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Product innovation and product planning are two domains that are closely related to each other. However, the distinction between these two domains is still unclear. In addition, the use of terms within the domains can also be different. For example, disruptive, breakthrough, and radical innovation are used simultaneously. Therefore, it is necessary to establish a common usage of terms within the domains, so that both areas can be related to each other. For this, a systematic literature review is carried out. Hence, the two domains were clustered. The focus of the clustering was on product innovation, which was divided into radical, strategic, and incremental levels and product planning was used as a cluster element, differentiating between new products, new product generation and product modification. In total, three clusters and 20 characteristics per domain were identified and linked to bridge the gap between the terms product innovation and planning. [ABSTRACT FROM AUTHOR]

In uncertain and dynamic environments, established companies must engage in strategic “innovation-to-business” to continuously develop new technology/market-combinations as competitive advantages for future profitable growth. To achieve this, they can leverage Research & Development (R&D) and similar innovation functions for such strategic renewal. However, this requires enhancing their innovation management system, as they are traditionally focused on more incremental technological innovations for established markets. A theoretical framing of the key concepts provides an organizational framework with the required dynamic capabilities and organizational characteristics for such an innovation management system. The following case study of the Schaeffler Group presents their enhanced innovation management system in practice. Summarized as P 3, this includes specifically organizational measures for an agile Portfolio management, systematic Process, and supporting organization of the involved People. Together, these measures help Schaeffler to establish and apply the required dynamic capabilities and ambidextrous orientation for successful “innovationto-business”. [ABSTRACT FROM AUTHOR]

The rationale of this paper is based on the issues of SMEs to prioritize and choose the values for strategic innovation development in alignment with the stakeholders, thus responding to the rapidly changing paradigm of societal values in ethical, ecological, social, and economic terms, growing institutional initiatives to coordinate or regulate business in contributing to the Sustainable Development Goals (SDGs). The aim of the research is to provide a better understanding of values-based strategic innovation involving stakeholders in SMEs. To achieve the aim of the research, an abductive research design is employed by applying multiple case study in SMEs in the clothing industry. Additionally, the grounded theory (GT) method is applied for collecting, coding, and analyzing empirical results. [ABSTRACT FROM AUTHOR]

Scholars have argued that to systematically develop innovations capable of leveraging emerging technologies to create new growth platforms – here called strategic innovations – a company needs a dedicated management system separated from the one responsible for current operations. Leaders striving to implement these management systems face big challenges: (i) they struggle to get and keep top management support; (ii) they have to handle the resistance from the core business managers; (iii) they have to deal with the uncertainties regarding strategic innovation results; (iv) lack of available knowledge to support the implementation. This paper presents an in-depth retrospective 10-year case study of a Brazilian multinational corporation that implemented a sophisticated management system for strategic innovation. By applying a process research approach based on the Event Structure Analysis (ESA) method, we describe the implementation process and propose a theoretical framework that describes how managers can deal with the challenges associated with this implementation. [ABSTRACT FROM AUTHOR]

The research shed light on the experienced black box regarding how business value network enterprises can collaborate in port spaces to enable strategic innovation. The empirical qualitative research took place from September 2017 to June 2018 with 4 enterprises in an initial individual 1-day meeting and three 1-day network meetings within the nearshore wind park energy value network. The findings highlight strategic innovation as a dynamic process unfolding through • Strategic business model innovation on the value network project level. • Combined exploration and exploitation for knowledge creation. • Combined use of different individual- and organizational preferred cultural behaviors. An overview on these findings is provided through the graphic illustrative models. The dynamic processes resulted in suggestions for value creation, higher reliability and faster flow through the port requiring less investments. Hereby strategic innovation is derived for spill over on offshore wind parks causing increased MWh production and less cost. [ABSTRACT FROM AUTHOR]

