research design for innovation studies - sotaro...
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ResearchDesignforInnovationStudies(InnovationSystemEngineering)
Week3
SOTAROSHIBAYAMA
GraduateSchoolofPharmaceuticalSciences/GraduateSchoolofEngineering
UniversityofTokyoOct.172016
GradingandAssignment
• Assignment(60%)(+Classpresentation)
• Project(writing)(40%)
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Howisthecoursedelivered?
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Tools
Problems
Case(Empirics)
Theory
ResearchQuestions
Tools• Tounderstandefficacyandlimitationofexistingtools• Tomotivatefurtherdevelopmentoftools/theories
Theory• Toprovidewithgeneralpictureofinnovationtheories• Topresentthefrontierandlimitationoftheories• Tomotivatefurtherdevelopmentoftheories
Casestudy• Tofacilitateunderstandingofthetheories/tools
*I’lltrytoshowabroadrangeof/up-to-datecases
ResearchQuestiondevelopment[Project]• Todevelopresearchdesign/problemfindingskills
InnovationProcess
MappingofLectureTopics
Search Select Implement Capture
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Source&search
R&Dmanagement
Productdevelopment
Businessmodel&value
capture
Organization
Diffusion&adoption
ManagingKnowledge
&IP
Organizationalcapability
System Socialinnovation
InnovationSystem
Academicentrepreneurship
Openinnovation
SourceandSearchPracticalQuestion• Whereshouldwesearchforasourceofinnovation?• Doesthatdependontypeofinnovation?• Doesthatdependonthelifecycleofinnovation?
KnowledgeObjective• Tounderstand
– Sourcesofinnovation– Aframeworkforlookingatsources– Innovationlifecycle– Dimensionsofsearchspace– Strategiesforcoveringsearchspace
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Today’sTopics
Technology andMarket
User-led Innovation
DisruptiveInnovation
InnovationLife cycleandStrategy
ExplorationandExploitation
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Innovationcomesfromvarioussources.
• Suppliers• Clients,customers,users• Competitors• Consultants• Universitiesorotherhighereducationinstitutes• Governmentresearchorganizations• Professionalconferences,meetings• Technical/tradepress,computerdatabases• Database• Standardsandregulations• ByChance
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0% 20% 40% 60% 80% 100%
Withintheenterprise
Suppliersofequipment,materials,…
Clientsorcustomers
Competitors
Consultants
Commercial laboratories/R&Denterprises
Universitiesorotherhighereducation…
Governmentresearchorganizations
Otherpublicsectore.g.Businesslinks,…
Private researchinstitutes
Professionalconferences,meetings
Tradeassociations
Technical/trade press,computerdatabases
Fairs,exhibitions
Technicalstandards
Healthandsafetystandardsand…
Environmental standardsandregulations
High Medium Low Notused
SourceofInnovation(UK)
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Market
Institutional
Other
Specialized
Source:Laursen,K.,Salter,A.,2004.Searchinghighandlow:whattypesoffirmsuseuniversitiesasasourceofinnovation?ResearchPolicy33,1201-1215.
Sample:6,287businessunits,including allmainsectorsoftheUKeconomy,excludingpublicbodies,retail,andhotelsandrestaurants.
Internal
Talkingaboutinnovation…
VolkswagenSamsungIntel
MicrosoftRocheGoogleAmazonToyotaNovartis
Johnson&JohnsonPfizerDaimlerGM
MerckFordSanofiCiscoApple
GlaxoSmithKlineAstraZeneca
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SanofiMicrosoftPfizerFord
DaimlerToyotaGM
SiemensMatsushita
IBMJohnson &JohnsonGlaxoSmithKline
IntelVolkswagen
SonyNokiaHonda
SamsungNovartisRoche
2005 2015Top20R&DSpenders
Source:PWC
HealthcareSoftware&Internet
AutomotiveIndustries
Computing&Electronics
Unsuccessfultechnology-drivenInnovation
• WindowsOSreplacingWindowsXP,launchedin2007• ImprovedGUI,multimedia tools,security,desktopsearch• Salesfellby16%(comparedtopreviousyear).• QuicklyreplacedbyWindows7in2009• Lowusersatisfactionformanyreasons:incompatibilitywithXP-based
HW/SW,tooslow,XPisgoodenough,etc.
