Thesis (MScEng (Industrial Engineering))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: Organisations are continuously striving to attain and maintain a competitive advantage over their peers. The innovation process provides an excellent vehicle for driving this sustained quest for competitiveness, whether on product, process or strategic level. However, in reality the increased availability and adoption of technology force organisations to increase the speed and effectiveness of their innovation processes to match not only those of their competitors, but to deal with the ever-increasing power of the individual – the empowered, consuming, producing “prosumer”. The innovation process itself should therefore undergo dramatic alterations to cope with – and include – these empowered prosumers. It is for this reason that the evolution of the innovation process has undergone changes, and is now moving towards the notion of Open Innovation. Although Open Innovation has been adopted by various organisations, it was found that a wellformulated, standardised set of Open Innovation models is lacking from existing literature. This research bridges the gap between the previous innovation models and the notion of an open approach to internal innovation, to improve the speed and effectiveness of the innovation process. It does this by investigating two primary research fields: innovation and Open Innovation, and then merging the two fields to provide a standardised framework to incorporate Open Innovation in the standard innovation process. The fundamentals of innovation are investigated, whereafter the focus moves to understanding a specific, existing innovation process framework, the Fugle Innovation Process Model. The second field (Open Innovation) is introduced, whereafter various literature sources (real-life examples, case studies and interviews) are used to develop (categorise, define and describe) five standard Open Innovation models. The five developed Open Innovation models are then allocated to the investigated, standard innovation process, according to what is needed in that particular phase of the innovation process and the beneficial offerings of each Open Innovation model. The allocated models therefore provide a potential substitute for the existing internal activity associated with each of the specific phases. The result is an existing innovation process model, populated with implementable Open Innovation models to increase not only the value of the innovation process model, but also the value to organisations who wish to deploy Open Innovation. / AFRIKAANSE OPSOMMING: Maatskappye is voortdurend besig om ’n mededingende voordeel bo hulle mededingers te probeer verkry en te handhaaf. Die innovasieproses bied ’n uitstekende metode om hierdie doel na te streef, hetsy op produk-, proses- of strategiese vlak. Die realiteit is egter dat die tempo waarmee tegnologie aangeneem en aanvaar word, en sodoende vrylik gebruik word, konstant toeneem. Dit dwing maatskappye om die spoed en effektiwiteit van hulle innovasieproses volhoubaar te verbeter, nie net om by te hou by hulle mededingers nie, maar ook om die maatskappy korrek te posisioneer ten opsigte van die moderne, bemagtigde verbruiker. Die innovasieproses moet dus self ’n gedaanteverwisseling ondergaan om ruimte te bied vir die insluiting van hierdie bemagtigde verbruikers. Daarom verander die evolusionêre progressie van die innovasieproses voortdurend en is dit besig om in die rigting van “Oop Innovasie” te beweeg. Alhoewel Oop Innovasie reeds deur verskeie maatskappye toegepas word, is daar gevind dat goed geformuleerde, standaard-, implementeerbare prosesse (of modelle) steeds in die literatuur ontbreek. Hierdie navorsings oorbrug dus die leemte tussen die meer konvensionele “geslote innovasie” en die nuwerwetse neiging na “Oop Innovasie”, om sodoende die spoed en effektiwiteit van die interne innovasieproses te verbeter. Dit word bereik deur die twee kernnavorsingsvelde te ondersoek: innovasie en Oop Innovasie, en dan die twee velde te kombineer om ’n gestandaardiseerde model te skep wat Oop Innovasie by die standaard-innovasieproses insluit. Die metodiek fokus eerstens op die kernaspekte van innovasie om ’n beter begrip van die veld te ontwikkel. Daarna verskuif die klem na die beskrywing van ’n reeds bestaande innovasieprosesmodel, die Fugle-innovasieprosesmodel. Hierna word Oop Innovasie bekend gestel, waarna vyf implementeerbare Oop Innovasie-modelle ontwikkel word aan die hand van verskeie werklike voorbeelde, gevallestudies en onderhoude, om sodoende die modelle te groepeer, te definieer en te beskryf (voordele, nadele en vereistes). Die vyf Oop Innovasie-modelle word hierna toegedeel aan die verskillende fases van die innovasieprosesmodel deur ’n vergelyking te tref tussen die behoeftes van elk van die fases en die proposisie wat elk van die Oop Innovasie-modelle bied. Die resultaat is dus ’n bestaande innovasieprosesmodel waarvan die waarde verhoog is deur die insluiting van implementeerbare Oop Innovasie-modelle. Dit voeg waarde toe vir organisasies wat graag ’n Oop Innovasieproses wil instel.

