Thesis (DBA)--Macquarie University, Graduate School of Management, 2008. / Bibliography: p. 267-292. / The telecommunications industry ('Telco'), a service provider business, is undergoing significant changes such as deregulations, technology changes and increasing competition. Managers face increased pressure to bring new products with the latest technology into the market faster. Few previous studies have analysed New Product Development (NPD) projects in this hypercompetitive industry. This research addresses this gap by investigating Telco NPD projects and the associated skill sets needed by successful project managers.--The study evaluated how project managers' various skills contribute to project management success. Incorporating clear definitions grounded in the recent literature on NPD, management and leadership, the research proposed a new organising framework of four groups of skill sets: technical, leadership, managerial and administrative. Technical skills are the knowledge of technologies on which the project work is based. Leadership skills involve influencing project stakeholders to deliver a quality product within time and budget. Managerial skills are needed to develop and execute project plans and to get project work done. Administrative skills include understanding an organisation's structure, culture, policies, processes, methods and tools.--Previous classifications for Telco NPD projects have over-emphasised product innovation and undervalued the process aspects. While small projects provide fewer management challenges, this study found that project managers of large and complex projects require all four skill sets. Managerial skills are mandatory. Technical and administrative skills enhance understanding of the technology and business processes. Leadership skills are limited at an operational level. Managerial and administrative skills are essential for developing and implementing project plans; technical skills are important in the initial project stages; leadership skills are needed from the beginning until delivering a new product.--The research outcomes can be used when hiring and developing NPD project manager professionals in the Telco industry to complement current project manager competency standards, which do not cover all the skill sets. Findings may be applicable to Telco companies in other countries new to such market conditions. Furthermore, other industries may adapt the skill set framework to suit their own particular requirements. / Mode of access: World Wide Web. / xvi, 336 p. ill

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.

Recent technologies have changed the way companies acquire and use computing resources. Companies have to adapt their capabilities, which combine business processes, skills, etc., to exploit the opportunities presented by these technologies whilst avoiding adverse effects. The latter part is, however, becoming increasingly difficult due to the uncertain long-term impact recent technologies have. This thesis argues that companies are required to adapt their capabilities in a way that increases the company's resilience so that they are robust yet flexible enough to succeed under uncertain conditions. By focusing on cloud computing as one recent technology, this thesis first identifies the underlying processes of adapting capabilities to cloud computing by investigating how software vendors migrated their products into the cloud. The results allow the definition of viewpoints that influence the adaptation of capabilities to cloud computing. Furthermore, the Functional Resonance Analysis Method (FRAM) is applied to one software vendor after the migration of their product into the cloud. FRAM enables the analysis of ‘performance variabilities' that need to be dampened to increase the resilience of systems. The results show that FRAM appropriately informs steps to increase and measure resilience when migrating products into the cloud. The final part develops cFRAM which extends FRAM through the viewpoints to enable the analysis of capabilities within FRAM. The goal of cFRAM is to enable companies to (1) identify existing capabilities, (2) investigate the impact of cloud computing on them, and (3) inform steps to adapt them to cloud computing whilst dampening performance variabilities. The results of the cFRAM evaluation study are unequivocal and show cFRAM is a novel method that achieves its goal of enabling companies to adapt their capabilities to cloud computing in a way that increases the company's resilience. cFRAM can be easily adapted to other technologies like smartphones by changing the viewpoints.