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• Globalsatellite phoneservice,launched in1998• $3,000 +$5aminutetalk• $5billioninvested in66satellites andotherinfrastructure• Bankruptin1999(oneofthe20largestbankruptcies,asof1999)• Forecast500,000subscribersbuthadonly10,000• Unabletouseinsidebuildingsorinsidemovingcars(line-of-sightsystem)
Chesbrough,H.,2003.OpenInnovation:thenewimperativeforcreatingandprofitingfromtechnology.HarvardBusinessSchool
Publishing,Boston,MA.
• Xerox– Americanphotocopiermakeranddocumentserviceprovider
• XeroxPARC(PaloAltoResearchCenter)– Founded in1970byassemblingworld-classteamofexpertsininformationandphysicalsciences
– ForXeroxtobe“thearchitectsofinformation”– Inventedtheoriginsoflaserprinting,personalcomputer,Ethernet,GUI,object-oriented programs
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Whytech-drivenfirmsfail?[Researchsetting]Case-based approachinUSsemi-conductorsector
Technologies/talentslefttobecommercializedoutside.
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Source:Chesbrough,H.,2003.OpenInnovation:thenewimperativeforcreatingandprofitingfromtechnology.HarvardBusinessSchoolPublishing,Boston,MA.
11outof35businessideasconsideredasnotpromisingwentIPO.
Hardtopredictneedsifyoustartfromtechnology.
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Source:Chesbrough,H.,2003.OpenInnovation:thenewimperativeforcreatingandprofitingfromtechnology.HarvardBusinessSchoolPublishing,Boston,MA.
Technology(orKnowledge,science)Pushvs.Market (orneed,demand)Pull
R&Dortechbreakthroughdrivesalaunchofanew
product.
Marketdemandforasolutionorneedinthemarketplace
triggersthedevelopment ofanewproduct.
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TechnologyPush MarketPull
Market-drivenInnovation(Technologicallynothingnew)
• FordModelT(1908)– Onlyfortherich->“Acarforeveryman”
($825)
• Lowcostairlines(1970-2000)– Comfortablepassengerservices
-> Onlytransportation
• Grameen bank(1983)(microfinancing)– Onlyforthosewithcredit->Prioritygiven
tothepoor,interestwithintheirreach
• NintendoWii(2006)– Boys->familymembers
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TataNano• Tatagroup
– Indianmultinationalconglomerate• TataNano(2008)
– TargetingIndianlowerclass– “World’scheapestcar”(2,000- 3,000USD)– Tocutcost,itremovedasmany"unnecessary"extrafeaturesas
possible,including:• Airbags,powersteering,anentertainmentsystem,afourthnutoneach
wheel,asecondwindscreenwiper,asecondwingmirror,anexternalfuelfillercap,andatrunkthatopens
• Result– Tooexpensive forthelowermiddleclassandtooshabbyfortheupper
middleclass– Mostcustomersprefer tobuysecond-handcars,whicharemoreor
lessthesameprice.
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Innovationlag
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Source:Tidd&Bessant(2014)p.235
ABS(Anti-lockbrakingsystem)
19591978
+19
Dyneema(reinforcedfiber)
Mobiletelephone
Flashmemory
Contraceptivepill
Airconditioning
19751990
+15
19882001
+13
19461983
+37
19281962
+34
19021915
+13 MarketintroductionDiffusionstarted
TechPushv.MarketPull
• Riskoflookingonlyatneedsthatareeasilyidentifiedbutwithminorpotential
• Continuingtochangethedefinitionoftheopportunity
• Lackofbeingachampionor“truebeliever”
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Source:Burgelman,R.A.,Sayles,L.R.,2004.Transforminginventionintoinnovation:theconceptualizationstage.In:Christensen,C.M.,Wheelwright,S.C.(Eds.),StrategicManagementofTechnologyandInnovation.McGraw-Hill,Boston,pp.682–690.
