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Purpose: This paper aims to analyse the impact of entrepreneurial orientation (EO) through the relationship of transformational leadership (TL) for the development of dynamic capabilities (DC) for organisational innovation. Methodology/Approach: Under a qualitative method, and a single case study strategy, data were obtained from interviews with 15 senior managers and leaders of innovation activities; the document review and data triangulation method was used to analyse causality relations proposed in the theoretical framework. Findings: The empirical results confirm that the EO and TL have a positive relationship with the development of innovation capabilities. Findings indicate that risk-taking, proactiveness, assimilation, and exploitation of internal and external knowledge remain the main difficulties in improving innovation capabilities and adaptability in the technological environment. Research Limitation/implication: The present paper gathered data from a specific organisation in the field of EO. The research allowed us to better understand the incidence of EO, TL, and DC regarding the relationship between variables, and it should be considered a potential source for enhancing innovation management capabilities. Originality/Value of paper: This work is the first that integrates the concepts of EO with other related disciplines into a single case strategy, within a specific entrepreneurship and innovation ecosystem context in a large automotive industry. Category: Research paper. [ABSTRACT FROM AUTHOR]

Absorption capacity (ACAP) is a fundamental factor for the firm to achieve dynamic capability and competitive advantage. Previous studies have identified two dimensions that make up this construct, called potential absorption capacity (PACAP) and realized absorption capacity (RACAP). This study investigates the influence of the two dimensions of ACAP in relation to project performance and innovation, and also analyzes the mediating role that RACAP plays in the relationship between PACAP and project performance and innovation. This study explores these relationships using the structural equation modeling (SEM) method, using the partial least squares (PLS) approach, applied to a sample of 128 companies in the automotive sector, specifically manufacturers of parts. The results show that project performance and innovation are impacted differently by PACAP and RACAP. In addition, the study shows that RACAP plays a mediating role in the relationship between PACAP and project performance and innovation. [ABSTRACT FROM AUTHOR]

What happens when firms in an oligopolistic industry find themselves lagging behind in a potentially dominant technology? If R&D costs are significant and catch-up is key, technology laggards must turn to each other and open up their innovation processes in order to survive. This article uses a real options framework to explain the motives of bitter rivals to engage in collaborative relationships in order to catch up with industry leaders in specific technologies. It shows that ex ante, their interests converge and this lays the foundation of “catch-up alliances”: competitors open up to catch up. However, they often bring vastly different resources to the alliance and, in the process of cooperation, what they learn may cause their interests to diverge. Furthermore, some participants may discount a technology trajectory on the basis of what they learn, and terminate efforts in that area. Therefore, the “road not taken” may be a valuable outcome of the open innovation alliance. This article uses the case of a global alliance in hybrid electric drivetrain automotive technology as the study context, and it analyzes the implications for managers facing similar decisions. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to investigate car manufacturers' constraints to innovate radically. Design/methodology/approach: Automotive case study. Findings: First, cultural constraints hold them back, for example, reflected in legacy power structures and failure aversion. Second, car manufacturers face cash constraints as they have to exploit their core business while exploring potential future profit pools. Third, talent gaps in digital and some non-digital areas are a challenge for incumbents while competing with digital-native firms such as Tesla. Originality/value: This paper elevates a fragmented literature strand on constraints to innovate. [ABSTRACT FROM AUTHOR]

Changes in the production system are always good information, because when there are changes, then there are production and processes. Errors or incorrect implementation of the change may occur with the implementation of these changes. Eliminating errors is one of the top priorities of any company that wants to achieve its quality goals. This paper describes the process by which a change request was implemented incorrectly and its consequences. the aim is to avoid the incorrect implementation of changes. The paper also presents how to suppress the implementation process and the steps followed to discover errors. Researching the methodology shows that there are frequent errors in the process of implementing changes to easily products or services, but there are also many ways to solve them. Advanced technology helps to discover them and remove them in the best possible way. In conclusion, the paper, decided that it is important that the changes brought in the process are carefully monitored and that there is a traceability of the information that is related to the change. [ABSTRACT FROM AUTHOR]

