Advertisement

Performance Management of the Innovation Process

Abstract

In the second chapter, the theoretical foundations for an integrative performance management system for the innovation process were presented. The third chapter is dedicated to motivating and discussing an integrative performance management framework that integrates a managerial perspective. Firstly, an overall framework will be presented and its basic functional and scorecard design defined. A selection process for performance perspectives, criteria and measures will also be described. Secondly, we will turn to the details of the overall framework and specify the various performance levels of the overall framework in more detail.

Keywords

Performance Criterion Innovation Process Performance Management Innovation Performance Managerial Perspective 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. 408.
    See e.g. Clark/ Fujimoto (1991), Kerssens-Van Drongelen/Cook (1997), Kerssens-Van Drongelen/De Weerd-Nederhof (1999), Hauber (2002) and Loch/Tapper (2002)Google Scholar
  2. 409.
    See e.g. Loch et al. (1996), Kerssens-Van Drongelen/Cook (1997), Kerssens-Van Drongelen/Bilderbeek (1999), Kerssens-Van Drongelen/de Weerd-Nederhof (1999), Kerssens-Van Drongelen et. al. (2000), Buchheim (2000) and Loch/Tapper (2002)Google Scholar
  3. 410.
    See Hauber (2002), p. 119Google Scholar
  4. 411.
    See Söderquist/ Godener (2004), p. 123Google Scholar
  5. 412.
    See Hauser/ Zettelmeyer (1997), pp. 32 ff., Kerssens-van Drongelen/Bilderbeek (1999), pp. 38 f. and Söderquist/Godener (2004), pp. 123 f.Google Scholar
  6. 414.
    See e.g. Kerssens-van Drongelen/ Bilderbeek (1999), p. 41 and Hauber (2002), p. 119Google Scholar
  7. 415.
    See Griffin/ Page (1993b), pp. 291 ff.Google Scholar
  8. 416.
    See Kerssens-van Drongelen/ Bilderbeek (1999), p. 41Google Scholar
  9. 417.
    See Hauber (2002), pp. 119 ff.Google Scholar
  10. 418.
    See Anthony/ Govindarajan (2001), p. 461Google Scholar
  11. 420.
    See e.g. Hauber (2002), p. 120Google Scholar
  12. 422.
    See Dankbaar (2003), p. xviiiGoogle Scholar
  13. 423.
    See Hauber (2002), p. 122Google Scholar
  14. 427.
    See e.g. McGrath/ Romeri (1994), Szakonyi (1994a), Szakonyi (1994b), Geisler (1995), Rummler/Brache (1995), Griffin/Page (1996), Loch et. al. (1996), Kerssens-van Drongelen/Cook (1997), Werner/souder (1997a), Werner/souder (1997b), Baglieri et al. (2001), Hauber (2002), Werner (2002), Loch/Tapper (2002), Bremser/Barsky (2004), Söderquist/Godener (2004) and Krause (2006), pp. 122 ff.Google Scholar
  15. 428.
    See Kerssens-van Drongelen/ Cook (1997), pp. 345 ff.Google Scholar
  16. 429.
    See Hauber (2002), pp. 124 ff.Google Scholar
  17. 430.
    See Ojanen/ Vuola (2003), p. 16 and Ojanen/Vuola (2006), p. 285Google Scholar
  18. 431.
    See Söderquist/ Godener (2004), pp. 112 ff.Google Scholar
  19. 432.
    see Van der Heyden/ Limberg (2007), pp. 101 f.Google Scholar
  20. 433.
    See Hauser/ Zettelmeyer (1997), pp. 34 f.Google Scholar
  21. 434.
    See McGrath/ Romeri (1994), p. 215, Werner/Souder (1997a), p. 35 and Germeraad (2003), pp. 47 ff.Google Scholar
  22. 435.
    See Griffin/ Page (1996), pp. 485 f., Hauser/Zettelmeyer (1997), pp. 33 f. and Hultink et al. (2000), pp. 7 ff.Google Scholar
  23. 436.
    See Griffin/ Page (1996), pp. 485 f. and Meyer et al. (1997), pp. 100 f.Google Scholar
  24. 437.
    See Griffin/ Page (1993b), pp. 112 ff.Google Scholar
  25. 438.
    See Godener/ Söderquist (2004), p. 194Google Scholar
  26. 439.
    Based on ideas of Ojanen/ Tuominen (2002), pp. 667 ff. and Ojanen/Vuola (2003), pp. 2 f.Google Scholar
  27. 440.
    See Kerssens-van Drongelen/ Bilderbeek (1999), pp. 42 f.Google Scholar
  28. 441.
    See Grüning (2002), p. 17Google Scholar
  29. 442.
    See Ojanen/ Tuominen (2002), pp. 667 ff. and Ojanen/Vuola (2003), p. 3Google Scholar
  30. 443.
    See Ojanen/ Vuola (2003), p. 18Google Scholar
  31. 444.
    See e.g. Griffin/ Page (1996), pp. 489 f., Hauser/Zettelmeyer (1997), pp. 33 f. and Kerssens-van Drongelen/Bilderbeek (1999), p. 42Google Scholar
  32. 445.
    Other authors do not apply a process & quality perspective even at the departmental R&D level, see e.g. Hauber (2002), p. 125Google Scholar
  33. 446.
    See Hauser/ Zettelmeyer (1997), p. 34Google Scholar
  34. 447.
    See e.g. Hauser/ Zettelmeyer (1997), pp. 33 f., Kerssens-van Drongelen/Bilderbeek (1999), p. 42, Hauber (2002), pp. 124 ff. and Ojanen/Vuola (2003), pp. 16 ff.Google Scholar