• Riskofstartingwithwhatcanberesearchedandevaluatedeasily
• Riskofaddressingtheneedsoftheatypicaluser
• Potential forgettinglockedintoonetechnicalsolution
TechnologyPush MarketPull
Cooper&Edgett (2008)Ideationforproductinnovation.PDMAVisionMagazine,March2008
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Howdofirmsfindgoodideas?Howeffectiveiseachmethod?[Researchsetting]Questionnaire-based: 160firms(B2B:68%,B2C:27%;Sales>1B$:45%,>0.5B$:12%,>0.1B$:18%,<0.1B$:25%)
Market-oriented
customervisitteams
ethnographicresearch
customerfocusgroupsforproblemdetection
Lead-usermethods
Customer/Userdesign
Customerbrainstorming
Peripheralvisiontools
Customeradvisoryboard
Communityofenthusiasts
Technology-oriented
Disruptivetechnologies
Internalideacapture
Partnersandvendors
Patentmining
Accessingexternaltechnicalcommunity
Scanningsmallbusinessesandstartups
Externalproductdesign&crowdsourcing
External submittedideas
External ideacontest
ethnographic research
customer visit teams
customer focus groups for problem detectionLead-user methods
Customer/User design
Customer brainstorming Peripheral vision tools
Customer advisory board
Community of enthusiasts Disruptive technologies
Internal idea capturePartners and vendors Patent mining
Accessing external technical communityScanning small businesses and startups
External product design & crowdsourcing
External submitted ideas
External idea contest
45
67
Effe
ctiv
enes
s sc
ore
(0-1
0)
0 10 20 30 40%Frim using the method
market tech
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Source:Cooper&Edgett (2008)
Customervisit
ethnography
FocusgroupsLead-user
UserdesignCustomerBS PeripheryCustomerABEnthusiasts Disruptivetech
InternalideaPartners&vendors Patent
mining
Technicalcommunity
Smallbusiness&startups
ExternalPD
Submittedideas
Ideacontest
3M• 3M
– Americanmultinationalconglomerate– $30Bsales;90,000employees; 55,000products
• InciseDrapes– ABreakthroughsurgicaldrapeproduct
• Topreventinfectionduringsurgery• Cheap
• Lead-user(LU)innovationmethod– Assembledateamofleaduserswhichincluded
• Doctorsfromdevelopingcountriesandmilitarymedics:costcontrol;poorenvironmentforsurgery
• Aveterinariansurgeon:costconstraint+experiencewithtoughinfectioncontrol
• AHollywoodmakeupartist:wantingmaterialsnottoirritateactorsandeasytoremove
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ExamplesofUser-ledInnovation• Labdevices
• MedicalSurgeryEquipment(Hinsch etal.,2014)
• Mountainbikingequipment(Luthjeetal.,2005)
• ApacheOSserver softwaresecurityfeature(Franke&vonHippel,2003)
• LibraryInformationSystems(Morrisonetal.,2000)
• PrintedCircuitCADSoftware(UrbanandvonHippel,1988)
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Flowers,S.,Hippel,E.v., Jong,J.d.,Sinozic.,T.,2010.Measuringuserinnovation intheUK:The importanceofproductcreation
byusers.NESTA,UK.
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Howoftendouserscontributetoinnovationprocess?[Researchsetting]Telephonesurveyof1,004UKfirmswith10-250employees,acrossawiderangeofindustries.
0% 10% 20% 30% 40% 50%
SoftwareandITservicesMiningandquarrying
OtherCreativeActivitiesOthermanufacturing
AerospaceandautomotiveFinancialservices
OtherbusinessservicesWholesaletrade
Legal,consultancy,accountingAgricultureandfishing
Retailtrade/personalservicesTransportandcommunication
HotelsandrestaurantsConstruction
EnergyproductionOverall
Createfromscratch
Modifyexistingproduct
Both
Leaduser• Coreusersrecognizemarketneeds inadvance.Theyexpecthighlevelofbenefits fromthesolution,sowillingtopaymore.•Usersengagedininnovationnetwork• Ex)mountainbike,medicaldevice
Typology
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Generalusers
Atypicalusers
Extremeusers• Applyingextremeneedstogeneralconsumers• Ex)ABSaircraftbraking->ordinarycars
Democraticinnovation• Boundarybetweenusersandproducerslessdistinct• Ex)ApacheOSserver,Lego,Adidas(crowd-sourcingapproach)
Lilien,G.L.,Morrison,P.D.,Searls,K.,Sonnack,M.,vonHippel,E.,2002.Performanceassessment oftheleaduseridea-generationprocessfornew
productdevelopment.ManagementScience48,1042-1059.
