Académique Documents
Professionnel Documents
Culture Documents
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Introduction
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Number 1
2007
doi:10.1111/j.1467-8691.2007.00417.x
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organization is the rst step to create attitudes amenable to creativity and to continuous development of new products.
Martins and Terblanche (2003) state that
creativity and innovation result from
shared visions and missions, centred on
future scenarios. Innovation-oriented organizational strategies inuence the occurrence of long-term innovation perspectives
(encouraging risk-taking and new idea
generation) and of short-term project plans
devoted to innovation initiatives and creative problem solving. The availability of
resources like time, money and people
allocated to new ideas and innovative
projects contribute to the effective application of the strategy (Martins & Terblanche,
2003; Rodriguez, 2002).
2. New technologies. Firms able to develop
new technologies can gain competitive
advantages through innovative product
developments. This requires research and
development (R&D) capacity and willingness to invest in high-risk ventures, two
attributes in short supply amongst rms
(Alves, 1998). Alternatively, rms can integrate joint projects with other rms and
science and technology institutions. The
appropriation of the technology is proportional to the involvement of the rm in the
development process. Through cooperation rms can access otherwise unavailable
resources and competences, gain long-term
innovation perspectives, get support in creative problem solving and idea generation
activities and share costs and risks inherent to innovation (OECD, 2001; Alves, 1998;
Nieminen & Kaukonen, 2001). This is one
of the reasons why multidisciplinary and
multisectoral cooperation environments
are important, as explained later in this
paper.
3. R&D intensity. Research intensity follows
the determination of an organization to
spend resources on idea generation and
product development and increases with its
propensity to cooperate with universities
and other organizations. It requires wellfunctioning communication channels (as
access to knowledge is crucial for these processes) and active stimulation of innovative
organizational cultures (Galanakis et al.,
2000). However, as previously implied,
rms rarely benet from organizational
structures agile enough to face these challenges.
4. Organization culture and communication.
Organizations cultural elements like
routine behaviours, shared values and
beliefs, inuence the level and frequency of
creative occurrences and impact on the free
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Journal compilation 2007 Blackwell Publishing
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Idea Classication/Selection
After the idea generation exercise, the objective was to exploit the 1000-plus ideas portfolio. Ideas were arranged according to criteria
like function performed, organization that
could use them, innovativeness, feasibility,
thus creating thematic sub-portfolios and
ensuring
multidisciplinary/multisectoral
cross-fertilization. They were then selected
and incorporated into lists tailored to each
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They were organized by the new product development team, which develops new products with
multisectoral characteristics, surpassing individual
interests and skills of network members (Saur et al.,
2005).
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Conclusions
This paper has looked at the path leading from
idea generation to product development. It
reports on work in progress, and so some conclusions are still preliminary.
Our empirical research shows that multidisciplinary and multisectoral networks can play
important roles in members competitiveness,
provided they exhibit diversity, coherence and
complementarity. We have noticed excellent
results in terms of quantity, quality and diversity of ideas in the early idea generation phase.
In the ideas selection phase, we perceived the
need to let rational methods coexist with intuitive decision processes. And in the product
development phase, we noticed that the
diverse mindsets, attitudes and skills in the
network contribute greatly to its exible
problem solving capacities.
In general, we have realized that the multidisciplinary and multisectoral network is
helping rms overcome managerial shortcomings that inhibit the control over endogenous
factors that inuence creativity, innovation and
new product development. We thus contend
that multidisciplinary and multisectoral cooperation networks provide a good framework
for creativity and innovation. They are particularly relevant when rms decide to build
competitiveness upon products that cross
2007 The Authors
Journal compilation 2007 Blackwell Publishing
References
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Firms in the R&D Effort], Jornadas A.I. Portuense,
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Alves, J., Marques, M.J., Saur, I. (2004a) Role of
Networking in Innovation Promotion and Cluster
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Journal compilation 2007 Blackwell Publishing
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Vicenzi, R. (2000) Creating Conditions for Creativity and Innovation in Organizations, IEEE, 276
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Jorge C. Alves (jalves@egi.ua.pt) is Full Professor of Innovation Studies at the Department of Economics, Management and
Industrial Engineering of the University of
Aveiro, Portugal. His present academic and
scientic interests lie at the intersection of
organizational innovation, creativity, technology, competitivity, product development and information and communication
technologies.
Maria
Jos
Marques
(haneman@
dao.ua.pt) is a PhD candidate in Industrial
Management at the University of Aveiro,
Portugal. Her research is focused on innovative and competitive performance of
rms and regions. She is MSc in Innovation
and Policy Development and BSc in Urban
and Regional Planning. Since 1997, she has
been working as a research assistant at the
University of Aveiro. She has been involved
in several European and national projects in
the elds of regional development policies,
industrial clusters, information society,
innovation networks, innovation management and new product development.
Irina Saur-Amaral (isaur@egi.ua.pt) is a
Doctoral Researcher in Industrial Management at the University of Aveiro, Portugal,
working on internationalization of industrial R&D in the pharmaceutical industry.
She teaches Knowledge Management at the
University of Aveiro. Her current research
interests are management of R&D/
innovation in pharmaceuticals, knowledge
management in global settings, rm internationalization, and Chinese socio-political
affairs. She has various scientic publications in proceedings, scientic journals and
book chapters on innovation/R&D, diversity management, innovation networks and
knowledge management.
Pedro Terras Marques (ptmarques@
netcabo.pt) recently nished his MSc in
Innovation and Knowledge at the University of Aveiro, Portugal. He has a BSc
degree in Electrical and Computer Engineering. His interests are focused on creativity, especially on the effectiveness of
creative methodologies to stimulate organizational creativity. He has worked in EDP
(Electricidade de Portugal) since 1995.