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While thinking in constraints is a key element of frugal innovation, it remains underexplored in the context of developing frugal innovations. Based on insights from the literature and two cases from the medical device industry, this article introduces the concept of constraint-based thinking to drive the frugal product development process based on constraints. This approach is operationalized through a systematic and iterative process to investigate the visible and underlying symptoms of different types of constraints, which are then mapped to specific product features and requirements. It consists of a problem space and a solution space, which are based on the idea that constraints are opportunities to develop innovative solutions. The main components of the constraint-based thinking approach are as follows: first, the identification of constraints or existing limitations, hindrances behind the current status quo that need to be changed; second, a root-cause analysis to understand the underlying causes for each of the identified constraints; third, a mapping of each of those causes to specific product characteristics or requirements; and, fourth, development of a minimal viable product or a prototype. This approach can be used both by companies to develop frugal innovations and by researchers to further develop the link between constraints and new products and services. [ABSTRACT FROM AUTHOR]

This study empirically analyses the effects of five critical success factors on the front end of innovation and new product development success. Data from a self-developed questionnaire on a cross-industry sample of 77 German-based small- and medium-sized firms were collected through an online survey. Accouting for factors not included in previous studies, the results indicate that strategic alignment, creative encouragement, and external collaboration are the key predictors of front-end success. Surprisingly, the impact of process formalisation and the importance of cross-functional collaboration for front-end success could not be supported. We conject that collaboration in the front end of innovation must exceed simple communication and information exchange to significantly effect front-end success. Managerial implications of this study include the need for an internal search for ideas by fostering employees' creative abilities while simultaneously remaining open to external input. Also, activities in the front end of innovation should be aligned with the organisation's overall business strategy to promote successful ideation. [ABSTRACT FROM AUTHOR]

The Lean Startup approach and its related Minimum Viable Product thinking is one of the key trends not only in entrepreneurship, but also in more and more established companies. Before this background, this paper experimentally investigates whether and how the Lean Startup approach improves innovation processes in established companies. For this, the overall experiment had 23 participants, the outcome was then matched against a control group and evaluated through a survey with 146 representatives of the target group of the product. The results show that the Lean Startup approach outperforms the traditional approach and that this method improves the success rate of innovation ideas and thus supports the learning philosophy within established companies. Moreover, the experiment revealed a superior performance, especially relating to financial output. Based on these results, implications for research and companies are discussed, as well as limitations and further research suggestions. [ABSTRACT FROM AUTHOR]

Research on R&D performance measures applied in firms is still scarce. Based on the established "R&D laboratory as a system" thinking, systematically derive and identify R&D department level key performance measures. Through a mixed‐method approach, grounded in (1) literature and (2) text analysis, 154 R&D performance measures were developed. Amongst those, an (3) online expert survey, as well as (4) three independent focus group workshops with >40 industry experts from more than ten industries identified and validated ten key R&D performance measures. All industry experts involved are members of an innovation network, additionally accounting for innovation network effects. In contrast to earlier research, some of the measures like degree of anticipation of internal customer needs were perceived both by the survey respondents and the focus groups as key measures, indicating that behavioral measures should not be excluded per se. However, the importance of external validity of R&D performance or indicators to measure performance in relation to activities outside the R&D department were not confirmed. Hence, we partly confirm the relevance of the original "R&D Lab" measures, contributing a more granular level, thereby drawing implications for future research and practice. [ABSTRACT FROM AUTHOR]

Research on the lead user method has been conducted for more than thirty years and has shown that the method is more likely to generate breakthrough innovation than traditional market research tools. Based on a systematic literature review, this paper shows a detailed view on the broad variety of research on lead user characteristics, lead user processes, lead user identification and application, and success factors. The main challenge of the lead user method as identified in literature is the resource issue regarding time, manpower, and costs. Also, internal acceptance and the processing of the method have been spotted in literature, as well as the intellectual property protection issue. From the starting point of the initial lead user method process introduced by Lüthje and Herstatt (2004), results are integrated into a revisited view on the lead user method process. In addition, concrete suggestions for corporate realization options are given. The article closes with limitations and future research suggestions. [ABSTRACT FROM AUTHOR]

Business model innovation (BMI) is the process of integrating a new logic of doing business into an established firm to improve profitability or to capitalise on new business opportunities. However, existing research offers only limited clarity on BMI compared to business model upgrades or a specific product innovation. From a body of extant literature, we develop a BMI identification tool which is then tested by senior managers from four large European corporations to assess whether innovation efforts represent BMI. The tool operationalises BMI and offers straightforward criteria and indicators to assist researchers but especially practitioners at accelerating BMI in established firms. This paper closes with recommendations for future research and limitations. [ABSTRACT FROM AUTHOR]