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Howeffectiveisthelead-userinnovationapproach?[Researchsetting]Comparisonof5lead-user(LU)idea-generationprojectsvs.42conventional(non-LU)projectsthattookplace in3Maround2000LUprojectsinvolveidentifyingandlearningfromleadusersbothwithinthetargetmarketandin“advancedanalog”marketsthathavesimilarneeds inamoreextremeform.
9.6
8.3
146
10
80%
9.6
6.8
5.3
18
7.5
66%
7.3
Noveltycomparedw/competition*
Originality/newnessofcustomerneedsaddressed*
EstimatedsalesinYear5(deflatedforerror)(M$)
Potentialforentireproduct family*
Probabilityofsuccess
Strategicimportance*
LU Non-LU*10-pointscale
p=.01
p=.09
p<.01
p=.03
p=.24
p=.08
Callahan,J.,Lasry,E.,2004.Theimportanceofcustomerinputinthedevelopment ofverynewproducts.R&DManagement 34,
107-120.
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Whenshouldfirmsrelyonusers?[Researchsetting]Questionnairebasedon55productdevelopmentprojectsfromthecomputertelephonyintegrationindustry(e.g.,CISCO,Lucent,etc.)
TechNewness
MarketNewness
Importanceofuserinput
Q:Howimportantwasinputfrompotentialend-usersin(1)ideageneration,(2)requirementdefinition,(3)technicaldevelopment,(4)trial/testing,(5)productlaunch?
Q:Hownewwere(1)technologyembodiedinthenewproduct,(2)productarchitecture,and(3)corecomponentsorsoftwaremodulesinthenewproduct?
Q: Hownewwere(1)customerstargeted,and(2)theuserneedsaddressedbythenewproduct?
• By1970s:14-inchHDusedformainframecomputers
• 1978-80:8-inchHDmarketed(thoughwithsmallercapacity)– Toosmallacapacityformainframes– Acceptablecapacityformini computer(in
fact,14-inchwastoomuchforthem.)• Bymid1980s
– 8-inchHDhadsignificant improvementincapacity
– Satisfyingtheneedsofmainframecomputers,replacing14-inchHD
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Christensen,C.M.,1997.Theinnovator'sdilemma.HBSPublishing,Bostom,MA.
Whytechnologyleaderscannotcontinuewinning?[Researchsetting]Casestudyonharddiskmakersinthe1970s– 90s
Paradox• 8-inchHDwasnottechnologicallymoreadvancedthan14-inchHD.• 14-inchHDmakerscouldhaveenteredthe8-inchHDmarket,buttheydidn’t.• Astechnologyadvanced,8-inchmakersreplaced14-inchmakers.
Theory(2)DisruptiveInnovation• Drawonexistingtechnologies
– Consistingofoff-the-shelfcomponentsputtogether inaproductarchitecture,oftensimplerthanpriorproducts
• Targetnewmarkets,typicallylowerends,wherealesserextentoftechnologicalsophisticationsuffices
• Incumbentstendtoignorethenewmarketbecauseit’semergingandsmall,andbecauseitstechnologicallylesssophisticatedandlessprofitable.
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RepeatedDisruption
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Source:Christensen,C.M.,1997.Theinnovator'sdilemma.HBSPublishing,Bostom,MA.
LowercapacityButsmaller
Lowercapacity/sizeButgreaterreliability
LowerreliabilityButcheaper
RepeatedDisruption(HDdrive)
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Source:Christensen,C.M.,1997.Theinnovator'sdilemma.HBSPublishing,Bostom,MA.
Insulinfordiabetestreatment
EliLilly(USA)1925:95%purity1950:99%1980:99.999%1982:Syntheticinsulin(thus100%pure)• 1B$investment• CollaboratingwithGenentech• 25%pricepremium NovoNordisk(Denmark)
1985:LaunchedNovoPen• Notimprovementinpurity• Butsimplifyinjectionprocedure
significantly• 30%pricepremium
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1922:Insulinextractedpancreasofcowssavedadiabeticpatientforthefirsttime.