The automotive sector is undergoing radical changes. New trends such as electrification, autonomous driving, connectivity, and car-sharing—to name a few—are disturbing the carmakers, which must satisfy their clients while meeting the increasingly strict environmental regulations. This pressure also falls on automotive parts suppliers, which now are asked to manufacture high-added-value integral systems, while struggling to keep a very adjusted price. As traditional automotive components evolve into electronic systems, suppliers must gain digital mastery to remain competitive. This paper presents different ways of introducing e-skills in a company and illustrates this with some examples from the Basque automotive industry. The aim is to encourage corporations to take the step towards digitalization, providing different options for them to choose the one that best suits their current scenario. For this study we have analyzed the literature and the press releases of the component manufacturers and interviewed staff from some of them. This research seeks to provide solutions so that the automotive sector remains competitive, as it is a strategic sector for the economy and employment. [ABSTRACT FROM AUTHOR]

Changes and factors affecting the industry of 1,800 Thai auto parts manufacturers In the era of the transition to a new generation of automobiles Managing and preparing the ability to cope with multiple dimensions To reduce losses, reduce impacts for the organization to live sustainably Objectives: 1) to study the level of innovation management variables technology management High Performance Organization and Sustainable Organization of Thai Auto Parts Manufacturing Industry 2) Study the influence of innovation management variables technology management High Performance Organization and Sustainable Organization of Thai Auto Parts Manufacturing Industry 3) Build a sustainable organizational model of Thai auto parts manufacturing enterprises Expected benefits 1) Obtained guidelines based on international standards used to determine the influencing factors between variables. 2) A causal variable relationship model was obtained that could explain the empirical effect between the variables. 3) Get a set of tools and a variable evaluation system. 4) Obtain a knowledge-building model to study causal relationships that can explain and define innovative management processes. 5) It is an academic foundation that can be used to expand new knowledge in a wide area. Research is a combination of quantity and quality. From a sample of 340 people from related industries for the qualitative research, in-depth interviews were used with 20 times the criteria of the observed variables by stratified sampling, questionnaires, and structural equation analysis. The target group is executives. 20 experts and practitioners found that 1) innovation management technology management High performance and sustainable organizations 2) Innovation management technology management And high-performance organizations can predict the sustainability of the auto parts manufacturing industry by 60%. 3) The automotive parts manufacturing sustainability model developed by the researcher is named “ITHS” (I=Innovation management, T=Technology management, H=Highperformance organization, S=Sustainable organization). It is consistent with the sustainability model of the automotive parts manufacturing industry and it was found that in creating the sustainability of the organization of the Thai auto parts manufacturing industry, it can be applied as a guideline for enhancing the organization's potential to be effective. More potential and can create competitive advantages in the Thai automotive parts manufacturing market. [ABSTRACT FROM AUTHOR]

Companies developing complex products face a crucial dilemma: the benefits of research and development (R&D) outsourcing such as lower costs, access to specialist knowledge, or shorter development lead times often have negative consequences for competence development due to the loss of opportunities for learning by doing. Having experienced the problems of outsourcing R&D, Fiat developed a novel organizational solution that offers new insights as to how firms can organize R&D to protect against innovation competence loss in R&D outsourcing. [ABSTRACT FROM AUTHOR]

