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Creative Imitation and Retranslation through Cross-Industry Innovation
Type
conference paper
Date Issued
2007-07-04
Author(s)
Enkel, Ellen
Abstract
In cross-industry innovation, already existing technologies, systems, concepts and general principles developed in other industries are creatively imitated and retranslated to meet the needs of the company's current market or products. Such solutions can be technologies, patents, specific knowledge, capabilities, business process, or whole business models. Mostly, a company's newly created products or services are disruptive and therefore have a strong potential to be differentiated from those of competitors.
By analyzing 25 cases, we are able to identify the process patterns of and tools used in, as well as the principle behind successful cross-industry innovation. Our study enables us to identify common process patterns of and the tools used for cross-industry innovation. We illustrate these with examples from practice, and describe the associated risks and challenges. More specifically, we try to clarify how to systematize the entire process to reliably create disruptive innovation. Two actions can be undertaken to systematize the process: overcoming the barriers inside the process steps and creating a supporting environment (principles). We then describe four challenges and the principles that companies use to overcome them. These principles are: hiring of employees outside the own industry, usage of listening posts, limiting the solution space, and integrating external knowledge brokers. In case studies from Nestle, BMW, Alcan and Zühlke, we present possible ways of creating a supporting environment for cross-industry innovation.
By analyzing 25 cases, we are able to identify the process patterns of and tools used in, as well as the principle behind successful cross-industry innovation. Our study enables us to identify common process patterns of and the tools used for cross-industry innovation. We illustrate these with examples from practice, and describe the associated risks and challenges. More specifically, we try to clarify how to systematize the entire process to reliably create disruptive innovation. Two actions can be undertaken to systematize the process: overcoming the barriers inside the process steps and creating a supporting environment (principles). We then describe four challenges and the principles that companies use to overcome them. These principles are: hiring of employees outside the own industry, usage of listening posts, limiting the solution space, and integrating external knowledge brokers. In case studies from Nestle, BMW, Alcan and Zühlke, we present possible ways of creating a supporting environment for cross-industry innovation.
Language
English
HSG Classification
contribution to scientific community
Refereed
Yes
Start page
10
Event Title
R&D Management Conference (RADMA) 2007
Event Location
Bremen
Event Date
04-06.07.2007
Subject(s)
Division(s)
Eprints ID
37583