Fundação Araucária; CNPq / A gestão da inovação é difícil devido às constantes mudanças tecnológicas dos produtos. Porém, é uma condição de sobrevivência e de competitividade para as empresas que, conscientes disso, buscam ideias para inovar. A gestão de ideias tem a função de captar ideias para fomentar o processo. O objetivo desta pesquisa é propor uma estrutura de referência para a captação de ideias com ações deinovação aberta. O referêncial teórico foi construído por meio de uma pesquisa bibliométrica e sistêmica no tema. Elaborou-se uma estrutura de referência conceitual e empírica validada com gerentes de Pesquisa e Desenvolvimento (P&D) de 12 empresas industriais brasileiras de médio e grande porte que gerenciam ideias para inovação. O instrumento de pesquisa abordou quatro fases: captação, seleção, avaliação e pré-desenvolvimento das ideias. Os objetivos da pesquisa classificam-se como exploratórios e descritivos. A natureza é aplicada, com abordagem predominantemente qualitativa, utilizando como método, a pesquisa de campo. Os principais resultados mostram que as fontes de ideias mais utilizadas são os clientes, feiras de exposição e concorrentes. Os principais critérios utilizados para realizar o filtro inicial para agrupamento das ideias captadas no ambiente externo são: a qualidade da descrição, a similaridade e aderência das ideias ao escopo da empresa. As ideias são avaliadas quanto à capacidade técnica, econômica, humana, logística e mercadológica para o desenvolvimento. Os critérios de avaliação mais utilizados para aprovar as ideias são relativos ao aumento da competitividade, do benefício ao cliente e do potencial de retorno financeiro. Na fase de avaliação, as ideias são reconhecidas e recompensadas financeiramente ou com eventos comemorativos, divulgação externa ou site da empresa. Quanto ao pré- desenvolvimento, as empresas internalizam as novas ideias com o licenciamento de tecnologias de terceiros buscando capital externo para financiar o seu desenvolvimento. As empresas praticam muitas ações de inovação aberta, preconizadas pela literatura, no entanto, não elaboram um plano de ação para as ideias aprovadas para desenvolvimento. Destaca-se, assim, a importância de sistematizar o processo. A estrutura de referência para gestão de ideias na inovação aberta, elaborada nesta tese, permite identificar as novas oportunidades de inovação em cenários externos à empresa. / Innovation management is a difficult subject to be dealt with, regarding a constant technological product shifting. Nevertheless, it is a surviving and competitive edge condition for companies which, being aware of that, search for innovative ideas. Concept management works as to attract ideas to foment the process. The aim of this research is to propose a referential structure to attract ideas, employing open innovative actions. The theoretical reference is assembled through a bibliometric and systemic research on the subject. A conceptual and empiric structure is also assembled. The aforementioned structure is validated with P&D managers from 12 (twelve) midsize and large size Brazilian industrial companies which manage innovative ideas. The researching instrument addressed four stages: reception, selection, evaluation, and pre-development of the ideas. The aims of the research are tabulated as exploratory and descriptive. The nature of the research is applied, predominantly qualitative, employing field research as a method. The main results have demonstrated that the most employed ideas sources are clients, expo markets, and competition. The main criteria, employed to accomplish the initial filter to bracket[ the ideas gathered in the external environment, are the descriptive quality, similarities, and adhesiveness from the ideas to the company’s scope. The ideas are evaluated according to technical, economical, human, logistic and marketing capability for the development. The most employed evaluation criteria, to approve the ideas, are related to the augment of competitiveness, client benefits, and financial return potential. In the evaluation stage, the ideas are recognized and rewarded with money, commemorative events, external divulging, or in the company’s website. Regarding the pre-development, the companies internalize the new ideas, in tandem with the licensing of outsourced technologies, searching for external working capital to finance its development. The companies develop various open innovative actions professed by the specialized literature. However, the companies do not elaborate a plan of action to cope with the ideas approved for development. Thus, the importance of systematizing the process is highlighted. The referential structure for management of ideas in the open innovation, formulated in this Doctoral thesis, allows one to identify the new innovation opportunities present in scenarios external to the company.