Literature on the champion theory proposes the informal character of the champion's role and also notes difficulties in institutionalizing it. Nevertheless, formally institutionalized roles that seem to fit the description of a champion can be recognized in organizations, especially as enablers of open innovation activities. However, research cannot answer how this institutionalization occurs and which factors influence it. To answer these questions, we investigate a unique single case in which a champion role was institutionalized in the purchasing department of a multinational company. The new role's task is to identify, select, and integrate supplier innovations. Our results indicate that the informal role of the champion can be successfully institutionalized when certain success factors are considered, which are management commitment, use of success stories, and matching of champions with research and development teams. We contribute to innovation management literature by using the well-established champion theory to explain how and why large multinational companies formally establish the role of the innovation champion. Our research offers pathways for further research about both, the antecedents and the consequences of role formalization. Practitioners can build on the success factors derived in this study when formally implementing innovation champions as enablers of open innovation activities. [ABSTRACT FROM AUTHOR]

This article introduces a new approach of learning where the innovation potential of an organization lies. "Backward Research" is a best practice approach from industry: it offers a tool for getting insights into corporate innovation processes. It leads to a new understanding of innovation procedures and developments, as many documented processes are different in daily practice. Organizations can use this approach to analyze their learning capabilities and to identify areas for improvement. [ABSTRACT FROM PUBLISHER]

Multi-cultural teams are seen as a wellspring of creativity and innovativeness. Yet, we still miss an in-depth study of their potential and challenges during the innovation process in firms. This is a serious omission as many international firms are in need of improving their global innovation position by the inclusion of insights from team members of different nationalities with knowledge about markets and culture. To derive first insights, we conducted a longitudinal qualitative study in a large global company with 70 personal interviews in five innovation teams over a period of two years. These data, based on semi-structured interviews, provide us with rich information about effects of cultural diversity in teams in the innovation process. Data were analysed through a thematic network analysis and two coders inductively forming categories. Results indicate that cross-cultural teams have a high potential of creativity, but are confronted with difficulties arising from different working- and communication styles which have to be proactively managed from the beginning. While progressing, teams learn to cope with this diversity related to some more surface-level cultural dimensions and members even align. Yet, diversity of power distance induces conflicts that deeply impact the innovation process. Based on these findings, we develop a set of propositions, which lead into a conceptual model on the effects of multi-cultural team work on creativity and innovation. Finally, we discuss further implications for research and practice. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to identify forthcoming fields of innovation management themes with an outline for the most important areas and directions of academic research and management practice. Design/methodology/approach – Key trends in innovation research are derived from an extensive literature review. In addition, major macroeconomic trends and new technologies were identified to finally develop a conceptual framework. Findings – The paper identifies seven major fields for future research in innovation management theory and practice. These areas are namely customer orientation, network organisation, sustainability, frugality, intellectual property, business model and global innovation. Based on the paper literature review, the paper develops a conceptual framework built on intra-firm and external openness as well as the short- and long-term strategic perspective. Future research areas are finally introduced. Originality/value – The paper shows a new conceptual framework and establishes a holistic view of innovation management themes in the next years. Based on the framework, future research areas may be identified and managers can identify important concepts. [ABSTRACT FROM AUTHOR]

Corporate innovation management geared to long-term success calls for a strategy to grow innovations into a substantial competitive advantage. This, however, coincides with an enormous failure-rate at the market, especially in the field of breakthrough innovations. Hence, in recent times, companies are trying to alleviate the risk of lacking user-acceptance through opening their innovation processes to external actors, particularly customers. The method of integrating lead users is determined by the effective and systematic identification of leading-edge customers, which is considered to be a critical phase within this approach. With the arrival of Web 2.0 applications, there is a huge potential to improve these selection processes. Our research into online communities and weblogs scrutinised the search criteria in an online environment and revealed the following characteristics as crucial factors for the online identification of lead users: being ahead of a market trend, high expected benefits, user expertise and motivation, extreme user needs as well as opinion leadership and an online commitment. [ABSTRACT FROM AUTHOR]

The article presents an introduction to a special issue on open innovation and the integration of suppliers in companies, with topics including the lead-user concept in innovation management, multilevel business-to-business relationships, and the relationship between suppliers and customers.

Technology push and market pull innovation strategies are playing an important role for the effective management of ideas, technologies, and trends. The coexistence of these two approaches led to many debates and the focus switched several times from putting more effort into technology push aspects to fostering market pull approaches in the last decades. Still, there is no in-depth exploration of the interface of technology push and market pull and only few conceptual models are dealing with the connection between technology push and market pull in particular. Therefore, this study puts an exploratory focus on the innovation management processes of a global outdoor manufacturer with a special emphasis on the interface between technology push and market pull. From the case findings and our literature we conceptualise a non-linear innovation model that systematically integrates market pull and technology push activities. The model was tested for its practical applicability by reflecting it against the case company's organisational capabilities. Further research implications are discussed as well as implications for the management of the innovation process in practice, which highlights especially the importance of an innovation competence team. [ABSTRACT FROM AUTHOR]