Thesis (MScEng)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Companies are under constant pressure to stay competitive in order to survive in an ever changing market. It is important for companies to stay ahead of the market and to ensure that any window of opportunity is exploited with maximum benefit to the company. Innovation is regarded as a tool that provides companies with a competitive advantage and that ensures sustainability and success. Organisations need to enhance their innovative capabilities to ensure growth and sustainability. Knowledge can be seen as the building blocks of innovation. Innovation and knowledge management are, therefore, tightly linked. Knowledge generation can be very costly and is sometimes found to be limited in organisations. When internal knowledge is insufficient in an organisation, external knowledge can be utilized by means of innovation networks between different organisations which share common goals. By knowledge being shared between organisations, not only will each organisation benefit individually, but it will also help the partners and strategic alliances to evolve and grow in stature. Required knowledge can be generated internally and can also be extracted from different organisations by means of open innovation. Open innovation sets the scene for knowledge to flow across organisational boundaries and enlarges the creative knowledge capacity and knowledge pool. The flow of knowledge should be governed by knowledge management. The research in this study bridges the gap between the previous innovation models and the notion of an open approach to internal innovation, which improves the speed and effectiveness of the innovation process. The fundamentals of innovation had been investigated, where after the focus moved to understanding a specific and existing innovation process framework, named the FuGle Innovation Process Model. The tracking of knowledge in Open Innovation Models assigned to the FuGle Innovation Process Model, leads to the proposed change of converting Innovation role players to function in an Open Innovation paradigm. By understanding the responsibilities of the role players and the intricacies of controlling the flow of different types of knowledge between interlinked companies, will provide an organisation with the opportunity to deploy an Open Innovation approach at appropriate points within their different processes. This will assist the organisation to stay competitive in an ever fluctuating market. / AFRIKAANSE OPSOMMING: Maatskappye is onder konstante druk om kompeterend te wees en om te verseker dat hulle in ‘n veranderende omgewing kan oorleef. Innovasie word beskou as ‘n hulpmiddel en instrument wat maatskappye kan voorsien van ‘n kompeterende voordeel wat volgehoue sukses kan verseker. Maatskappye behoort hulle innoverende vermoëns uit te bou om groei en volhoubaarheid te verseker. Kennis kan gesien word as die boustene van innovering. Innovasie en kennisbestuur is dus stewig met mekaar verbind. Die verkryging van kennis kan organisasies duur te staan kom en daarom is kennis binne organisasies somtyds beperk. Wanneer interne kennis in ‘n organisasie beperk is, kan van ‘n innoverende netwerk gebruik gemaak word om eksterne kennis tussen verskillende organisies wat na diesefde doel streef met mekaar te deel. Dit kan gesien word as innoverend om kennis tussen organiasies te deel. Wanneer kennis tussen organisasies gedeel word, sal nie alleenlik die enkele organisasie daarby baatvind nie, maar ook die ander organisasie en selfs vennote en alliansies van die organisasie sal ontwikkel en in statuur groei. Noodsaaklike kennis kan intern verkry word en kan ook deur middel van verskillende organisasies deur die proses van Oop Innovasie verkry word. Oop Innovasie dek die tafel vir die vloei van kennis oor organisatoriese grense heen wat die kreatiewe kenniskapasiteit en die kennispoel vergroot. Die navorsing in die studie oorbrug die gaping tussen die vorige innovasie modelle en die gedagte van ‘n oop benadering tot interne innovasie wat die spoed en effektiwiteit van die innovasieproses sal verbeter. Die grondslag van innovasie is eers ondersoek, waarna die fokus verskuif het na die begrip van ‘n spesifieke innovasie proses, naamlik die FuGle Innovasie Proses Model. Die navolging van die vloei van kennis in die Oop Innovasie Modelle wat toegedig is aan die FuGle Innovasie Proses Model, het gelei tot die voorgestelse verandering om die rolle van die innovasie rolspelers te verander sodat hulle beter kan funksioneer binne ‘n Oop Innovasie paradigma. n’ Begrip van die verantwoordelikhede van , rolspelers en die ingewikkelde kontrole oor die vloei van kennis tussen die organisasies, verskaf aan die organisasie die geleentheid om ‘n Oop Innovasie benadering op gepaste punte binne die onderskeie prosesse binne die organisasie te ontplooi. Hierdie stap sal die organisasie behulpsaam wees om kompeterend te bly binne ‘n veranderende mark.