The Experts below are selected from a list of 301107 Experts worldwide ranked by ideXlab platform
Jorma Papinniemi - One of the best experts on this subject based on the ideXlab platform.
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Creating a model of Process Innovation for reengineering of business and manufacturing
International Journal of Production Economics, 1999Co-Authors: Jorma PapinniemiAbstract:The purpose of this paper is to develop a basic model of Process Innovation to support reengineering of business and manufacturing. The proposed model introduces basic relations between source, object and performance characteristics of Process Innovation at conceptual level. The model aims at improving 'assessment of Process Innovation initiatives'. It points out the effectiveness chain from an original initiative through Process changes to potential increase in 'performance of Processes' and 'competitiveness of the whole enterprise'. Discussion of the proposed model suggests the basic relations of effectiveness to be operationalised as assessment tools for a decision support system of Process Innovation.
Yu Zhou - One of the best experts on this subject based on the ideXlab platform.
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Managing a closed-loop supply chain with Process Innovation for remanufacturing
European Journal of Operational Research, 2019Co-Authors: Marc Reimann, Yu Xiong, Yu ZhouAbstract:Abstract Remanufacturing is an opportunity to deliver all-round sustainability benefits when products are designed accordingly. In this paper, we focus on the link between remanufacturing and the opportunity to lower the variable remanufacturing cost via Process Innovation. Specifically, we analyse how the opportunity is utilized in a supply chain consisting of a manufacturer and a retailer. Only the manufacturer may undertake Process Innovation, while remanufacturing as such could be done by either the manufacturer or the retailer. We find that although the traditional manufacturing Process accepts incremental improvement, remanufacturing in general requires stepwise Innovation; thus, the optimal strategy of managing Process Innovation in a forward supply chain does not directly apply to manage Process Innovation for remanufacturing in a closed-loop supply chain. Our analytical results also show that a decentralised supply chain could be more likely to take up remanufacturing than an integrated supply chain, especially when the Process Innovation cost is sufficiently high. Consequently, inefficiency resulting from decentralisation of decision-making in the closed-loop supply chain may cause not only underinvestment but also overinvestment in Process Innovation for remanufacturing. Finally, through an extensive numerical analysis, we find that this overinvestment always reduces the environmental impact in terms of the overall production quantity, even if the decision-making Process does not explicitly consider any environmental aspect.
Maria J. Bustamante - One of the best experts on this subject based on the ideXlab platform.
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USING SUSTAINABILITY-ORIENTED Process Innovation TO SHAPE PRODUCT MARKETS
International Journal of Innovation Management, 2020Co-Authors: Maria J. BustamanteAbstract:Traditionally, the Innovation literature has viewed product Innovation as the key competitive driver for firms in the market. But as demands for sustainability increase and technology is advancing sustainability-oriented Innovation across industries, there is an opportunity to reconsider the role of Process Innovations. This study follows the market development Process of a start-up founded on the principle of sustainability-oriented Innovation and explores how the Process Innovation itself is used to shape the external market. This paper considers the relationship between Process Innovations and external market development through a longitudinal case study of a vertical farm start-up in Stockholm, Sweden. Findings show that through a number of representational practices, Process Innovation can also serve external objectives and play a role in external market development for firms incorporating the principles of sustainability-oriented Innovation.
Marc Reimann - One of the best experts on this subject based on the ideXlab platform.
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Managing a closed-loop supply chain with Process Innovation for remanufacturing
European Journal of Operational Research, 2019Co-Authors: Marc Reimann, Yu Xiong, Yu ZhouAbstract:Abstract Remanufacturing is an opportunity to deliver all-round sustainability benefits when products are designed accordingly. In this paper, we focus on the link between remanufacturing and the opportunity to lower the variable remanufacturing cost via Process Innovation. Specifically, we analyse how the opportunity is utilized in a supply chain consisting of a manufacturer and a retailer. Only the manufacturer may undertake Process Innovation, while remanufacturing as such could be done by either the manufacturer or the retailer. We find that although the traditional manufacturing Process accepts incremental improvement, remanufacturing in general requires stepwise Innovation; thus, the optimal strategy of managing Process Innovation in a forward supply chain does not directly apply to manage Process Innovation for remanufacturing in a closed-loop supply chain. Our analytical results also show that a decentralised supply chain could be more likely to take up remanufacturing than an integrated supply chain, especially when the Process Innovation cost is sufficiently high. Consequently, inefficiency resulting from decentralisation of decision-making in the closed-loop supply chain may cause not only underinvestment but also overinvestment in Process Innovation for remanufacturing. Finally, through an extensive numerical analysis, we find that this overinvestment always reduces the environmental impact in terms of the overall production quantity, even if the decision-making Process does not explicitly consider any environmental aspect.
Brian P. Cozzarin - One of the best experts on this subject based on the ideXlab platform.
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Impact of organizational Innovation on product and Process Innovation
Economics of Innovation and New Technology, 2016Co-Authors: Brian P. CozzarinAbstract:ABSTRACTThe purpose of this paper was to test the effect of organizational Innovation on product and Process Innovation (while controlling for endogeneity). Our hypothesis was that organizational Innovation should have a significant and positive impact on technical (product or Process) Innovation. We control for endogeneity by using a Poisson estimator that accommodates a binary endogenous regressor. We test 10 potential instruments using a battery of test criteria and settle on five. All results are presented using the five instruments to avoid expectation bias. In general we find that organizational Innovation does impact technical Innovation positively. With the 2009 data we find that the mean of the average treatment effect for product Innovation is roughly 1.7 times that of Process Innovation. For the 2009–2012 data we find that the impact on product Innovation is roughly 1.5 times that of Process Innovation. For the 2012 data, we had anomalous results for Process Innovation, such that organizational...
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Impact of Organizational Innovation on Product & Process Innovation
SSRN Electronic Journal, 2015Co-Authors: Brian P. CozzarinAbstract:The purpose of this paper was to test the effect of organizational Innovation on product and Process Innovation (while controlling for endogeneity). Our hypothesis was that organizational Innovation should have a significant and positive impact on technical (product or Process) Innovation. We control for endogeneity by using a Poisson estimator that accommodates a binary endogenous regressor. We test 10 potential instruments using a battery of test criteria and settle on five. All results are presented using the five instruments to avoid expectation bias. In general, we find that organizational Innovation does impact technical Innovation positively. With the 2009 data we find that the mean of the average treatment effect for product Innovation is roughly 1.7 times that of Process Innovation. For the 2009–2012 data we find that the impact on product Innovation is roughly 1.5 times that of Process Innovation. For the 2012 data, we had anomalous results for Process Innovation, such that organizational Innovation reduced the number of Process Innovations by 2.3 per year. In terms of Canadian government policy, the results lend support to the view that technical Innovation is not the only Innovation that matters. The right policy mix may encourage firms to experiment with and adopt more organizational Innovations to enhance technical Innovation.Published: Economics of Innovation and New TechnologyFirst published online: 13 July, 2016DOI: 10.1080/10438599.2016.1204779
