Goria p. 29-51 This article presents a new method for questioning the main information requested and models used in an innovation system, especially in its creative stages. This method helps to identify and formalize so-called “interpretation” frames that make it possible to consider taking action at different points in the process to modify it and make it more effective. It combines three perspectives (innovation, knowledge management and strategic intelligence) to look at some particular elements of the design process that can lead to the success of a new product or explain its failure. With this combination of perspectives, it makes it possible to consider alternatives hidden by some models used as routines. Thus, by considering alternatives to the models used the method aims to increase the number of degrees of freedom of the innovation system and thus potentially make it more agile.
JEL Codes: O32
- Living lab as a support to trust for co-creation of value: application to the consumer energy market - Laurent Dupont, Joëlle Mastelic, Nathalie Nyffeler, Sophie Latrille, Eric Seulliet p. 53-78 Open Innovation is widely explored, and many technologies are developed to support the involvement of stakeholders in its distributed co-design process, i.e. when actors work asynchronously and at a geographical distance. One of the fundamental parameters for the success of distributed collaborative approaches is the trust that the actors have in each other, in the current process and in technology. However, practitioners make little use of trust as a parameter for piloting and supporting co-creation of value. The lack of understanding of the mechanisms involved seems to explain this situation. Using a multiple-case-study analysis of co-design in the field of energy, this paper proposes to identify the levers in Living Lab favouring the trust between stakeholders. In addition to practical illustration, this paper provides a first co-design project management framework for practitioners, through the development of the “Co-coon Matrix”.
JEL Codes: O31, O33, L17
- Agility and product supply chain design: The case of the Swatch - Brunelle Marche, Vincent Boly, Laure Morel, Frédérique Mayer, Roland Ortt p. 79-109 When launching new products, innovative companies have to anticipate the organization of the supply chain, which will support the manufacture of the product, and thus redefine their role within it. Therefore, anticipating organizational, technological or strategic changes within the initial supply chain is a key to success as early as the fuzzy front ends of the design tasks. Thus the concept of agility is used to describe the evolution of the supply chain. The emblematic case of Swatch is then studied. Data is collected from the literature in order to be modeled so that the new supply chain can be compared to the initial supply chain. This article seeks to better understand the influence of decisions about product and production specifications, as well as strategy in the reconfiguration of a supply chain following the emergence of an innovation. Theoretical propositions are formulated to clarify the concepts of “agile supply chain” and “supply chain agility”.
JEL Codes: O300, L100
- The drivers of product innovations in pulse-based foods: insights from case studies in France, Italy and USA - Matteo Lascialfari, Marie-Benoît Magrini, Pierre Triboulet p. 111-143 The United-Nations named 2016 the International Year of Pulses to promote pulses for more sustainable agro-food systems. However, pulses are hampered by lock-in and new pulse food products are required. This study analyzed pulses-based food product innovations dynamics in some Western countries, in order to provide guidance for researchers and practitioners about the factors that promote and hinder those innovations. Combining literature from innovation economics and sociotechnical transition studies, we built comprehensive guidelines to explore the multiple aspects of those innovations, applied on twelve cases studies of French and Italian firms that introduced such products in France, Italy and the US. The results show that firms' strategies were first focused on product differentiation, without specific communication about pulses' benefits. Moreover, the findings revealed that there are still too few links between food processors and the agricultural sector to foster a sustainable conception of the agro-food chain.
JEL Codes: O300, L100, M300
- How to Strengthen Innovation Support Services in Agriculture with Regard to Multi-Stakeholder Approaches - Guy Faure, Andrea Knierim, Alex Koutsouris, Hycenth Tim Ndah, Sarah Audouin, Elena Zarokosta, Eelke Wielinga, Bernard Triomphe, Syndhia Mathé, Ludovic Temple, Kevin Heanue p. 145-169 The new EU agricultural policy aims to strengthen actors' capacities for innovation by taking into account the complexity of innovation processes. This paper characterizes the key innovation support services (ISS) that support actors in innovating. In the EU AgriSpin project, we analyzed 57 case studies describing innovation processes. We used a common grid to characterize ISS. Our results show that ISS depends on the phase of the innovation. During the initial phases, there is a need for innovative support services (e.g. network building, support for the innovator). In the latter phases, there is a need for more conventional services (e.g. training, credit) at farm, value chain and territory level. Brokering functions and new services are key to supporting actors to innovate by facilitating interactions for the co-production of knowledge, co-design of technologies, and identification of new institutional arrangements.
JEL Codes: Q10, O31, O32, O33, O35, O52
- Innovative suppliers and purchasing function interaction: An exploratory research in the car rental sector - Fatiha Naoui-Outini, Nabil El Hilali p. 171-192 This research investigates the purchasing function issues that create value for companies and purchasers' proactive ability to appropriate innovation in the supplier market. The buyer represents a link between the needs of companies and the offers made by suppliers, based on their technical expertise. The goal of this research is to consider the purchasing strategy focused on innovative suppliers and highlight the importance of this interaction. For this purpose, an exploratory qualitative research was required. It was based on twelve semi-structured interviews and six months of active observation, built on two car rental companies. Results show the importance of an innovative culture within purchasing departments and its implementation at the fuzzy front-end purchasing process. As open innovation remains an important paradigm for innovation today, it is crucial to consider the buyer-supplier innovation challenge when the performance of innovative suppliers makes an impact on the companies.
JEL Codes: O14, L62, L84, N74
- Engaging with open innovation: A scottish perspective on its opportunities, challenges and risks - Rob Dekkers, Maria Ioanna Koukou, Susie Mitchell, Scott Sinclair p. 193-226 With open innovation gaining popularity, the question is how firms view its conceptualisation. This is of particular interest for those national economies that are patchy and consisting largely of small and medium-sized enterprises, as in Scotland. To solicit views of Scottish firms a focus group was organised centred on core themes of open innovation. Interviews with Scottish Innovation Centres complemented the focus group. The outcomes suggest that canonical views on ‘open innovation' prevail, particularly for collaboration, even though its opportunities are well-recognised. It also turns out that some Scottish companies hold myopic views on innovation, which could be an explanatory factor for the oft-discussed innovation gap in the United Kingdom. Most interestingly, our study also reveals the concept of open innovation is not always understood for what it covers; it is recommended that the term ‘open innovation' is redefined as ‘open collaboration' to better reflect its nature.
JEL Codes: O32
- The drivers of product innovations in pulse-based foods: insights from case studies in France, Italy and USA - Matteo Lascialfari, Marie-Benoît Magrini, Pierre Triboulet p. 111-143
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