Open innovation : new product development essentials from the PDMA /

• Άλλοι συγγραφείς: Noble, Charles (Επιμελητής έκδοσης), Griffin, Abbie (Επιμελητής έκδοσης), Durmusoglu, Serdar (Επιμελητής έκδοσης)
• Μορφή: Ηλ. βιβλίο
• Γλώσσα: English
• Έκδοση: Hoboken, NJ : Wiley, 2014.
• Θέματα: New products > Management.; Product management.; BUSINESS & ECONOMICS > Management Science.; Electronic books.

"A clear, practical guide to implementing Open Innovation for new product developmentOpen Innovation: New Product Development Essentials from the PDMA is a comprehensive guide to the theory and practice of the Open Innovation method. Written by experts from the Product Development and Managemen...

Πίνακας περιεχομένων:

• Part 1. Open Innovation in the Fuzzy Front End
• Part 2. Open Innovationin the Development Stage
• Part 3. Open Innovation with Universities
• Part 4. Open Innovation for Really Big Initiatives
• Part 5. Best Practices and Advice for Open Innovation
• Introduction: The Journey into Open Innovation
• Why Open Innovation?
• Perspectives on Open Innovation
• Essential Tools for Open Innovation
• About the Editors
• Endnotes
• Part 1. Open Innovation in the Fuzzy Front End
• 1. De-bottlenecking Open Innovation: Turning Patent-Based Technology Network Analysis into Value
• 1.1. Methods of Patent Analysis and Data Mining
• Patents as a Lead Indicator of Innovation
• Network Analysis Tools and Relevant Features
• Applications of Patent Analysis
• 1.2. Patent Analytics for Identifying Open Innovation Partners
• Technological Competence Mapping and Gap Analysis
• Geographic Proximity Analysis
• Understanding Cooperation Networks through Co-Inventor Analysis
• 1.3. Nanotechnology Case Study
• 1.4. Conclusion
• References
• About the Contributors
• 2. Open Foresight Workshops for Opportunity Identification
• 2.1. Corporate Foresight Workshops and Processes
• 2.2. Opening Up the Foresight Process
• 2.3. Stages of Opening Up the Foresight Process
• Family: Integrating (Selected) Internal Experts (Stage I)
• Friends
• Strangers: Integrating Unknown External Sources (Stage IV)
• 2.4. Pitfalls to Avoid
• Assuming Participants Are Naturally Motivated to Contribute
• Emphasizing the First and Overlooking the Next Steps
• 2.5. Keys to Success
• Pre-foresight
• Recruitment
• Generation
• Integration
• 2.6. Conclusion
• References
• About the Contributors
• Part 2. Open Innovationin the Development Stage
• 3. Keeping Up with the Virtual Voice of the Customer-Social Media Applications in Product Innovation
• 3.1. Introduction
• 3.2. The Voice of the Virtual Customer
• 3.3. The Social Media Phenomenon
• Relevance and Definition of Social Media
• Forms of Social Media
• 3.4. Social Media in New Product Development
• General Overview
• Level 1: Listening to Customers
• Level 2: Dialogue with Customers
• Level 3: Integration of Customers
• Benefits and Risks
• 3.5. Success Factors
• Internal Success Factors
• External Success Factors
• 3.6. Conclusion
• References
• About the Contributors
• Acknowledgments
• 4. Prediction, Preference, and Idea Markets: How Corporations Can Use the Wisdom of Their Employees
• 4.1. Introduction
• 4.2. Virtual Stock Markets in Corporations: Prediction, Preference, and Idea Markets
• Conceptual Model of a Virtual Stock Market
• Accuracy
• Accessible Information
• Truth-Seeking Trading Behavior
• Domain Knowledge
• Trading Experience
• Number of Participants
• Participation Incentives
• Idea Entry Restriction
• Pricing Algorithm
• 4.3. How Well Do Prediction, Preference, and Idea Markets Work in Corporations?
• Prediction Markets
• Preference Markets
• Idea Markets
• 4.4. Implementing a Stock Market in Corporations
• Prediction Markets
• Preference Markets
• Idea Markets
• 4.5. Choosing a Virtual Stock Market Software Platform
• 4.6. Conclusions
• References
• About the Contributor
• 5. Catalyzing Tacit Knowledge Exchange with Visual Thinking Techniques to Achieve Productive Open Innovation Collaborations
• 5.1. Introduction
• 5.2. Visual Thinking Introduction
• Visual Thinking: An Overview
• Two Branches of Visual Thinking
• Visual Thinking: Background
• How Visual Thinking Is Different
• Benefits of Visual Thinking
• 5.3. Visual Thinking and Open Innovation Endeavors
• Open Innovation and NPD
• Joint Innovation Success and Tacit Knowledge Exchange
• How Visual Thinking Supports Productive Collaboration
• Advantageously Directing VT to Drive Innovation
• 5.4. Understanding the Tacit Knowledge Exchange Challenges
• Overview of TKE Challenges (Figure 5.4)
• Tacit Knowledge Exchange Challenges: Causes and Insights
• TKE Challenge 1: Transforming Individual Expertise to Collective Understanding
• TKE Challenge 2: Generating Trust
• 5.5. Using Visual Thinking in OI Teams
• Graphic Group Processes
• Graphic Group Processes in Practice
• Knowledge Modeling
• Knowledge Modeling: In Practice
• Graphic Group Processes versus Knowledge Modeling: A Comparison
• 5.6. Conclusions
• Resources