ExamplesofDisruptiveInnovation
• Mainframecomputer→ mini-computer→desktopPC→ notePC
• Harddiskdrive:14inch→ 8→ 5.25→ 3.5 → 2.5)• Britannica(encyclopedia)→MicrosoftEncarta→Wikipedia
• Chemicalphoto→ Digitalphoto• Luxurycar→ FordModelT• Conventionalairline→ Low-costairline• Microsoftoffice→OpenOffice
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InnovationLifeCycle
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Discontinuous innovation,someofwhichmaybedisruptive
Typewriterindustry
Manualtypewriter
ElectronicTypewriter
Wordprocessor
DesktopPC+printing
NotePC,tablet,Paperless
Source:http://www.innovation-point.com/Innovation_Lifecycles.pdf
InnovationLifeCycle
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MarketDiffusion
Fluid Dominantdesign Specialized
InnovationLifeCycle
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ProcessinnovationProductinnovation
EmphasisofInnovation
MarketDiffusion
time
Marketdiffusion
Techpush(needsmaybeunclear)
Flexibility inproductdesign
Lead-usermethod
Improvementto dominantproduct:Lowerprice,massproduction,qualitycontrol,etc.
Fluid Dominantdesign Specialized
Democraticinnovation
SearchspaceTechno
logy
New
•Usespecialist group,leadusers•Networksinside/outside→ openinnovation•Oftensymbiosisbetweenestablished firms andentrepreneur
• Entrepreneurshaveadvantage.
Existing
•Workwithsuppliers→strategicalliances• Relationwithcustomers→masscustomization• Established firmshaveadvantage.
• Fringemarket,thebottomofconsumerpyramid(lower end)• Extremeusers• Entrepreneurshaveadvantage.
Current New
Market
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Exploitation
Exploration
ToexpandyourvisionSearchstrategy ModeofoperationSendingoutscouts Dispatchidea hunterstotrackdownnewinnovationtriggersExploringmultiplefutures
Usefutures techniquestoexplorealternativepossiblefutures
Using theWeb Harness thepoweroftheWeb,throughonlinecommunities,andvirtualworldsWorkingwithactiveusers
Teamupwith productandserviceuserstoseethewaysinwhichtheychangeanddevelopexistingofferings
Deepdiving Studywhatpeopleactuallydo, ratherthanwhattheysaytheydoProbeandlearn Useprototypingasamechanismtoexploreemergentphenomenaandactasaboundaryobject
tobringkeystakeholdersintothe innovationprocessMobilize themainstream
Bringmainstreamactorsintotheproduct andservicedevelopmentprocess
Corporateventuring Createanddeploy ventureunitCorporateentrepreneurshipandintrapreneuring
Stimulateandnurturetheentrepreneurial talentinsidetheorganization
Usebrokersandbridges
Casttheideasnetfarandwideandconnectwithotherindustries
Deliberatediversity CreatediverseteamsandadiverseworkforceIdeagenerators Usecreativitytools
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Source:http://www.innovation-portal.info/wp-content/uploads/searchstrat.pdf
Explorationvs.exploitation
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SimpleLandscape RuggedLandscape
Improvementincloseproximity(=exploitation)worksfine.
Improvementincloseproximity(=exploitation)canendinlocaloptimum.
Searchindistantareas(=exploration)maybenecessary.
Searchindistantareas(=exploration)canbewasteful.
KeyQuestions
• Doorganizationsneedbothexplorationandexploitation?
• Shouldorganizationssimultaneouslyexploreandexploit?
• Forwhatenvironmentisexplorationorexploitationappropriate?
• Whatmanagementstyleshelpexplorationorexploitation?
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Organizationsareconsideredhigh-performerifdifferencebetweentherealityenvironmentandtheorganizationalcodeissmall.
March,J.G.,1991.EXPLORATIONANDEXPLOITATION INORGANIZATIONALLEARNING.OrganizationScience2,71-87.
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Howdoexplorationandexploitationaffecttheorganizationalperformance?[Researchsetting]Multi-agentsimulation
Environmentexpressedas
m-digit of(-1,1)e.g.,[-1,1,…,1]
Individual’sbeliefabouttheenvironment
(m-digitsofn-individuals)
Organizationalcode(m-digit)
OrganizationalLearning(P1)
Socialization(P2)
Turnover(p3)(=exploration)
Dynamicsofchangingenvironment(p4)
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Slowsocialization(p1)andfastorglearning(p2)leadstohigherperformance.