Introduction/background: The automotive sector is one of the most important industries for many industrialized countries. More than 20,000 parts per vehicle are sourced from suppliers from all over the world. Innovation projects in the automotive sector are the most complex and increasingly implemented in an open innovation model, i.e. with the participation of designers from multiple companies (R&D organizations, OEM, component suppliers, raw material suppliers). R&D projects driven by technology developments such as autonomous driving, electrification, in-car connectivity and multimodality are leading to a transformation of the industry (the largest since the invention of the car in 1885). The application of ITC (including the use of Industry 4.0 solutions like blockchain) means a new level of management of R&D projects carried out in an open model and control of the value creation chain throughout the product life cycle. Aim of the paper: The aim of the article was to introduce the concepts of inter-organizational innovation project management, project risk management, project management using ITC. Materials and methods: The research method used was: a systematic literature review. Results and conclusions: The article sought to confirm the thesis that automotive corporations are the forerunners of new solutions in the management of inter-organizational innovation projects. [ABSTRACT FROM AUTHOR]

Prototypes are important tools in the development and production of new products. In the engineering design literature, prototypes are mainly perceived as tools for validating and verifying aspects of a design in the late stages of the design process. However, several studies have found that prototypes are important in the earlier design stages as well, and it is currently unknown how prototypes contribute to add value within the overall value chains of a business system. Using a case-study approach, we investigate this topic seeking to answer the question of how prototypes and rapid prototyping add value in the various stages of the new product development process in the automotive industry. Based on our findings, we propose that the value of prototypes can be divided into the following three categories: the artefact, i.e. the prototype; the process, i.e. prototyping; or the experiment, i.e. the data generated from experimenting with the artefact. Finally, we argue that prototypes add value to both the production and knowledge value stream. [ABSTRACT FROM AUTHOR]

Open Innovation (OI) is a growing trend as a practice to improve the Product Development Process (PDP). It is changing the way companies create new products and technology. The automotive industry is not an exception to that trend. This industry began to implement this concept many years ago but not in a homogeneous way. Now, more than ever, innovation is playing a vital role in this industry due to the technological revolution it is facing, and new innovation tools are needed. This study aims to compare OI practices in the PDP of French companies at their headquarters and at their subsidiaries located in Brazil. It presents multiple case studies based on interviews with experienced professionals from four different companies. Public documents were also used in the analysis of the innovation process in these companies. A literature review of PDP and OI is presented to ground the questions that guided these interviews. This study reveals that, in addition to stronger technology development, headquarters in France have more structured OI practices than subsidiaries in Brazil. It was found that automakers in Brazil perform some OI practices while suppliers have few to no product development. Furthermore, in both countries and industries, outside-in OI practices are much more common than inside-out ones. [ABSTRACT FROM AUTHOR]

Lately, there has been a growing tendency of corporations to establish corporate incubators as a strategic tool of transformation. However, the managers of those incubators are often lacking the appropriate knowledge and experience when it comes to setting the right framework for implementing such novel innovation units. In this context, the role of middle managers needs to be re-evaluated in order to support them with the right toolset for such an endeavour to become successful. This article analyzes the role of middle managers in the implementation of a corporate incubator by conducting an in-depth single case study within a large German automotive company. In addition to insights from a comprehensive literature review, the study's interviews with 13 experts reveal challenges as well as key success factors from the perspective of middle managers on the stated research problem. In particular, the ability of middle managers to influence employees and top management has been considered with the aim of avoiding resistance and failure. The findings from this study contribute to the research streams of corporate incubation and middle management. In addition, the findings are particularly relevant for managers of large corporations who are facing the challenge of transforming their organization due to digitalization and unpredictable developments in the market. [ABSTRACT FROM AUTHOR]

Copyright of Revista de Economía (Universidad Autónoma de Yucatán) is the property of Universidad Autonoma de Yucatan, Facultad de Economia and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The main objective of this study was to examine the direct and indirect effects of organizational culture, knowledge management and organizational learning on innovation. The study combined knowledge-based view theory (KBV), competitive value framework to develop a new original theoretical framework for investigation of factors that affect innovation. Data was gathered from a survey of 279 companies supplying automobile parts to Iran Khodro Company, an Iranian leading automobile manufacturer. Study discovered that organizational culture and knowledge management influenced organizational innovation. Besides that, organizational learning played a significant role as a mediator in that relationship. However, knowledge management was not considered as a mediator in the relationship between organizational culture and organizational innovation. As a practical contribution, the findings of the study serve as a guideline for policy makers and managers in the formulation of policies and strategies for sustainable innovation. Knowing the effectiveness of the innovation can help the government to make decisions about the continuation of this policy. Moreover, study contributes to firm management in formulation of policies and strategies for sustainability in innovation context. Innovation assists organizations supplying the product or service in the automotive sector to operate innovatively, competitively and profitably. [ABSTRACT FROM AUTHOR]

