The purpose of this paper is to identify the key characteristics of successful innovation, analyse the innovation process in Unilever and provide set of recommendations for the company. This paper addresses a key question of current business -- how to achieve growth of a company via innovation. The thesis is based on the already published research for identifying the best practices in dealing with innovation, survey with strategic innovation leaders in HHC Unilever, interviews with employees of Unilever, published articles and researches on Unilever and internal documents of the company. Findings indicate that the key characteristics of successful innovators are the corporate culture, innovation strategy, human resources management, structures, evaluation of ideas, processes and metrics. Several improvements were suggested for HHC Unilever. The value of this paper is in the development of an action framework for the delivery of accelerated growth of the company when using innovation. The analysis conducted on Unilever may be replicated to other companies in order to analyse status of their innovative activities.

The need for change and improvement in the construction sector has been well documented. The recent economic downturn, greater levels of competition, increasing product complexity, regulatory requirements and tougher environmental targets are all examples of current challenges that continue to add weight to this requirement and accelerate the pace in which the sector must respond. It is widely agreed that it is through innovation, which can be defined as the successful exploitation of an idea, that construction firms will be able to create and exploit solutions in response to many of these challenges. In response, more and more construction firms are seeking ways to manage innovation in a more strategic and conscientious manner. However, there is little practical guidance for construction professionals on how this can be achieved and progress towards the optimisation of intra-organisational innovation in construction is widely considered to have been slow. Progress has been hindered by a lack of research and understanding of innovation in the construction context. There is an urgent need to address this and equip construction firms with practical and effective approaches for improved innovation management. This thesis presents an action research project that has developed and tested two interventions aimed at improving the management of innovation at the intra-organisational level within a major construction, engineering and associated services firm. The first intervention comprised of a stage-gate idea management process, a support network of innovation champions and a web-based tool for capturing, storing and reporting on ideas, with the purpose of providing a new platform for innovation outside the normal scope and boundaries of a single project. The second intervention included an online resource that provided tools and guidance for innovation with the purpose of promoting and providing practical support for those seeking to facilitate innovation in their projects or teams. Evaluation of the first intervention has revealed a number of important results, including the improved performance of budgets for innovation, increased employee satisfaction with levels of support for innovation, improvement in self-reported innovation performance and an increased portfolio of innovation projects. Usability testing of the second intervention suggests that it is a valuable tool that encourages and supports innovation at the project level. The thesis concludes by outlining a number of recommendations for consideration by the industry, along with suggestions for future research.

Network management is a critical concept in innovation and technology transfer. Linkages among network members are fundamental in the innovation process which has been heralded for its contribution to wealth creation in economies increasingly characterized by both globalization and technological connectivity. Innovation networks involve relationships among members of governments, businesses and universities that collaborate continuously to achieve shared scientific goals. This study focuses on identifying the key management factors operating in such networks and on determining the process through which these lead to successful technology transfer. This is of increasing interest for many countries seeking to foster innovation, technology transfer and, in turn, international competitiveness. The study integrates the technology transfer and network research streams in order to provide a unique contribution towards understanding key network factors that are important in technology transfer. Extant technology transfer literature predominantly provides a perspective of a focal organization or, at best, that of inter-organisational relationships while its empirical investigation from a network perspective remains limited. In order to develop a more holistic network perspective, this study draws on the network literature and in particular that of the Industrial Marketing and Purchasing (IMP) group. Although neither a comprehensive network management theory nor suitable measures at the network level of analysis currently exist, the network literature is quickly evolving and has highlighted several concepts that contribute to achieving network outcomes, albeit in a conjectural fashion. Therefore, this study applies these concepts towards contributing to network management theory development in both the network and technology transfer fields. This study adopts a multi-method research approach. Qualitative exploratory research was necessary as concepts from the technology transfer and network management literatures were combined in a novel way. It was also essential in developing appropriate scales. Quantitative research then followed in order to test these scales by applying exploratory factor analysis and reliability testing. The developed scales were then employed to advance theory development, using confirmatory factor analysis via structural equation modelling. The study predominantly investigates networks within several industries that are relevant internationally and consistent with some of Australia’s national research priorities. Consequently, a pilot study was conducted in the wine industry to purify scales followed by full field work undertaken in the information and communications technology and biotechnology/nanotechnology industries. Common patterns that emerge within different industries strengthen theory development and lead to generalizations to other related industries while differences lead to industry-specific implications. A number of patterns were uncovered. Evidence was provided for the significant impact of power distribution, trust, coordination and harmony on achieving network outcomes in the ICT and the biotechnology/nanotechnology industries. While both communication and R&D efficiencies were deemed important in achieving network effectiveness, the specific relationships among these factors varied between industries. The study contributes to advancing theory on network management and offers practical management implications particularly for the industries under investigation. / http://proxy.library.adelaide.edu.au/login?url= http://library.adelaide.edu.au/cgi-bin/Pwebrecon.cgi?BBID=1346750 / Thesis (Ph.D.) -- University of Adelaide, Business School, 2008