Fundação Araucária; CNPq / A gestão da inovação é difícil devido às constantes mudanças tecnológicas dos produtos. Porém, é uma condição de sobrevivência e de competitividade para as empresas que, conscientes disso, buscam ideias para inovar. A gestão de ideias tem a função de captar ideias para fomentar o processo. O objetivo desta pesquisa é propor uma estrutura de referência para a captação de ideias com ações deinovação aberta. O referêncial teórico foi construído por meio de uma pesquisa bibliométrica e sistêmica no tema. Elaborou-se uma estrutura de referência conceitual e empírica validada com gerentes de Pesquisa e Desenvolvimento (P&D) de 12 empresas industriais brasileiras de médio e grande porte que gerenciam ideias para inovação. O instrumento de pesquisa abordou quatro fases: captação, seleção, avaliação e pré-desenvolvimento das ideias. Os objetivos da pesquisa classificam-se como exploratórios e descritivos. A natureza é aplicada, com abordagem predominantemente qualitativa, utilizando como método, a pesquisa de campo. Os principais resultados mostram que as fontes de ideias mais utilizadas são os clientes, feiras de exposição e concorrentes. Os principais critérios utilizados para realizar o filtro inicial para agrupamento das ideias captadas no ambiente externo são: a qualidade da descrição, a similaridade e aderência das ideias ao escopo da empresa. As ideias são avaliadas quanto à capacidade técnica, econômica, humana, logística e mercadológica para o desenvolvimento. Os critérios de avaliação mais utilizados para aprovar as ideias são relativos ao aumento da competitividade, do benefício ao cliente e do potencial de retorno financeiro. Na fase de avaliação, as ideias são reconhecidas e recompensadas financeiramente ou com eventos comemorativos, divulgação externa ou site da empresa. Quanto ao pré- desenvolvimento, as empresas internalizam as novas ideias com o licenciamento de tecnologias de terceiros buscando capital externo para financiar o seu desenvolvimento. As empresas praticam muitas ações de inovação aberta, preconizadas pela literatura, no entanto, não elaboram um plano de ação para as ideias aprovadas para desenvolvimento. Destaca-se, assim, a importância de sistematizar o processo. A estrutura de referência para gestão de ideias na inovação aberta, elaborada nesta tese, permite identificar as novas oportunidades de inovação em cenários externos à empresa. / Innovation management is a difficult subject to be dealt with, regarding a constant technological product shifting. Nevertheless, it is a surviving and competitive edge condition for companies which, being aware of that, search for innovative ideas. Concept management works as to attract ideas to foment the process. The aim of this research is to propose a referential structure to attract ideas, employing open innovative actions. The theoretical reference is assembled through a bibliometric and systemic research on the subject. A conceptual and empiric structure is also assembled. The aforementioned structure is validated with P&D managers from 12 (twelve) midsize and large size Brazilian industrial companies which manage innovative ideas. The researching instrument addressed four stages: reception, selection, evaluation, and pre-development of the ideas. The aims of the research are tabulated as exploratory and descriptive. The nature of the research is applied, predominantly qualitative, employing field research as a method. The main results have demonstrated that the most employed ideas sources are clients, expo markets, and competition. The main criteria, employed to accomplish the initial filter to bracket[ the ideas gathered in the external environment, are the descriptive quality, similarities, and adhesiveness from the ideas to the company’s scope. The ideas are evaluated according to technical, economical, human, logistic and marketing capability for the development. The most employed evaluation criteria, to approve the ideas, are related to the augment of competitiveness, client benefits, and financial return potential. In the evaluation stage, the ideas are recognized and rewarded with money, commemorative events, external divulging, or in the company’s website. Regarding the pre-development, the companies internalize the new ideas, in tandem with the licensing of outsourced technologies, searching for external working capital to finance its development. The companies develop various open innovative actions professed by the specialized literature. However, the companies do not elaborate a plan of action to cope with the ideas approved for development. Thus, the importance of systematizing the process is highlighted. The referential structure for management of ideas in the open innovation, formulated in this Doctoral thesis, allows one to identify the new innovation opportunities present in scenarios external to the company.

Organizations are seeking ways to become more innovative to renew their business and ward off foreign competition. The perceived weakening of this process in U.S. firms is viewed as a contributing factor in the steady decline of productivity growth vital to our nation's stability. The specific purpose of this study was to analyze the organizational and technological innovation process used by a specific organization to foster corporate renewal. Data were gathered to answer related research questions by conducting an ethnographic study (the disciplined study of the acquired knowledge that people use to interpret experience and generate behavior) of the innovation process developed and implemented by an international Fortune 100 chemical manufacturer. A structured method of analytical induction was used to analyze the textual content of the data. Findings indicated that the corporation believed that innovation was a matter of corporate survival. To change the direction the corporation was taking, a systematic process to create future business value and new businesses was designed and implemented. A conceptual "innovation" model was developed to identify and to serve as a vision for the corporation and guide the process. A management plan was created to administer the process. Most development activity was conducted by means of a "stage-gate" process. The advantages and disadvantages of innovation were intertwined and overlapped. The greatest advantages to innovation were identified as follows: 1) the Office of Innovation, 2) innovation training programs, 3) management and the formal process, and 4) the environment/culture. The greatest disadvantages cited were: 1) management, 2) environment/culture 3) conflicting missions between core business and the strategic business development division, and 4) the formal process. Recommendations were given for making the environment/climate more innovative, expanding the innovation training, improving core business and the strategic business development division's relationship, and improving the innovation process. / Ph. D.

