Browsing Articles by Author "Pluss, Adrian"
Core rigidities in the innovation process: a structured benchmark on knowledge management challengesHacklin, Fredrik; Inganäs, Martin; Marxt, Christian; Pluss, Adrian (International Journal of Technology Management, 2009)A changing industrial and technological environment implies a need for a diligent acquisition of dynamic capabilities. While tackling exogenous discontinuities is imperative for success, the problem often lies in the firms' internal processes, where existing core competences might deteriorate to core rigidities. The presented contribution is two-fold: first, a conceptual framework for assessing knowledge-related rigidities along the innovation process is introduced, which is derived from the stage-gate model for new product development. The innovation process is evaluated within cases of four industry firms, with emphasis on identifying problem areas, core rigidities and resulting challenges along the entire way from idea to market launch. Secondly, the challenges are clustered, providing a basis for deriving optimisation approaches, as well as summarised and compared across the cases. In all phases of the innovation process, the benchmark with other firms seems to ease the process of creating awareness on rigidities and to provide a basis for managerial improvement.
Knowledge management with focus on the innovation process in collaborative networking companiesInganäs, Martin; Hacklin, Fredrik; Pluss, Adrian; Marxt, Christian (International Journal of Networking and Virtual Organisations, 2006)Knowledge lies at the very heart of innovation. A company's ability to create, store and transfer knowledge about technologies, customer needs and the innovation process itself may well determine success in bringing new products or services to the market. Yet, little is known as to how companies treat these issues in practice. This paper presents the results of a research project assessing practices and challenges for innovation-oriented knowledge management within four global technology-based companies in Switzerland. Results are discussed from both company-internal and external network perspectives. For company-internal knowledge management, broad differences in terms of both practices and challenges were found between the companies mainly because of different ways of implementing the innovation process and very different company cultures. Common issues included poor implementation of post-project reviews as well as a need for better integrating market and customer knowledge into all stages of the innovation process. For the external perspective, a more homogenous picture emerged where companies network with different partners throughout the innovation process and where knowledge creation and transfer were substantially greater for long-term partnerships.