Innovation Strategy

Innovation and Technology Strategies

Waclaw A. Kasprzak, Karol I. Pelc

Book in Polish: Strategie Innowacyjne i Techniczne (with summary and list of contents in English), PALMApress, Wroclaw, Poland 2008, ISBN 83-7076-128-3.

Summary
Developing an innovation and technology strategy for a company as well as a regional innovation strategy requires specific methods of analysis and design. In addition, the strategies need to be based on up-to-date forecasts. To support formulation and evaluation of those strategies the following topics have been addressed in the book: (1) Technological and economic heritage of the 20th century, (2) Technology strategies in the American and Japanese industries, (3) Patterns and measurements of R&D expenditures and their effects in the context of knowledge-based economy, (4) Entrepreneurship and technology development strategies of small- and medium- size companies, (5) Technological pursuit strategies, (6) Methods and techniques of forecasting in combination with assessment of success probability of scientific and technological projects, (7) Review of potential technological breakthroughs until 2020, and evaluation of selected forecasts from the past, (8) Elements and methodological issues of development of strategies at the regional, national and international level, (9) Innovation policy and competitive status of the European Union, (10) Assessment of technological, scientific and educational status of Poland, (11) Review of tools for regional strategy development recommended by the European Union.

Innovation in Manufacturing

Improvisation Model for Team Performance Enhancement in a Manufacturing Environment

Anil B. Jambekar, Karol I. Pelc

Team Performance Management, 2007, 13, 7/8, p. 259-274

Abstract
The core purpose of the paper is to propose that improvisational practices have potential of bringing an additional dimension to learning process in a typical manufacturing organization governed by a culture-implied “Plan what we do and do what we plan” environment. In today’s turbulent environment employees should possess both the capability to follow a plan while, at the same time remaining able to respond instinctively to outcomes that are unexpected.
Several authors view the concept of improvisation associated with performing arts and creativity-based artistic productions such as jazz performance, comedy and improvisational theater as a model to shape organizational processes. The instances of improvisation cited in the literature are first classified as either proactive or reactive. Using jazz metaphor the paper offers a model of decision making by an agent and a process view of communication.
Authors propose that a culture of a manufacturing environment described as “Plan what we do, do what we plan, but improvise with bias toward improved system performance” is very desirable and should be legitimized. Although the model is conceptual, it will benefit from more empirical or case based research.
For practicing managers, this work offers a goalpost toward productive thinking.
The authors argue that improvisational experience of other domains of activity e.g. in creativity- based artistic productions; jazz band, theatre, etc. should be considered for adoption into manufacturing environment after a suitable transformation.

Schumpeter and technology networks

A Schumpeterian Perspective on Technology Networks

Karol I. Pelc[1]

Chapter in: E. G. Carayannis and C. Ziemnowicz (Eds.) "Re-discovering Schumpeter," Palgrave Macmillan Publ. Ltd., Houndmills Basingstoke, U. K. , Chapter 14, 229 - 242, 2007.

ABSTRACT

Concepts of Joseph Schumpeter related to technology and innovation are reviewed with emphasis on principle of “new combination” of elements involved in an economically successful innovation. Contemporary technology and innovation networks may be viewed as an implementation of the Schumpeter’s ideas. Developing the combinations of different technologies, which are mutually complementary, is one of the most creative and productive forms of technological change. Those interconnected technologies constitute a network that involves several types of interface: economic, cognitive, technical, organizational etc. A definition of technology network and its theoretical model are presented. Technology network is viewed as a constellation of three platforms: knowledge network, innovation network and supply/production network. The model also provides a framework for analysis of complementarities between technologies in a network. Technology networks constitute a new Schumpeterian model of innovation, which is proposed as Schumpeter Mark III, complementary and in addition to the earlier models Schumpeter Mark I and Mark II presented in the literature.

[1] Karol I. Pelc is a Professor of Technology and Innovation Management, Emeritus, at Michigan Technological University, School of Business and Economics, Houghton, Michigan. He may be reached at kipelc@mtu.edu . His webpage address: www.sbe.mtu.edu/kipelc

New Product Development

Considering Risk Potential to Enhance Engineering Decision Making During Planned Product Innovation

Kiran Khadke, John K. Gershenson, Karol I. Pelc

Paper presented at the IAMOT 2007, International Association for Management of Technology Conference 2007, Miami, FL, May 2007, published in: Sherif, H., Management of Technology for the Service Economy, Proceedings of 16th IAMOT Conference, CD Format, p. 2473 - 2486.

ABSTRACT

Planned product innovation is the systematic pursuit of technological opportunities for establishing new products or improving existing ones. In planned product innovation, it is important to consider the potential for change of each technology within the product, as well as each technology change’s corresponding risk potential. This paper presents a qualitative assessment of the risks associated with technology change potential analysis. Using the Planned Product Innovation Methodology (PPIM), a technology’s potential for change in performance level, principle of operation, and technology architecture can be identified. An associated qualitative perspective on the corresponding risk for each technology change option at product concept stage will aid designers in developing feasible alternatives early on in the design process. The Planned Product Innovation Risk Assessment method considers three dimensions of risk - envisioning risk, design risk, and execution risk - for each potential technology change option. In this method, risk in each dimension is calculated based on the amounts at stake and uncertainty, using pre-determined factors and guidelines. Assessment of the overall risk for each technology within a product can then be quantified. The method improves designers’ perception of new product development risks by segregating the types of technology changes and providing a comprehensive risk assessment framework for planned innovation. The discussion in this paper pertains only to the engineering risks and does not consider other risks such as consumer acceptance and marketing risks, and competitor risks.