<p>Denna studie syftar till att ta reda på vilka element som höjer det innovativa klimatet i företag och organisationer. Utifrån dessa element har författarna skapat kriterier som heter ”Soft innovation”. Visionen är att framtiden skulle kunna standardisera dessa kriterier. En abduktiv metod har använts. Metodvalet har motiverats med att kriterierna lättare accepteras om de är socialt konstruerade. Man kan påverka innovationsklimatet i företag, då det tar kortare tid än att förändra organisationskulturen. Dock antas att organisationsklimatet på sikt kan påverkar organisationskulturen. Kriterierna ska ses som vägledande riktlinjer för att stimulera ett innovativt klimat. Teori och empiri visade på många gemensamma faktorer som påverkar innovationsklimatet i företag. Resultatet av teori och empiri visade att de viktigaste faktorerna för att uppmuntra till kreativitet hos medarbetare var ett bra ledarskap, uppmuntran, belöning av kreativt beteende och misslyckande, projektgrupper som driver idén till verklighet och strukturer för hur kreativiteten ska hanteras.</p>

<p>Denna studie syftar till att ta reda på vilka element som höjer det innovativa klimatet i företag och organisationer. Utifrån dessa element har författarna skapat kriterier som heter ”Soft innovation”. Visionen är att framtiden skulle kunna standardisera dessa kriterier. En abduktiv metod har använts. Metodvalet har motiverats med att kriterierna lättare accepteras om de är socialt konstruerade. Man kan påverka innovationsklimatet i företag, då det tar kortare tid än att förändra organisationskulturen. Dock antas att organisationsklimatet på sikt kan påverkar organisationskulturen. Kriterierna ska ses som vägledande riktlinjer för att stimulera ett innovativt klimat. Teori och empiri visade på många gemensamma faktorer som påverkar innovationsklimatet i företag. Resultatet av teori och empiri visade att de viktigaste faktorerna för att uppmuntra till kreativitet hos medarbetare var ett bra ledarskap, uppmuntran, belöning av kreativt beteende och misslyckande, projektgrupper som driver idén till verklighet och strukturer för hur kreativiteten ska hanteras.</p>

Due to the rapid variation of the world economic conditions, the situation of property competition has turned from regional into global. The traditional property is facing the unprecedented challenge. Especially after joined the WTO, Taiwan¡¦s traditional property is confronting the turning point to either the better or the worse. In such a rapid-changing economic circumstance, the enterprisers should not only keep in the lead status, but pursue competitive superiority on business strategy. Therefore only making good use of innovation management can make the firms move on with the age. For the past ten years, the growth of business profits are mostly come from reducing the prime cost; however, presently the prime cost has no way to condense down, so finding the new directions and energy for the next phase are the common anxiety to the all enterprisers. At the present time, all the experts believe that the key to making business profits in the next phase is only by creativity and innovation. In recent years, the traditional property has paid much attention on ¡§property innovation¡¨ than before. This could be practiced by several firms absorbing the concept of innovation, and making higher ROI than before, also promoting the constitution of the firms. In this way, ¡§property innovation¡¨ can prove several aspects such as the more proactive development of the firms, and eliminate the stereotype that the traditional property is the declining property. This research is focusing on cognition of OPTION on product innovation during designing and the exploitation process. The innovation of products not just makes the firms operate sustainedly, but also be the only way to earn rich profits. The creativity of a successful innovative product needs to possess the explicit features and orientation. Also, product innovation should gain the consumers¡¦ identification to make the substantial economic benefits. Formerly, the product innovation is discussed from the viewpoints of the products¡¦ exterior designing or the management of the firms, and the both have the great influences on product innovation. This research analyses that the foregoing two points contribute to the consultation and estimation during exploiting the new products, and help to reduce the gap between the consumers and the firms¡¦ R&D department, and in this way, the firms can be closer to the consumers¡¦ needs for the new products. Key word: Innovation¡BInnovation management¡BExploiting the new products¡BOPTION on product innovation