This study seeks to determine the impact of Information and Communication Technologies (ICTs) on livelihoods of smallholder farmers in Zimbabwe. The study was motivated by the fact that benefits of ICT development still need to be known among rural smallholder farmers in Zimbabwe. ICTs have been upheld as catalysts for the promotion of rural livelihoods the world over. The question that remains is whether ICTs in Zimbabwe promote livelihoods of smallholder farmers. Although the Government formulated the ICT policy in 2005, the benefits still need to be known among rural smallholder farmers in Zimbabwe. The challenges faced by smallholder farmers include limited access to ICTs, high costs in ICT services and lack of ICT infrastructural development in the country. The challenges hindered ICT benefits that are expected to accrue to smallholder farmers. This study is significant in the view that most studies on ICT have focused on the general roles of ICT on rural development without giving particular attention to smallholder farming that has a potential of reducing poverty and promoting food security. For a theoretical lens, the Sustainable Livelihood Approach was used with special attention to Chapman et al (2001)’s information wheel. Regarding methodological issues, the study followed a qualitative research methodology guided by a secondary analysis research design. Data were collected from published reports of government, reports from the Ministry of ICT, internet, journals, newspapers and periodicals. The study established that ICTs promote livelihoods of smallholder farmers through the dissemination of vital information for improvement of agricultural productivity. From the research findings, the study proposes four main recommendations. Firstly, strengthening of ICT policy for effective smallholder farmers. Secondly, the government to organise ICT awareness campaigns directed towards rural people especially smallholder farmers. Thirdly, up scaling ICT Infrastructural development .Finally, a large-scale ICTs and livelihoods research must be commissioned in the country.

O desenvolvimento de projetos tecnológicos em uma empresa, utilizando a inovação aberta, é, por definição, uma atividade complexa. Atender às necessidades dos clientes, desenvolver projetos em parcerias, reduzir riscos e custos do projeto, utilizar escritórios virtuais e inserir novas tecnologias são algumas características da inovação aberta, que a tornam complexa. O desenvolvimento de projetos com estas características exige uma metodologia mais aprimorada. As metodologias tradicionais de gestão de projetos não suportam o gerenciamento de projetos complexos, sendo necessário utilizar metodologias e técnicas específicas para sua gestão. Torna-se importante para a empresa saber qual a metodologia de projeto utilizar e qual a estratégia de inovação (aberta ou fechada) utilizar no desenvolvimento de seus projetos. O objetivo deste trabalho é a elaboração de uma metodologia para a seleção de modos de gestão de projetos e inovação, em função das necessidades do cliente, dos requisitos e especificação do projeto, e da capacidade da empresa em desenvolver o projeto. Os dados utilizados na pesquisa são secundários, obtidos por meio de pesquisa bibliográfica. A metodologia utilizada para este trabalho foi a análise de conteúdo, aplicada sobre as técnicas e os métodos de elaboração e análise de cenários. O desenvolvimento da análise de cenários, utilizando técnicas e métodos propostos na revisão bibliográfica, teve como produto a correlação entre as necessidades do cliente, gestão de projetos (complexos e tradicionais) e inovação (aberta e fechada). O resultado final desta análise foi um quadro-resumo, indicando a metodologia de seleção das estratégias de inovação e gestão de projetos. A verificação da consistência da metodologia de seleção foi realizada por meio da comparação com projetos reais, desenvolvidos em empresa do ramo agrícola. / The development of the technological projects into a company, using open innovation, by definition, is a complex task. Attend the customer needs, develop project using partners, reduce risk and cost of the project, using virtual offices and insert new technologies, are some characteristics of open innovation, which make it complex. The development of the projects with those characteristics require an enhanced methodology. The traditional methodologies of project management not support the complex project management, being necessary to use methodologies and specific technics for its management It became important for the company know what kind of project methodology to use and what innovation strategy (open or closed) to use at the development of their projects. The objective of this dissertation is the elaboration of the one methodology to select modes of project management and innovation, in function of customer needs, project specification and requirements, and the capacity of the company to development the project. The data used on the research are secondary, obtained by means of bibliographic research. The methodology used on this dissertation was content analysis, applied on methods and techniques of analysis and scenarios building. The development of scenarios analysis, using methods and techniques proposal at the bibliographic research, had as product the correlation between customer needs, project management (complex and traditional) and innovation (closed and open). The result of this analysis it was a summary frame, indicating the methodology to select innovation strategy and project management. The verification of the consistency of the methodology to select was realized by means of comparison of real projects, developed into an agricultural company.

