International Journal of Innovation Management

We note the emergence of a new type of intermediary organization, which functions at system or network level, in contrast to traditional intermediary organizations that operate mainly bilaterally. These "systemic intermediaries" are important in long-term and complex changes, such as "transitions" to sustainable development, which require the coordinated effort of industry, policy makers, research institutes and others. We use the Systems of Innovation approach to characterize the roles of traditional and systemic intermediary organizations. A review of recent changes in innovation systems points to the need of more systemic efforts, such as the articulation of needs and options, the alignment of relevant actors and the support of learning processes. In a phase model of transitions additional roles of systemic intermediaries are identified. A case study of the Californian Fuel Cell Partnership shows how the efforts of systemic intermediaries in encompassing systemic innovations are useful and necessary, but not sufficient.

In many hi-tech sectors one of the most important competitive weapons is standardisation. It is particularly true in network markets where users would like to buy products compatible with those bought by others. Different processes may lead to standard setting. Sometimes there are fierce standardisation wars, whereas in other cases competitors are able to agree on a common standard before the introduction of a new technology on the market. Quite often a single firm is not able to adequately sponsor the adoption of its technology as a standard. Therefore, partners supporting the standard-setting process have to be found and collaborations have to be formed. In this paper, the reasons that may lead firms to co-operate or not co-operate are first analysed and then the different typologies of collaborations are described together with their motivations and critical success factors. Finally, the dynamic of the standard-setting process will be investigated and discussed. The paper is based on the study of ten cases in the multimedia sector.

This review examines 43 recent papers about factors behind success and failure of innovative projects. Nine out of the 43 papers report a larger number of possible causes for success or failure and provide some rank ordering. Analyzing these rankings we find that the nine studies have a significant degree of similarity among the ten highest-ranking success factors; however, there is little similarity among lower ranking factors. The various studies remain either inconsistent or inconclusive with respect to factors such as strength of competition, R&D intensity, the degree to which a project is "innovative" or "technologically advanced" and top management support. Agreement exists, however, about the positive impact on innovative success of factors such as firm culture, experience with innovation, the multidisciplinary character of the R&D team and explicit recognition of the collective character of the innovation process or the advantages of the matrix organization.

This paper analyzes how simultaneous involvement by multiple functions in the development of service products affects performance. Early simultaneous involvement entails input from the outset by all relevant functions, especially those representing downstream competencies. Given that cross-functional involvement is time consuming and costly, one may hypothesize that its best for high performance only to the extent needed, such as at early stages of development or under the condition of novelty.

The impact of simultaneous involvement on performance is measured as time compression and cost reduction. The contributions of ten functions are examined at three stages of a development cycle: (1) product concept; (2) product release; and (3) after sale. How product innovation strategy moderates the impact of simultaneous influence on performance, measured as time compression and cost reduction, is examined for three product innovation strategies: new, major modifications, and minor modifications.

Results from analyzing 62 service enterprises in New York show that simultaneous involvement by multiple functions has the strongest main effects on performance at the earliest stage of the product concept. But, it also has weaker effects after initial sale. If the product innovation strategy is one of novelty, simultaneous involvement by multiple functions has interactions with performance throughout the development cycle. Some functions appear to be a kind of core team that is involved throughout. Others play more stage specific roles.

If the product innovation strategy involves a lesser magnitude of innovation, levels of simultaneous involvement are either lower and/or do not have positive interactions with performance. These results are generally consistent with contingency theory that suggests the level of coordination and integration is affected by the novelty and uncertainty of the task environment.

These results parallel those observed studies of goods industries. However, the level of augmentation of service products after initial sale, especially those involving interpersonal exchanges and transactions, appears higher than for more tangible goods.

The industries that arose in the 20th century characteristically involve complex systems. We try to build a concept of "Learning by Decomposing". A product as a system can be designed through the integration and combination of several subsystems, based on the interaction between subsystems. Important in designing a system is how it should be decomposed into subsystems, and how the interface between subsystems should be designed. To find the best way of decomposing the whole product as a system, abundant knowledge, experience, and know-how is indispensable. Thus, there must be some process of learning through decomposition.