Knowledge Processes

A Model of Knowledge Processes in a Manufacturing Company

Jambekar, Anil B., Pelc, Karol I.

Journal of Manufacturing Technology Management, Vol. 17, Issue 3, (2006) p. 315 - 331

ABSTRACT

A dynamic model of knowledge and know-how value creation and its interactions with core product and business processes is proposed. It combines three basic elements: business process problem solving, learning, and knowledge accumulation, into one meta-process. A model of management system incorporating the insights from the dynamic model of knowledge creation as applied to a mid-size manufacturing company is presented. A managerial dashboard is proposed as a tool allowing managers to access information from sources inside and outside the company. The tool operates as a hypertext system and includes modules corresponding to the internal core processes of company and its interfaces with customers, suppliers and external knowledge sources. A case study on an instrumentation manufacturing company is included as illustration of the proposed model.

http://www.emeraldinsight.com/10.1108/17410380610648281

Knowledge Mapping

Knowledge mapping

Karol I. Pelc

Chapter in: D. Clarke (ed.) Theory of Technology, Transaction Publishers, New Brunswick, NJ, 2005,
p. 25 – 34.

ABSTRACT

Knowledge mapping is applied for analysis of the emerging discipline of management of technology and identifying its source disciplines such as economics, management science, psychology, engineering sciences, systems science, and sociology.. Influence of three paradigms: (1) engineering management paradigm, (2) technology management paradigm, and (3) technological entrepreneurship paradigm is also presented as an evolutionary mechanism for the new discipline.

Technology Management in Japan


Strategic management of technology in Japanese firms


Kurokawa, S., Pelc, K. I., Fujisue, K.

International Journal of Technology Management, 2005, 30, 3 & 4, p. 223 – 247.

ABSTRACT

The paper reviews literature on strategic management of technology in Japanese firms. It is divided into five sections, namely: 1. Technology strategy, 2. Inter-firm technological relations, 3. Knowledge management, 4. New product development, and 5. Japanese innovation system and policy. The authors examine literature on technology strategy, including general strategy, studies on de facto standards, global technology strategy, and studies on small high-tech firms. Then, they investigate inter-firm relations, such as keiretsu and supplier management, technological alliances, spin-offs, and R&D consortia. Finally they review studies on new product development processes and tools, and technology policy, followed by implications for further research.

Theory of Technology

On Adam Smith and a Theory of Technology

Karol I. Pelc

Abstract

Review of definitions and theoretical works concerning technology suggests that different disciplinary frameworks lead to very different interpretations of that basic term. These interpretations are presented in the literature of such disciplines as economics, philosophy, sociology, psychology etc. In search for coherent background and a model of technology, a study of Adam Smith’s (1723 – 1790) historic works and statements was conducted. A hypothesis is formulated that Smith’s economic, social, ethical and legal concepts are relevant to contemporary theory of technology. This connection has been explored. Even though the term technology has never appeared in the Smith’s writings, his concepts refer to multiple aspects of technology and its impact on society. These concepts include: barter and exchange, division of labor, arts and manufactures, inventions, patents, and utility. Mapping of those concepts into a set of attributes of technology, as an object of management, is proposed. It is graphically demonstrated and described.

Keywords: Adam Smith, technology attributes, technology definition, technology model, technology theory, economics history.

Knowledge Networks

Knowledge Generating Networks: A Challenge to Intellectual Entrepreneurs

Karol I. Pelc

Chapter in: S. Kwiatkowski and P. Houdayer (eds.) "Intellectual Entrepreneurship: Through or Against Institutions," Warsaw, PL, L. K. Academy of Entrepreneurship and Management, 2004, p. 99-112.

ABSTRACT

Knowledge generating networks (KGN), supported by modern information technology, became a new and promising form of collaboration in both basic/exploratory research and in technological R&D. They create new opportunities and represent a challenge to intellectual entrepreneurs. This paper addresses four issues: (1)What are the functions of knowledge generating networks in different phases of R&D activity? (2) What are the properties of knowledge generating networks? (3) What is the role of intellectual entrepreneur and his/her contribution to the success of a KGN? (4) What relationship exists between configuration of a KGN and the need for intellectual entrepreneurship? Review of KGN’s functions indicates that this form of collaborative activity creates favorable conditions for R&D process by improving the flow of knowledge and stimulating creativity of collaborating actors. Importance of KGN in each phase of that process has been assessed in terms of improvement the KGN may offer. Special properties of KGN have been listed, illustrated with examples, and discussed in the context of potential role an intellectual entrepreneur may play in their development and nurturing. This analysis suggests that intellectual entrepreneurs always contribute to success of knowledge generating network which they are actively involved in. However the importance and character of those contributions depend on both the nature of research activity the KGN is oriented at and on the institutional context in which the KGN operates. The entrepreneurial component of knowledge networking is most important in the case of freely configured collaborative system of KGN, which involves actors/researchers on voluntary basis and across institutional boundaries. The same observation applies to business ventures in the form of knowledge/innovation networks, in which small-size R&D firms participate as actors. The conclusion is derived that even though institutions may constitute useful framework for some types of knowledge generating networks, the highest creativity, efficiency and benefits may be expected of those networks, which involve most actively the intellectual entrepreneurs and operate across institutional boundaries or independently of them.