  35. 448.
    See e.g. Griffin/ Page (1996), pp. 485 ff., Kerssens-van Drongelen/Bilderbeek (1999), p. 42, Hauber (2002), pp. 158 ff. and Ojanen/Vuola (2003), pp. 16 ff.Google Scholar
  36. 449.
    See Kerssens-van Drongelen/ Bilderbeek (1999), p. 42 and Hauber (2002), pp. 192 ff.Google Scholar
  37. 450.
    See Griffin/ Page (1993a), Griffin/Page (1993b), Griffin/Page (1996), Hauser/Zettelmeyer (1997), Werner/Souder (1997a), Kerssens-van Drongelen/Bilderbeek (1999), Hauber (2002), Ojanen/Vuola (2003), Godener/Söderquist (2004) and Söderquist/Godener (2004)Google Scholar
  38. 451.
    See Griffin/ Page (1996), pp. 489 ff. and Hauser/Zettelmeyer (1997), pp. 32 ff.Google Scholar
  39. 452.
    See Kerssens-van Drongelen/ Bilderbeek (1999), pp. 42 f. and Hauber (2002), pp. 127 ff.Google Scholar
  40. 453.
    See Griffin/ Page (1996), pp. 486 f. and Kerssens-van Drongelen/Bilderbeek (1999), p. 42Google Scholar
  41. 454.
    See Griffin/ Page (1996), pp. 486 f. and Meyer et. al. (1997), pp. 93 ff.Google Scholar
  42. 455.
    See Griffin/ Page (1993a), pp. 300 ff. and Werner/Souder (1997a), pp. 35 ff.Google Scholar
  43. 456.
    See Kerssens-van Drongelen et al. (1996), pp. 213 ff.Google Scholar
  44. 458.
    See Godener/ Söderquist (2004), p. 193Google Scholar
  45. 459.
    See Griffin/ Page (1996), p. 489Google Scholar
  46. 460.
    See Söderquist/ Godener (2004), p. 116Google Scholar
  47. 462.
    See Hauser/ Katz (1998), p. 520. Ding et. al. proved that a significant fraction of R&D projects can be falsely reflected or selected if EI is the only applied metric, see Ding et. al. (1998), pp. 1670 ff.Google Scholar
  48. 463.
    See Griffin/ Page (1996), p. 487Google Scholar
  49. 464.
    See Hauser/ Zettelmeyer (1997), pp. 33 f.Google Scholar
  50. 465.
    See Griffin/ Page (1996), p. 486Google Scholar
  51. 466.
    See Bullinger et. al. (2004), pp. 3343 f. and Booz Allen Hamilton/INSEAD (2006)Google Scholar
  52. 467.
    See Kerssens-van Drongelen/Cook (1997), pp. 350 ff.Google Scholar
  53. 468.
    Kerssens-van Drongelen et al. described a process for sourcing information from the exterior in order to improve the internal knowledge base, see Kerssens-van Drongelen et. al. (1996), pp. 213 ff.Google Scholar
  54. 471.
    See Hauser/ Zettelmeyer (1997), p. 35Google Scholar
  55. 472.
    Risk balancing can easily lead to ‘risk aversion’ if the decision-maker tends to purely favour projects with predictable pay-backs, see Hauser/ Zettelmeyer (1997), p. 35 and Hauber (2002), p. 133Google Scholar
  56. 473.
    See Söderquist/ Godener (2004), p. 116Google Scholar
  57. 474.
    See Kerssens-van Drongelen/Bilderbeek (1999), p. 42Google Scholar
  58. 475.
    See Baldwin/ Clark (1997), p. 84Google Scholar
  59. 476.
    See Robertson/ Ulrich (1998), pp. 19 ff. and Gershenson et. al. (2003), pp. 295 ff.Google Scholar
  60. 477.
    See Söderquist/ Godener (2004), p. 117Google Scholar
  61. 478.
    See e.g. Clark/ Fujimoto (1991), pp. 375 f. and Section 3.2.4Google Scholar
  62. 479.
    See Kerssens-van Drongelen/Bilderbeek (1999), p. 42Google Scholar
  63. 481.
    See Clark/ Fujimoto (1991), Kerssens-van Drongelen et. al. (1996), pp. 213 ff. and Söderquist/Godener (2004), p. 120Google Scholar
  64. 483.
    See Söderquist/ Godener (2004), p. 114Google Scholar
  65. 484.
    Process measures have to reflect the overall characteristics of the corporate innovation process such as specific milestones (for the NPD process in this case), see Hauser/ Zettelmeyer (1997), pp. 32 ff.Google Scholar
  66. 486.
    See Werner/ Souder (1997a), pp. 32 ff.Google Scholar
  67. 488.
    See Hauser/ Zettelmeyer (1997), p. 36Google Scholar
  68. 489.
    See Werner/ Souder (1997a), pp. 35 ff. and Söderquist/Godener (2004), pp. 114 ff.Google Scholar
  69. 491.
    See Werner/ Souder (1997a), pp. 34 ff.Google Scholar
  70. 492.
    See Werner/ Souder (1997a), p. 37Google Scholar
  71. 493.
    See Werner/ Souder (1997a), pp. 37 ff.Google Scholar
  72. 494.
    See Söderquist/ Godener (2004), p. 114Google Scholar
  73. 495.
    See Kerssens-van Drongelen/Cook (1997), p. 347Google Scholar
  74. 496.
    See Hauber (2002), p. 198 and Söderquist/Godener (2004), p. 118Google Scholar

Copyright information

© Betriebswirtschaftlicher Verlag Dr. Th. Gabler | GWV Fachverlage GmbH, Wiesbaden 2008

Personalised recommendations