This paper is concerned with designing a practical roadmap for microand small enterprises to build resilience to digital disruption. The paper is based on theoretical studies of strategic management, innovation management, design theory and theories on digital disruption from which two initial models of resilience to digital disruption for MSE is proposed. These models are based on the general observation that MSE are likely to fall victims to digital disruption because of their lack of strategic horizon, innovation capacity and agility. Because of this, a new and more dynamic framework well suited for MSE is proposed in the paper. This framework however needs to be further developed into a practical roadmap for resilience to digital disruption and tested empirically which is intended to be the next step of this research. The paper therefore concludes with the outline of a few specific areas for desired feedback. [ABSTRACT FROM AUTHOR]

For a long time, innovation research focused on principles and knowledge established in advanced countries that serve highly developed markets. Correspondingly, organizations have traditionally favored the development of sophisticated and high-priced products and technologies. Only recently, the particularities and practices of firms dealing with constrained settings have attracted attention from scholars and managers. These constraints can take the form of low-income customers in emerging countries or organizational and environmental limitations, such as lack of time, structure and natural resources. By analyzing previous research, this submission presents a review of the literature related to new approaches to innovation. It aims to raise the less explored questions originated with innovation strategies of developing unique products and services under a frugal mindset. This paper, therefore, provides potential concepts for future research, drawing from the very little understanding identified about the required set of capabilities for those new innovation models to occur. [ABSTRACT FROM AUTHOR]

This paper poses a critical view on radical innovation (RI) management research and practice. The study investigates how expected RI performance influences firms' understanding of their RI competency. RI performance is often based on output measures such as market shares or fiscal return. On the contrary, RI competency building advocates for exploration, learning, and accepting uncertainty. Hence, RI competency building often focuses on the processes of the firms, and not the outcome. Hence, it is argued that the RI competency-building and RI performance expectations are based on different managerial orientations. Coupling a discussion of the literature with case findings from four large international firms, this paper identifies a discrepancy between RI competency-building and RI performance within literature and practice. This is regarded to be a major contributing factor to RI program failure. This study presents three misunderstandings related to radical innovation research and practice and discusses implications of these findings. [ABSTRACT FROM AUTHOR]

Changing a business model has importance for researchers and practitioners alike and is seen as a way to secure the competitive advantage. Due to its significance, different concepts and descriptions of business model change have appeared. This paper reviews these concepts and highlights their characteristics, differences and similarities. For this purpose 53 papers were identified as relevant for the literature review. The identified papers are analyzed according to their focus and objectives of change activities as well as their intensity and frequency of change. We revealed that the concepts overlap and it is thus difficult to clearly define them. Nonetheless, it was possible to highlight the main characteristics of every concept and classify them. The structured description and classification of the different business model change concepts aims to clarify and strengthen literature dedicated to business model change. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to address the key factors impact on small and medium enterprises' innovation in the high-tech sector. The research indicates that high speed growth is derived from the stream of successful innovation strategies. To be successful in the emerging market and the high-tech industry, SME needs to be commitment to generating innovation. The fast-growing SME normally adopts a broad range of innovation strategies. First, it is recommended that firms shape their strategy should consider market and policy in which they operate, seizing market opportunities and fully using supporting policies. Second, entrepreneur plays crucial role fostering innovation in small business, especially at the initial stage. Third, Innovation decision should be appropriately and timely. The integrate innovation is technology available combining with market trends. Finally, establishing networks with other research institutes and entities allows small firms to gain knowledge and to explore commercialization channels. The study shows some evidences that innovation positively influences business performance. [ABSTRACT FROM AUTHOR]

Innovation is a central strategic issue for companies who wants to repeatedly innovative and build long-term competitiveness. Research stresses the importance of strong linkages between innovation and the strategic orientation of a company. Despite that does both research and experience show that SME:s often have a short-term focus on results and are low-risk oriented towards incremental innovations or show a reactive, non-strategic approach towards innovation. This case study survey to what extent innovation is an, direct or indirect, integrated part of a SME:s overall business strategy. The case study was conducted at one Swedish SME in three stages with 10 participants with broad representation of management and employees from the entire company. Innovation was found to be strongly centred to the persons of top management, have strong informal linkages to top levels of formal business strategy but with weak integration at practical action oriented levels of strategy. [ABSTRACT FROM AUTHOR]