Mediumturnover(p3)(=exploration)leadstohighperformancewithfastsocialization(p1).
Indynamicenvironment(p4),lowturnover(p3)(=exploitation) leadstolowperformance.
Orgperform
ance
Source:March,J.G.,1991.EXPLORATIONANDEXPLOITATIONINORGANIZATIONALLEARNING.OrganizationScience2,71-87.
Socializationrate(p1) Turnoverrate(p3) Time
Fastorglearning(p2=0.9)
Sloworglearning(p2=0.1)
Slowsocialization(p1=0.1)
Fastsocialization(p1=0.9)
Withturnover(p3=0.1)
Noturnover(p3=0)
He,Z.L.,Wong,P.K.,2004.Explorationvs.exploitation:Anempiricaltestoftheambidexterityhypothesis.Organization
Science15,481-494.
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Shouldorganizationssimultaneouslyexploreandexploit?[Researchsetting]Surveyof563manufacturingfirmsinSingapore/Malaysia in1999/2000
• Literaturerepeatedarguesthatbothexplorationandexploitationarenecessaryforsustainableinnovationperformance.– Theymaybesimultaneouslypursued(so-called“ambidexterity”),whiletheymaybedonesequentiallyindifferentpointsintime(so-called“temporaldifferentiation”).
• Littleempiricalevidencehadexisted.
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Source:He,Z.L.,Wong,P.K.,2004.Explorationvs.exploitation:Anempiricaltestoftheambidexterityhypothesis.OrganizationScience15,481-494.Note:Notes.Chi-square=146887;d.f.=107;p=0006;Normedchi-square=1373;GFI=0933;CFI=0952;NFI=0861;RMSEA=0046.∗p<010;∗∗p<005;∗∗∗p<001;two-tailedtest.Thissimplifiedmodeldoesnotshowcontrolvariables,errorterms,ortheindicator variablesofthelatentconstructs.Twolatentconstructs,explorativeinnovationstrategyandexploitativeinnovationstrategy,arerepresentedbyovals.Observedvariablesarerepresentedbyrectangles.
Objectiveofproject(1)[5-pointscale]• Introducenewgenerationofproducts• Extendproductrange• Openupnewmarkets• Enternewtechnologyfields
Objectiveofproject(2)[5-pointscale]• Improveexistingproductquality• Improveproductionflexibility• Reduceproductioncost• Improveyieldorreducematerialconsumption
AmbidexterityProductof(1)and(2)
%Totalannualsalesthatconsistofnew/improvedproductsintroducedoverthelastthreeyears
%Annualproductionvolumeusingnew/improvedprocessesintroducedoverthelastthreeyears
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Whatmanagementstyleshelpexplorationorexploitation?[Researchsetting]Surveyof56exploratoryprojectsinlargefirms(e.g.,Hewlett-Packard);manufacturing45%,service50%,retail5%.Response fromprojectleaderand3+members
McGrath,R.G.,2001.Exploratorylearning,innovativecapacity,andmanagerialoversight.AcademyofManagement Journal44,
118-131.
Z:LearningeffectivenessResultsachievedbyprojectis[-10]farworse– [+10]farbetterthanexpected.Y:Taskautonomy
Employees intheprojectwerehandledin [-2]supervised– [+2]autonomous manner.
X:ExplorationTheproject is[-2]notnewatall– [+2]entirelynewtoyourfirm.
Jansen,J.,VandenBosch,F.,Volberda,H.,2006.Exploratoryinnovation,exploitativeinnovation,andperformance:Effectsoforganizationalantecedents and
environmentalmoderators.ManagementScience52,1661-1674.
