June 14, 2015
June 14, 2015
June 17, 2015
26.1211.1 - 26.1211.41
Organized Innovation 1 Organized Innovation: A Framework for Effectively Managing InnovationThe future of American innovation leadership is not as certain as in the past. Notably, China hasdominated in recent years (e.g., increased patent filings by 24 percent in 2012, compared to only7.8 percent in the US; World Intellectual Property Organization, 2013). One solution is toincrease understanding about the best way to manage innovation efforts. To that end, we offer atheoretical framework, Organized Innovation, which is based on our decade-long qualitative andquantitative research on National Science Foundation (NSF) Engineering Research Centers(ERCs). The framework is focused on what research leaders can do to create organizationalconditions ripe for innovation success. We organize our prescriptions into three pillars:Channeled Curiosity, Boundary-Breaking Collaboration, and Orchestrated Commercialization.We highlight five principles for achieving Channeled Curiosity: lead with vision, planstrategically, pursue technology platforms, synthesize solutions, and persist. Six principles mayhelp leaders implement Boundary-Breaking Collaboration: lead through persuasion and trust,create interdependence, promote collaboration across disciplines, connect with industry, linkuniversities, and seek active dialogue with government representatives. Finally, just as strategyimplementation is notoriously difficult and often poorly executed, commercialization can be adifficult process (Ramanujam et al., 1986). We propose six principles to help leaders betterOrchestrate Commercialization: coordinate the network, elevate role models, revisit incentives,appoint an industrial liaison officer, improve technology transfer execution, and bring inentrepreneurial and business expertise. By implementing these evidence-based managementpractices, we suggest that leaders can orient basic research toward developing ambitioustechnology platforms that can have practical application, foster collaboration spanning traditionalsilos, and facilitate a smooth commercialization process that includes all relevant players. Our Organized Innovation 2 results show building an organizational culture around these principles can have a dramaticimpact on technology transfer outputs. We also propose seven questions for future research toencourage further work in this important area.
Perry, S. J., & Hunter, E. M., & Currall, S. C., & Frauenheim, E. (2015, June), Organized Innovation: A Framework for Effectively Managing Innovation Paper presented at 2015 ASEE Annual Conference & Exposition, Seattle, Washington. 10.18260/p.24548
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