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Article
Publication date: 6 June 2023

Vanessa Nappi and Kevin Kelly

Performance framework (PF) is a well-established practice to measure innovation performance and identify improvement opportunities. However, whether PFs academic research are…

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Abstract

Purpose

Performance framework (PF) is a well-established practice to measure innovation performance and identify improvement opportunities. However, whether PFs academic research are applicable to companies remains unclear, as well as their support in the definition of improvement actions. This study aims to present the implementation and assessment of a new and updated PF proposed in previous research in a real industrial context.

Design/methodology/approach

The PF was implemented through an in-depth case study carried out in a European machinery manufacturer and further assessed by practitioners.

Findings

The results indicate that the PF enabled the creation of a multidimensional view of the innovation performance and the definition of improvement projects in the company. Additionally, the findings also reveal an overall positive assessment of the PF by senior managers who work with the innovation process.

Research limitations/implications

As a case study, this research is inherently limited in the extent to which results can be generalised. Thus, the analyses are reductive and rationalising. Future research is needed to assess the replicability of the PF.

Practical implications

The study's practical contribution is based on the combination of insights and steps that provide a straightforward and actionable approach for the company to improve performance.

Originality/value

This study aims to advance the importance of implementing the new and updated PF after its proposition, which is often overlooked in preceding research. Furthermore, the assessment of the PF also enables to infer its value to the company's employees.

Details

International Journal of Productivity and Performance Management, vol. 73 no. 11
Type: Research Article
ISSN: 1741-0401

Keywords

Available. Open Access. Open Access
Article
Publication date: 12 February 2021

Vanessa Nappi and Kevin Kelly

Measurement of the innovation process performance is critical for both managers and researchers. However, existing performance frameworks (PFs) neglect performance indicators…

2108

Abstract

Purpose

Measurement of the innovation process performance is critical for both managers and researchers. However, existing performance frameworks (PFs) neglect performance indicators (PIs) and dimensions relevant to the current innovation landscape in companies as well as lack support in the definition of action plans. Thus, this paper aims to introduce a new and updated PF for measuring innovation performance and defining improvement actions.

Design/methodology/approach

The proposed PF is developed from literature and action-oriented case studies in two European manufacturing companies. First, the literature review enabled the synthesis of framework elements into a “conceptual” PF capable of illustrating the current state of knowledge in the field. Then, this PF was applied in the case studies that enriched the conceptual form with empirical insights, resulting in a new and updated PF.

Findings

The review enabled the systematisation of nine dimensions and 259 PIs that were fragmented throughout the literature. In turn, empirical insights from the case studies gave rise to an actionable procedure for providing a comprehensive diagnosis of the company's situation considering the new trends as well as defining improvement actions. Although the results from the two cases cannot be generalised, the findings encourage broader applicability.

Originality/value

The novelty of this research resides on the fact that the PF consolidates elements from the literature but combined with empirical insights in a new actionable way that supports managers in performance measurement and provides researchers with an extensive systematisation of dimensions and PIs.

Details

International Journal of Productivity and Performance Management, vol. 71 no. 5
Type: Research Article
ISSN: 1741-0401

Keywords

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