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Forwhatenvironmentisexplorationorexploitationappropriate?[Researchsetting]Surveyof283organizationalunitmanagersofalargeEuropeanfinancialservicefirm(top30onFortuneGlobal500)
Financialperform
ance
Financialperform
ance
LowHighExploratory Innovation
LowHighExploitative Innovation
HighdynamismLowdynamism
Technologicalreuse• Benchmarking• Imitationofproduct
– Reverseengineering– Copyanddevelop– pirate
• Imitationofprocess(cases)– Southwestairlines:copyingpit-stoptechniquesofFormula1GrandPrix
– Karolinska Hospital:inventorymanagement inadvancedfactories
– Manymanufacturers:leanproductionmanagementofToyota
• Recombinantinnovation
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Exogenousshock• Regulation– Protectionofenvironment
• Cleantechnologies– Deregulation
• E.g.,Privatizationoftelecommunications– Counterinnovation
• E.g.,Highspeedcamerainhighways->detectionofHScamera
• Accident– serendipity– 3MPost-It– PfizerViagra
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Summary• TechnologyandMarket
– Technologyleaderscanpaytoomuchfocusontechnologicalopportunities,overlookingmarketdemands.
– Newtechnologyalonedoesnotproducevalue.Marketneedsmustbemet.– Indeed,identifyingnewmarketdemandsalonecanleadtoinnovation.
• User-led Innovation– Userscanbeasourceofinnovationandareincreasinglyusedasanimportantsourceof
innovationinvariousindustries.• DisruptiveInnovation
– DIisatypicalformofinnovationobservedwhentechnologydevelopstooquickly.– Establishedfirmslosecompetitivenessbyallowingnewentrants’intoemerging/fringemarkets.
• InnovationLifecycleandStrategy– Innovationprogresseswithafewstages,ateachofwhichdifferentstrategiesareneeded.
• ExplorationandExploitation– Exploitationandexplorationaretwoapproachestoinnovation,bothneededforsustainable
innovation.– Exploitationandexplorationareappropriateindifferentexternalenvironmentsandareeffective
underdifferentmanagerialconditions.
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• Burgelman,R.A.,Sayles,L.R.,2004.Transforminginventionintoinnovation:theconceptualizationstage.In:Christensen,C.M.,Wheelwright,S.C.(Eds.),StrategicManagementofTechnologyandInnovation.McGraw-Hill,Boston,pp.682–690.
• Callahan,J.,Lasry,E.,2004.Theimportanceofcustomerinputinthedevelopmentofverynewproducts.R&DManagement34,107-120.
• Chesbrough,H.,2003.OpenInnovation:TheNewImperativeforCreatingandProfitingfromTechnology.HarvardBusinessSchoolPress,Boston.
• Christensen,C.M.,1997.Theinnovator'sdilemma.HBSPublishing,Bostom,MA.• Cooper&Edgett (2008)Ideationforproductinnovation.PDMAVisionMagazine,March2008
• Flowers,S.,Hippel,E.v.,Jong,J.d.,Sinozic.,T.,2010.MeasuringuserinnovationintheUK:Theimportanceofproductcreationbyusers.NESTA,UK.
• He,Z.L.,Wong,P.K.,2004.Explorationvs.exploitation:Anempiricaltestoftheambidexterityhypothesis.OrganizationScience15,481-494.
• Jansen,J.,VandenBosch,F.,Volberda,H.,2006.Exploratoryinnovation,exploitativeinnovation,andperformance:Effectsoforganizationalantecedents andenvironmentalmoderators.ManagementScience52,1661-1674.
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• McGrath,R.G.,2001.Exploratorylearning,innovativecapacity,andmanagerialoversight.AcademyofManagementJournal44,118-131.
• Tidd,J.,Bessant,J.,2014.Strategicinnovationmanagement.Wiley,NJ.
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ReadInnovationStudiesLiterature1. Introduction
– Generalproblemabouttobediscussed– Whytheproblemisworthstudying
2. Theory&Hypothesis– Whatisknown&whatisunknown– Hypothesistobetested– Justificationforthehypothesis
3. Method&Data– Data&approachtotestthehypothesis
4. Result– Ifthehypothesisissupportedornot
5. Conclusion&Implication– Summaryofresults– Implication:whattheresultmeanstopolicymakers– Limitation– Futureresearchdirections
6010/17/16 Copyright(C)2015Sotaro Shibayama
Assignment
• Pickonepaperfromthelist• Findahypothesis• Explainrationalebehindthehypothesis• Explainwhythehypothesisisrelevant.• Expressthehypothesisinmathematicalterms• Identifykeycomponentsthatappearinthemath,andexplainmeasurementsusedinempiricalresearchforeachcomponent
• Identifythesampleandthejustification
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