This paper aims to present the results of comparative research on the culture of quality in the largest foreign and domestic organisations operating in the automotive industry in Slovakia. The empirical research examines quality strategy, quality vision, leadership, quality values, and customer involvement practices. The comparative research is based on in-depth personal interviews with professionals responsible for quality and innovation management in the organisations. The empirical research is combined with secondary resources (e.g. annual reports). The culture in Slovakia as described according to the Hofstede model has a ‘high power distance’ and is strongly ‘masculine’. Empirical research on the large foreign organisations operating in the automotive industry in Slovakia recognises that the culture of quality varies significantly according to the country of origin. Inherent differences exist within French, German, Korean, Mexican, Norwegian, and US companies. Proximity in culture can be found between France and the United States as well as Mexico and Germany. The main differences in the culture of quality are primarily in practices and less in vision, values and leadership approaches. Despite the variability within the group of foreign companies, as a group, the set shows a common culture that is fundamentally different from the culture of the sample of Slovak companies. The research focused only on the group of the largest organisations operating in the automotive industry in Slovakia, both foreign and domestic. The paper provides original findings on the culture of quality in foreign organisations operating in Slovakia. Previous studies have not examined what culture of quality arises when a foreign-owned company is faced with the culture of Slovak employees. [ABSTRACT FROM PUBLISHER]

The paper focuses on innovation in the automotive retail industry. Innovation in service has been acknowledged as a critical source of competitive advantage and retail firms are looking for innovations that can increase their competitiveness. This notwithstanding, there are no studies that focus on whether and how design-driven innovation (DDI) can be pursued by retail firms as an innovation strategy. In the attempt to close this gap in our understanding of innovation in retail firms, this paper discusses 104 examples of strategic innovation projects identified by automotive retail firms which operate in the UK, Germany, Italy, Serbia and Spain. The exploratory empirical analysis shows that a certain number of automotive retail firms (although not the majority) choose DDI as a strategy embodied in strategic innovation projects designed to achieve superior performance. Moreover, by following the typology proposed by Sawhney and colleagues, the analysis suggests that these projects are elicited by spatial reconfiguration and expansion, whereas temporal innovation does not seem to provide a fertile ground for DDI. [ABSTRACT FROM AUTHOR]

This paper portrays the current state of practice of a corporate foresight unit within a multinational automotive company, working with this task assignment for more than three decades. It describes how the early detection of medium- to long-term developments in the broader business environment, including social and market developments, is integrated into innovation and strategy processes. The purpose of this paper is to give an account of foresight practice in an automotive company that (1) covers the full range of roles and practices of a mature foresight group, (2) describes case examples how such roles and practices are played out in practice and (3) concludes with general recommendations for organizational design and processes. The paper highlights five major fields of foresight practice which encompass strategic issues in different working fields: early detection in new business environments, trend research for the generation of product innovations, prospective evaluation of innovation ideas, exploration and development of new business, and cross-functional dissemination of future-related issues. Practice examples in each field detail features of the integration of foresight in corporate processes. The paper finishes with characterizing the organizational architecture of a mature corporate foresight group, a discussion and overall conclusions. [ABSTRACT FROM AUTHOR]