• References
• About the Contributors
• 6. User Collaboration Through Private Online Communities
• 6.1. Introduction
• 6.2. From Crowd-Everything to Co-Everything
• 6.3. Crowdsourcing, Co-creation, and Structural Collaboration
• 6.4. Private Online Communities
• Uncover New Insights
• Generate and Craft Ideas and Concepts
• Prototype and Prelaunch the Proposition
• Impact
• 6.5. How to Get Started with Private Online Communities
• Step 1: Define Your Objectives
• Step 2: Select the Right Technology
• Step 3: Recruit the Right Participants
• Step 4: Engage Your Participants
• Step 5: Set Up Your Interaction Guide
• Step 6: Manage the Interaction
• Step 7: Analyze the Results
• 6.6. Conclusion
• References
• About the Contributors
• Part 3. Open Innovation with Universities
• 7. Collaborative Innovation Across Industry-Academy and Functional Boundaries: How Companies Innovate with Interdisciplinary Faculty and Student Teams
• 7.1. Introduction
• What Is the Interdisciplinary Product Development Model? A Brief Overview
• 7.2. The IPD Model: Resolving Major Open Innovation Challenges
• Overcoming Challenge 1: How IPD Creates Functional Integration and Stability in Open Innovation Teams
• Overcoming Challenge 2: Ensuring Complete Problem Domain Definition and Exploration
• Overcoming Challenge 3: Integrating Actionable Outcomes into the Partnering Company
• 7.3. Concept Prototypes: Virtual and Physical
• Concept Prototype Example: Multigenerational Kitchen Space
• Concept Prototype Example: Portable Hydration Space
• 7.4. Conclusion
• References
• Appendix A
• Appendix B
• Appendix C
• Appendix D
• Appendix E
• About the Contributors
• 8. Open Innovation: A Framework for Collaborative Product Development between Industry and Universities
• 8.1. Introduction
• 8.2. Open Innovation Program
• Structure of the Collaborative Partnership
• 8.3. A Framework for Open Innovation between University and Industry
• Selecting the Project
• Initiating the Project with the University
• Working with the University
• 8.4. An Example of an Open Innovation Project
• Design of a Lighting System for Hi-Tech Underground Pipe Profilers
• 8.5. What Industry Partners Can Expect from Open Innovation Projects
• 8.6. Challenges in University-Industry Collaborations
• 8.7. Company Feedback from Industry Partners
• 8.8. Keys to Success
• 8.9. Pitfalls to Avoid
• 8.10. Benefits of the Open Innovation Program
• 8.11. Conclusions
• References
• About the Contributor
• Appendix A
• Appendix B
• Appendix C
• Appendix D
• Part 4. Open Innovation for Really Big Initiatives
• 9. Open Innovation as a Discovery Solution for Confronting the Extraordinary Challenge
• 9.1. Surfing on Innovation Impact Waves: The Source of the Really Big Problem
• 9.2. Process, Purpose, and Payoff
• Stage 1: Identifying the Need and a Motivated Champion in Medical Waste
• Stage 2: Diagnosis of the Problem and Design of a Process for an Orphaned Pharmaceutical-ReVia®
• Stage 3: Building a Collaboration to Help Understand the Kitchen of the Future
• Stage 4: Chartering a Bridge to "Coopertition" Between Finance Giants
• Stage 5: Shared Discovery as a Tool to Forecast and Encourage Technology Development-Moldless Forming
• Stage 6: Collaborative and Independent Action in Diabetes Care-Project IMPACT
• 9.3. Conclusion
• Considerations
• References
• About the Contributor
• Part 5. Best Practices and Advice for Open Innovation
• 10. How to Work With Small Companies to Expand Your Open Innovation Capabilities
• 10.1. Introduction
• 10.2. Definitions
• 10.3. Background of Open Innovation
• 10.4. Two Paths: The Intraprenurial Organization versus the Outsourced Organization
• Small Companies Are Agile in Adapting to Changes in the Environment
• Small Companies Are Quick at Decision Making
• Small Companies Have a "Do or Die" Mentality
• Small Companies Often Are More Able to Retain Their Human Capital
• What Can a Large Company Learn from a Small Company?
• 10.5. How to Build Entrepreneurship within a Large Corporation
• What to Look for in Your OI Partner
• 10.6. Why Working With Small Companies Is Important
• Best Practices When Working With a Small Company
• 10.7. Conclusion
• Takeaways
• References
• About the Contributors
• 11. Boosting Open Innovation by Leveraging Big Data
• 11.1. Open Innovation and Big Data
• 11.2. Big Data Applications in Today's World
• 11.3. Big Data Analytics in Action
• Big Data to Boost Open Innovation
• 11.4. Keys to Success and Pitfalls to Avoid
• 11.5. Conclusions
• References
• About the Contributors
• Acknowledgments
• 12. American Productivity and Quality Center Best Practices Study: Using Open Innovation to Generate Ideas
• 12.1. Open Innovation Best Practices Study
• 12.2. Open Innovation Best Practices
• 12.3. Eleven Best Open Innovation Practices
• Open Innovations Strategy
• Open Innovation Roles
• Open Innovation Processes
• Open Innovation Measurement and Improvement
• 12.4. Open Innovation Enablers
• 12.5. Conclusion.