Open innovation : new product development essentials from the PDMA /

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"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...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Otros Autores: Noble, Charles (Editor ), Griffin, Abbie (Editor ), Durmusoglu, Serdar (Editor )
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Hoboken, NJ : Wiley, 2014.
Temas:
New products > Management.
Product management.
Produits commerciaux > Gestion.
BUSINESS & ECONOMICS > Management Science.
New products > Management
Product management
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • 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.

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