The influence of Management Style on Networked Innovation in Consultancy & Engineering Firms
Master thesis Arjen van Bruchem Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Master thesis Arjen van Bruchem
Inhoud • • • • • • • • •
Wat verstaan we onder innovatie? Waarom dit onderzoek? Aanpak van het onderzoek en begrippen Onderzoeksontwerp Case selectie Resultaten Toolbox Vragen / discussie Vertaling naar MKB context
Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Master thesis Arjen van Bruchem
Wat is innovatie? Innovation is the successful development and commercialization of a new or improved service
Innovation patterns
Complexity
New delivery system technical
New delivery system organizational
New revenu model
New business partners
New customer interaction
Dimensions & Patterns of innovation (Hertog, 2010b)
New service concept
Innovation dimensions
Supplier dominated Client-led Within services Through services Paradigmatic
Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Master thesis Arjen van Bruchem
Waarom dit onderzoek Praktijk
Theorie
• Positionering • Expert management stijl • Invloed management Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Master thesis Arjen van Bruchem
Aanpak onderzoek Onderzoeksvoorstel
Literatuur
Voorlopig model
Onderzoeks ontwerp
Ontwikkelen Meetinstrumenten
Case selectie
Dataverzameling
Conclusies Discussie
Bijgesteld model
Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Analyse
Interviews
Surveys
Master thesis Arjen van Bruchem
Aanpak onderzoek
Literatuur
Conclusies Discussie
Voorlopig model
Onderzoeks ontwerp
Ontwikkelen Meetinstrumenten
Bijgesteld model
Analyse
Interviews
Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Case selectie
Surveys
Master thesis Arjen van Bruchem
Begrippen Passief
Innovatie klimaat Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Straffen / belonen
Lerend Vermogen
Inspirerend
Innovatief gedrag Master thesis Arjen van Bruchem
Onderzoeksontwerp Exploratie
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Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Case study
Noodzakelijke voorwaarde
Master thesis Arjen van Bruchem
Case selectie • Snowballing • Vragenlijst selectie • Selectie toppers Resulterend in: • 4 innovators in adviesgroepen • 3 business developers Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Master thesis Arjen van Bruchem
Resultaten Passief
Straffen / belonen
Inspirerend
Promotors
Innovatie klimaat Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Lerend Vermogen
Innovatief gedrag Master thesis Arjen van Bruchem
Aanvulling model (1) Lerend Vermogen
Innovatief gedrag
Succesvolle innovatie
Inspirerend Straffen belonen Innovatie trechter
Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Master thesis Arjen van Bruchem
Toolbox
Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Master thesis Arjen van Bruchem
Toolbox Strategic supportive influences
Supportive influences
Direct influences
Innovation strategy: mission, innovation themes, commitment, innovation supportive climate, make / buy innovation
The culture should be committed to maximize network internal and external relations (blurring organizational boundaries, bottom-up emergent strategies, flexible roles through the organization, decentralization of authority)
Accept and support that innovation projects are as relevant as business projects resource allocation
Short-term incentives and credible long-term organizational career commitments to key staff
Accept a more contingent planning for innovation projects (in relation to causal A – B project plannings)
Commercialization strategies: Do-it-yourself, Joint Venture, Licensing, Invest in start-ups
Investment in knowledge management systems and related procedures for codifying, combining, and distribution of project-based knowledge
Innovation funnel with stage gates and screening at the gates
Invest now in management training
Increase absorptive capacity by job rotation, crossfunctional structures, participation in decision making ,social connectedness of employees, pair junior with senior staff, active involvement seconded staff
Too much focus on water tight business cases in an early stage kills innovation initiatives
Valorize technical expertise (Arup fellow or DHV Leading Professional)
Be carefull to put employees in boxes. The nonconformists are the nodes in the networks and they should be fostered
Balanced support by senior management
Manage the knowledge domain in the same way as the market domain (network with suppliers, knowledge institutes)
Making mistakes is allowed. As management stand behind your people
Project evaluations (sharing), sharing client meeting reports, forum memberships, participation conferences, lunch meetings, innovation competition, etc….. Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Master thesis Arjen van Bruchem
Vragen / discussie
Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Master thesis Arjen van Bruchem
Vertaling naar MKB context Stellingen 1. MKB ingenieursbureau’s zijn van nature innovatiever dan de grote bureau’s 2. Hoe ouder het bureau hoe minder innovatief 3. In MKB ingenieursbureau’s is de relatie tussen leiderschap en innovatie veel zwakker 4. Voor MKB ingenieursbureau’s zijn externe netwerken nog belangrijker dan voor de grote bureau’s 5. Eigenlijk is een MKB ingenieursbureau hetzelfde als een BU in een groot bureau
Oktober 2012 – The Influence of Management Style on Networked Innovation in CEFs
Master thesis Arjen van Bruchem
