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Article
Publication date: 1 December 2002

Martti Tapio Lindman

This case study reports the quality of industrial new product development in five small‐ to medium‐sized enterprises (SMEs) in the Finnish metal industry. The findings indicate…

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Abstract

This case study reports the quality of industrial new product development in five small‐ to medium‐sized enterprises (SMEs) in the Finnish metal industry. The findings indicate that SMEs tend to lack a long run perspective; that the role of new products in business strategy calls for clarity and that the whole goal setting as to future new product efforts is limited. The fit between market requirements and firms’ own resources is managed due to the flexibility SMEs have and by relying on an in‐house knowledge base generated through a close understanding of user conditions. In this respect SMEs are apt to rely on reactive and closed new product strategies only. Even if successful in the past, such strategies risk being unable to identify and take advantage of any business opportunities outside the present product scope. Also, the increasing need of networking may turn out a threat if SMEs cannot establish more open development strategies.

Details

European Journal of Innovation Management, vol. 5 no. 4
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 18 January 2008

Martti Lindman, Barbara Scozzi and Carmen Otero‐Neira

The purpose of this study is to examine the new product management practices adopted by low‐tech small and medium‐sized enterprises (SMEs) in the context of design‐intensive…

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Abstract

Purpose

The purpose of this study is to examine the new product management practices adopted by low‐tech small and medium‐sized enterprises (SMEs) in the context of design‐intensive products.

Design/methodology/approach

The results are based on a multi‐case comparative setting covering SMEs in furniture industry in three countries, Italy, Spain and Finland.

Findings

The study shows considerable differences in performance that occur in terms of the degree of design and innovation, goal orientation and the systematics by which a single furniture business is managed. Proactiveness and freedom in design and innovation together with systematic new product development (NPD) and goal orientation enhances NPD performance. As to the new product uniqueness, innovative design is applicable in furniture industry much as in a similar way as new technological knowledge is in technology industries. The management education and/or interests which are closely related to furniture design and decoration have a clear impact on the level up to which innovative designs are implemented.

Practical implications

The study has direct implications for furniture companies aiming at improving their competitiveness and NPD effectiveness. The study points out the importance of creating a proper innovative culture and being open to new ideas if export markets are targeted.

Originality/value

Technology intensive products in large‐ and medium‐sized companies have been the main focus of NPD performance research, also facing the risk of over‐generalization due to cross‐industry approaches. Low‐tech industries however play a major role as to national income and employment. In this respect the present study aims to highlight the prevailing NPD practices in small design‐intensive firms in the furniture industry by reporting any management gaps which may occur in terms of new product performance.

Details

European Business Review, vol. 20 no. 1
Type: Research Article
ISSN: 0955-534X

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Article
Publication date: 22 May 2007

Martti Tapio Lindman

The purpose of this paper is to develop a framework for the construction of business concepts.

1231

Abstract

Purpose

The purpose of this paper is to develop a framework for the construction of business concepts.

Design/methodology/approach

The proposed framework is developed through a discussion which is based on a review of existing literature and prevailing views as regards the concept of the business concept. The key premises of the study are tested through an explorative case research.

Findings

Customer value is the core of the proposed framework. Customer interface, product offering and differentiation form the key value creating platform in the management of business concepts. All three components of the platform are tightly linked and dependent of each others, implying that in order to find a good harmony firms must think holistically and be prepaid for adjustments. A new business configuration becomes necessary each time when the terms of the value creation are changed to deal with the competition. Configuration of existing business activities may offer a solution through differentiation but is subject to the building of new competences. As a whole innovation and competence building form the two most decisive critical factors behind the construction of successful new business concepts.

Practical implications

The suggested framework indicates upon which key issues business managers should focus when they aim to identify and develop new business concepts.

Originality/value

The concept of business concept is highly undeveloped as to its conceptual clarity and relation to strategic thinking. Also the existing literature of this topic is very scarce. The suggested framework improves this situation in attempting to develop a concrete tool for the understanding of what a business concept is.

Details

European Business Review, vol. 19 no. 3
Type: Research Article
ISSN: 0955-534X

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Article
Publication date: 4 July 2016

Martti Lindman, Kyösti Pennanen, Jens Rothenstein, Barbara Scozzi and Zsuzsanna Vincze

The purpose of this paper is to investigate the firm’s role in the value creation process. In particular, after categorizing the activities that firms carry out to facilitate the…

1846

Abstract

Purpose

The purpose of this paper is to investigate the firm’s role in the value creation process. In particular, after categorizing the activities that firms carry out to facilitate the creation of value, the “value space,” an actionable framework within which different dimensions of value creation are integrated, is developed and discussed.

Design/methodology/approach

The framework is built up on process theory, an in-depth review of the literature and a multiple case study carried out on 65 European firms in the furniture industry.

Findings

The value space is both a practical and theoretically based framework which contributes to the development of a more holistic and “actionable” view on the role of firm in the value creation process; also it provides managers with a tool to support the analysis, management and innovation of the value creation process.

Originality/value

The systematic categorization of firms’ activities and their subsequent integration into a value creation framework are a missing piece in terms of understanding the value creation process carried out by firms. Also, by facilitating the analysis and innovation of the value creation process, the framework can be used to support both exploitative and explorative business process management.

Details

Business Process Management Journal, vol. 22 no. 4
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 27 March 2009

Carmen Otero‐Neira, Martti Tapio Lindman and María J. Fernández

Innovation has been traditionally considered as a generator of competitiveness, which leads to superior performance. Considering that innovation is a complex phenomenon, it is…

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Abstract

Purpose

Innovation has been traditionally considered as a generator of competitiveness, which leads to superior performance. Considering that innovation is a complex phenomenon, it is interesting to understand how innovations are linked with organisations' performance. In this sense, the purpose of this paper is to understand the conditions that make innovation profitable.

Design/methodology/approach

The methodology used in the analysis is a multi‐case comparative research of low‐tech, small and medium‐sized furniture firms from Italy, Spain and Finland.

Findings

The study shows some evidence that innovation positively influences business performance. In particular, the results suggest that different performance levels are linked to the type of innovation developed.

Practical implications

The study presents direct implications for companies aiming at improving their innovation effectiveness. First, it is recommended that firms consider the environment in which they operate; second, they should coordinate future innovation plans by considering the synergistic process among the product, market and process innovations to arrive at a combination that will yield optimal levels of performance. Additionally, the study points out the crucial role that the management style plays in developing innovation capabilities.

Originality/value

The paper offers an insight to explain why some companies are more successful at starting and developing innovation than others. The finding that a successful innovation profile is related to the performance of the company represents an interesting contribution to the management of firms.

Details

Marketing Intelligence & Planning, vol. 27 no. 2
Type: Research Article
ISSN: 0263-4503

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