The research of Sawhney, Wolcott and Arroniz (2006) shows that when a company wants to innovate its business, people should look at the organization in 12 dimensions called Innovation Radar. The research question used for this article was: Which dimensions of innovation capability are adopted by four companies in the auto parts industry located in Sorocaba? The aim was to identify the dimensions that comprise the construct of the capacity of innovation in this segment. The research was qualitative and exploratory. The method used was a multiple case study. The instrument for data collection was interview, secondary data and institutional data. The results obtained from this study allowed the understanding of innovation capacity and made it possible to build the conceptual theoretical structure and also to adapt the Innovation Radar to the companies' reality in the auto parts industry. In addition, the study also identified three new dimensions: people, organizational learning and quality of life at work. Finally, the study of the Innovation Radar in three companies of the auto parts industry, located in Sorocaba, permitted the identification of the sustainability axis permeating all the other radar dimensions. [ABSTRACT FROM AUTHOR]

Copyright of Revista de Administração e Inovação (RAI) is the property of Revista de Administracao e Inovacao- RAI and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Innovative features such as hands-free car entry and ignition systems, stop-start devices, telematics systems, and panoramic windshields are increasingly important to carmakers' innovation strategies. However, while product-centric innovation has been extensively studied, there is less insight into the way companies implement their feature-innovation strategies. The capability to explore, integrate, and deploy such attractive features is a critical dynamic capability; it allows carmakers to refresh their products, develop their competences, and maintain the efficiency of their traditional new product development. This research investigates the structures and processes of feature innovation in the automotive industry. It is based on a global investigation encompassing 9 generalist carmakers and 26 cases of feature innovation. The results show a clear trend, over the past decade, toward a structure of autonomous 'advanced engineering' units and processes that are responsible for exploring innovative features and transferring them to multiple products. This paper details the key attributes of these units, and the role they play along the multiproduct learning cycle. Supplementing this structural analysis, the paper also identifies the coordination patterns between exploration and new product development activities. These results provide industry-level insights into the way firms organize their feature-innovation capability, and bring empirical elements to the ambidexterity literature. [ABSTRACT FROM AUTHOR]

With globalisation, since the early 80's, the companies compete in open markets with articulated, widespread and highly interconnected organisations (business networks). The competitive upgrading imposed by global markets determines particular organisational and strategic priorities for corporations. In the automotive industry, characterized by an intense global competition, the economic instability and the stagnation in sales have stimulated all manufacturers to create competitive alliances and enable global innovation and imitation processes. To align with the growing attention towards pollution and, more generally, environmental issues, the big automotive corporations have invested substantial financial resources and capabilities in re-engineering power systems; on the one hand focusing R&D towards new power systems (i. e. Full Hybrid and Mild Hybrid), on the other one, developing imitation processes to obtain less emissions and better performance by traditional engines. [ABSTRACT FROM AUTHOR]

Named as industry of other industries, automotive industry is supporting improvement of other industries by its scope and presenting management innovations. It is having an important feature in the progress of the countries by its added-value, direct or indirect employment and pioneering of the technology: As presenting a great turnover by outputs for steel, tyre, plastics, weaving, glass, paint, electric/electronic sectors and inputs for marketing, repair, maintenance, space parts, finance, insurance sectors, it is a "locomotive" for the economies. The consequences of this general view in the world are also observed in Turkey. By departing from these features, the results of a survey of previous years for managers of the sub-suppliers in Turkey is shared, TOWS analysis of the sector is presented and finally the road-map for the future is discussed. [ABSTRACT FROM AUTHOR]

Innovative product development is highly dependent on new product ideas and information on the product during its complete life cycle. Especially in the automotive supplier industry, which obtains its competitive advantages by technological lead, innovation management has to analyse existing and new technologies and assess them with respect to their market success. To this aim, all the stakeholders involved throughout the complete product life cycle are valuable resources of knowledge, which are largely unexploited in current innovation management systems. A case study which links these theoretical principles with industry experiences shows that this approach can leverage company-wide sustainable innovation management. [ABSTRACT FROM AUTHOR]

