André Nijhof and Victor Paashuis
Giving guidance to organisations by exploring the role of employees in innovating for new sustainable business.
Abstract
Purpose
Giving guidance to organisations by exploring the role of employees in innovating for new sustainable business.
Design/Methodology/Approach
This chapter builds upon two methods. Based on a literature study, with a focus on the work of Jan Kees Looise on social innovation, the main principles for the role of employees in next level innovation cycles are explored. Second, these principles are illustrated and refined in a case example.
Findings
New sustainable business can be stimulated by a combination of principles that strengthen the purpose, autonomy and mastery of employees.
Research Limitations/Implications
The case is stemming from a high-tech sector. Future research should explore whether the principles can be applied to other sectors.
Practical Implications
Managers have a big influence on the innovative potential of an organisation. This influence can obstruct or stimulate next practice innovation platforms. The principles that are highlighted in this chapter give guidance to managers how they can create an enabling environment for innovation.
Social Implications
A main point in the innovation approach described in this chapter is based on giving freedom to employees. This triggers an external focus to really understand the developments in society and how an organisation can improve their added value by acting upon this.
Originality/Value
The combination of innovation, customer value and sustainability is a rather new area in both literature and management practice.
Details
Keywords
Victor Paashuis and Harry Boer
Looks into the use of concurrent engineering (CE) in new product development (NPD) processes. To this end presents an NPD strategy framework, which is derived from an operations…
Abstract
Looks into the use of concurrent engineering (CE) in new product development (NPD) processes. To this end presents an NPD strategy framework, which is derived from an operations strategy framework filled out with integration mechanisms decision alternatives. The framework focuses on cross‐functional co‐operation, inter‐functional communication and process overlap, and identifies four types of mechanisms, i.e. integration by strategy, process, technology and organization. Gives examples of effective and less effective implementation of these mechanisms in four Dutch companies. Bases the examples on in‐depth case studies in these companies of, on average, one‐and‐a‐half years. Together, the integration mechanisms and the case study examples of their implementation form the basis of the ultimate objective of the research: to develop a CE design and implementation methodology.