O desenvolvimento de projetos tecnológicos em uma empresa, utilizando a inovação aberta, é, por definição, uma atividade complexa. Atender às necessidades dos clientes, desenvolver projetos em parcerias, reduzir riscos e custos do projeto, utilizar escritórios virtuais e inserir novas tecnologias são algumas características da inovação aberta, que a tornam complexa. O desenvolvimento de projetos com estas características exige uma metodologia mais aprimorada. As metodologias tradicionais de gestão de projetos não suportam o gerenciamento de projetos complexos, sendo necessário utilizar metodologias e técnicas específicas para sua gestão. Torna-se importante para a empresa saber qual a metodologia de projeto utilizar e qual a estratégia de inovação (aberta ou fechada) utilizar no desenvolvimento de seus projetos. O objetivo deste trabalho é a elaboração de uma metodologia para a seleção de modos de gestão de projetos e inovação, em função das necessidades do cliente, dos requisitos e especificação do projeto, e da capacidade da empresa em desenvolver o projeto. Os dados utilizados na pesquisa são secundários, obtidos por meio de pesquisa bibliográfica. A metodologia utilizada para este trabalho foi a análise de conteúdo, aplicada sobre as técnicas e os métodos de elaboração e análise de cenários. O desenvolvimento da análise de cenários, utilizando técnicas e métodos propostos na revisão bibliográfica, teve como produto a correlação entre as necessidades do cliente, gestão de projetos (complexos e tradicionais) e inovação (aberta e fechada). O resultado final desta análise foi um quadro-resumo, indicando a metodologia de seleção das estratégias de inovação e gestão de projetos. A verificação da consistência da metodologia de seleção foi realizada por meio da comparação com projetos reais, desenvolvidos em empresa do ramo agrícola. / The development of the technological projects into a company, using open innovation, by definition, is a complex task. Attend the customer needs, develop project using partners, reduce risk and cost of the project, using virtual offices and insert new technologies, are some characteristics of open innovation, which make it complex. The development of the projects with those characteristics require an enhanced methodology. The traditional methodologies of project management not support the complex project management, being necessary to use methodologies and specific technics for its management It became important for the company know what kind of project methodology to use and what innovation strategy (open or closed) to use at the development of their projects. The objective of this dissertation is the elaboration of the one methodology to select modes of project management and innovation, in function of customer needs, project specification and requirements, and the capacity of the company to development the project. The data used on the research are secondary, obtained by means of bibliographic research. The methodology used on this dissertation was content analysis, applied on methods and techniques of analysis and scenarios building. The development of scenarios analysis, using methods and techniques proposal at the bibliographic research, had as product the correlation between customer needs, project management (complex and traditional) and innovation (closed and open). The result of this analysis it was a summary frame, indicating the methodology to select innovation strategy and project management. The verification of the consistency of the methodology to select was realized by means of comparison of real projects, developed into an agricultural company.

Thèse numérisée par la Direction des bibliothèques de l'Université de Montréal.