The literature on the product life cycle and on high throughput systems has been preoccupied with studying an apparent lack of flexibility in capital-intensive production systems. Companies in capital-intensive industries need to maintain a high level of capacity utilization in order to stay economically viable, however, their efforts to uphold the throughput of their systems often have the unforeseen and unintended consequence of limiting their ability to introduce new products and services. Nevertheless, some companies have managed to resolve these tensions by introducing what we describe as 'second-order innovations', a type of innovation which acts on the innovation process itself and enables new products and services to be introduced without a steep decline in capacity utilization. By focusing on these cases and discussing their theoretical implications, we want to contribute to the existing literature on high throughput systems by identifying key mechanisms for introducing and maintaining such second-order innovations and describing the patterns of industrial evolution that they create. [ABSTRACT FROM AUTHOR]

Copyright of Revista de Administração e Inovação (RAI) is the property of Revista de Administracao e Inovacao- RAI and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Although vertical integration choices have been found to significantly affect firm performance, there has been little empirical study of how such choices are affected by the stage of industry evolution in which firms find themselves. We empirically investigate two possible impacts of increasing modularity on a firm's vertical integration choices. First, we hypothesize that increasing modularity is associated with vertical deintegration because of the high-level standardization of components that dominant designs tend to promote. Second, we posit that firms selling in higher market segments, because they are attempting to differentiate their products by incorporating unique components with less-modular interfaces with other components, will tend to be more vertically integrated than their lower-price rivals. We find evidence for both of these effects in data from the early U.S. auto industry. [ABSTRACT FROM AUTHOR]

OVERVIEW: Technology management tools, such as technology roadmapping, have received significant attention in Rolls-Royce and other manufacturing organizations. Yet, these tools have often been treated and used in isolation. Organizations that consider implementing such practices should employ an integrated framework to ensure timely technology investment decisions and capability development. To achieve integration, organizations need to consider the ownership, data and timing of each of the tools across the different framework stages and the technology life cycle. This will maximize the effectiveness of technology management practices so that they truly add value. [ABSTRACT FROM AUTHOR]

This paper presents an NPD managerial decision-making software system: innovationEnterprizer. Furthermore, the paper reports on the application of the system at a major European parts supplier to the German automotive industry which was carried out during September 2004. Ten facilitated sessions were conducted with managers. The main results indicated that the project team (human and integration factors) were extremely weak when compared with the formal side of innovation, for which the company had formal processes and scored very strongly. Furthermore, the consistency between units was very high, indicating that general innovation policy, which was formulated at corporate board level, was not adapted to the unit-specific level. This was despite the board's recognition that each unit has a need for its own uniquely combined set of success factors. [ABSTRACT FROM AUTHOR]

The article discusses various reports published within the issue, including one by Jaegul Lee and Francisco Veloso on innovations in the automobile industry, one by Roberto Verganti on the concept of design-driven innovation, and one by John Ettlie and Matthew Kubarek on design reuse.

This paper focuses on the practice of corporate foresight within a multinational automotive company. It portrays how the early detection of medium- to long-term developments in the broader business environment, including social and market developments, is integrated into innovation and strategy processes. The objective of the paper is to portray the genesis of corporate foresight, major working areas and benefits for the company. The initial section highlights the driving forces that promoted the establishment of corporate foresight, namely the convergence of strategic policy intelligence with strategic early recognition and futures research. The core section highlights five major fields of foresight practice which encompass strategic issues on different levels: long-term market developments, future customer needs, prospective evaluation of innovations, business processes and organisational change, and scanning and monitoring. The paper concludes with characterising the organisational architecture of a mature corporate foresight group. [ABSTRACT FROM AUTHOR]

The article profiles Eiji Toyoda. It states that this well-established industrialist helped develop his family's automobile company into a worldwide force and enhanced the way automobiles are made. His cousin, Kiichiro Toyoda, established Toyota Motor Corp. but resigned in 1948. Eiji became involved in the company and was sent to the United States in 1950 to study the automobile industry and American manufacturing methods and strategies.