Purpose - The purpose of this study is to explore the impact that implementing lean has on a company’s ability to innovate, especially their ability to produce radically innovative products.   Framework – The framework developed for the purpose of this study is made out of four propositions. Each of the propositions is aimed at covering a certain aspect of the area under investigation. The propositions are constructed through a comparison of the main principles and characteristics of both lean thinking and innovation management that are seen to be relevant to the area of product development.   Methodology – The study employs a qualitative multi-case study design. Four Swedish SME’s that have been implementing lean in both manufacturing and product development are investigated. The data for the study is collected using two methods; an online questionnaire and a face-to-face interview.   Findings - The study leads to the belief that the implementation of lean could lead to a company’s ability to produce radically innovative products being negatively impacted, but that this impact could be avoided if a company wishes to do so.   Managerial Implications – Managers are made aware of the possible consequences of the implementation, as well as, of the possible balance. Solutions to achieving a balance are offered.   Limitations – The approach to exploring the subject in hand, the choice of participating companies, and the interview guide employed, are all seen as limitation for this study.

Denna studie syftar till att ta reda på vilka element som höjer det innovativa klimatet i företag och organisationer. Utifrån dessa element har författarna skapat kriterier som heter ”Soft innovation”. Visionen är att framtiden skulle kunna standardisera dessa kriterier. En abduktiv metod har använts. Metodvalet har motiverats med att kriterierna lättare accepteras om de är socialt konstruerade. Man kan påverka innovationsklimatet i företag, då det tar kortare tid än att förändra organisationskulturen. Dock antas att organisationsklimatet på sikt kan påverkar organisationskulturen. Kriterierna ska ses som vägledande riktlinjer för att stimulera ett innovativt klimat. Teori och empiri visade på många gemensamma faktorer som påverkar innovationsklimatet i företag. Resultatet av teori och empiri visade att de viktigaste faktorerna för att uppmuntra till kreativitet hos medarbetare var ett bra ledarskap, uppmuntran, belöning av kreativt beteende och misslyckande, projektgrupper som driver idén till verklighet och strukturer för hur kreativiteten ska hanteras.

Denna studie syftar till att ta reda på vilka element som höjer det innovativa klimatet i företag och organisationer. Utifrån dessa element har författarna skapat kriterier som heter ”Soft innovation”. Visionen är att framtiden skulle kunna standardisera dessa kriterier. En abduktiv metod har använts. Metodvalet har motiverats med att kriterierna lättare accepteras om de är socialt konstruerade. Man kan påverka innovationsklimatet i företag, då det tar kortare tid än att förändra organisationskulturen. Dock antas att organisationsklimatet på sikt kan påverkar organisationskulturen. Kriterierna ska ses som vägledande riktlinjer för att stimulera ett innovativt klimat. Teori och empiri visade på många gemensamma faktorer som påverkar innovationsklimatet i företag. Resultatet av teori och empiri visade att de viktigaste faktorerna för att uppmuntra till kreativitet hos medarbetare var ett bra ledarskap, uppmuntran, belöning av kreativt beteende och misslyckande, projektgrupper som driver idén till verklighet och strukturer för hur kreativiteten ska hanteras.

In the telecom manufacturing industry, the business environment is characterized by high competition and challenging tasks. To be able to thrive in this environment, companies have to work hard in order to develop innovations in the form of products, services and solutions to the marketplace. R&amp;D departments, in collaboration with other functional departments and external agents, become the main engine for innovation development. R&amp;D managers face the difficult challenge of effectively managing innovation projects, which are surrounded by high complexity, uncertainty and risk. To help address this issue, this thesis explores four successful innovation projects within four distinct international telecom technology suppliers, namely Nortel, Alvarion, ZTE and ST-Ericsson, to identify the factors that directly influenced the success behind each innovation. To do so, a comprehensive study of the telecom innovation system was conducted; this study enabled the researchers to devise a framework that describes the innovation process in the industry and that highlights the value of the marketing department, the importance of early customer involvement and that clearly demonstrates the self-sufficiency of today’s telecom manufacturing department. Additionally, the study highlights the importance of the human factor and the substantial value of nurturing staff and fostering different roles within the innovation team, such as that of the gatekeeper, entrepreneur, technology specialist and senior manager. R&amp;D management literature lists over 250 different success factors; the framework included in this thesis presents only the 60 factors that are relevant to the industry. These factors are categorized in two ways: (1) As either order winners or order qualifiers and (2) as either being affected or unaffected by the innovation type. The first categorization serves to identify 25 factors that can become a source of competitive advantage if managed accordingly and 35 factors that are considered to be the status quo of the industry, and while very important are not a source of competitive advantage. The second categorization brings awareness to the R&amp;D manager by identifying nine factors, namely: the source of the idea, access to information, the probability of commercial success, the comprehensiveness of the requirements, newness to firm, market strength, innovation receptiveness, degree of innovation and supportive environment. The research showed that these nine factors are directly affected by the innovation type (incremental, architectural or radical).