Decision models in explorative and exploitative innovation projects: a case study

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Abstract

Innovation processes are seen as collections of decisions that are made in the context of a single innovation project. Those decisions determine the course and the final success of an innovation project. There is, however, a lack of literature on how decisions are made in innovation projects. In this paper we analyse the decision making in three innovation projects in the construction industry. In our study, we make a distinction between two different project types: explorative and exploitative innovation projects. Based on the literature on decision making we distinguish four decision models (unilateral, consultative, non-cooperative and cooperative) and four decision categories (innovation design, marketing, organizations and operations management) which we combine in a conceptual model. The conceptual model is applied in three cases and we found patterns of decision making based upon the type of innovation project and decision category. Our empirical findings address differences in explorative and exploitative innovation projects due to the character of both types of innovation projects. These findings contribute to the literature on decision making in innovation projects and have implications for the management of innovation projects.
Original languageEnglish
Title of host publication14th CINet conference, Nijmegen, 9-11 September 2013
PublisherThe Continuous Innovation Network (CINet)
Pages1-17
Publication statusPublished - 2013
Event14th International CINet Conference 2013: Business Development and Co-creation - Nijmegen, Netherlands
Duration: 8 Sep 201311 Sep 2013
Conference number: 14
http://www.continuous-innovation.net/

Publication series

Name
PublisherThe Continuous Innovation Network (CINet)

Conference

Conference14th International CINet Conference 2013
CountryNetherlands
CityNijmegen
Period8/09/1311/09/13
Internet address

Fingerprint

Innovation
Decision model
Decision making
Conceptual model
Construction industry
Project type
Management of innovation
Innovation process
Operations management
Marketing organization

Keywords

  • IR-87329
  • METIS-297939

Cite this

Wolbers, M., Hofman, E., & Halman, J. I. M. (2013). Decision models in explorative and exploitative innovation projects: a case study. In 14th CINet conference, Nijmegen, 9-11 September 2013 (pp. 1-17). The Continuous Innovation Network (CINet).
Wolbers, Michiel ; Hofman, Erwin ; Halman, Johannes I.M. / Decision models in explorative and exploitative innovation projects: a case study. 14th CINet conference, Nijmegen, 9-11 September 2013. The Continuous Innovation Network (CINet), 2013. pp. 1-17
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abstract = "Innovation processes are seen as collections of decisions that are made in the context of a single innovation project. Those decisions determine the course and the final success of an innovation project. There is, however, a lack of literature on how decisions are made in innovation projects. In this paper we analyse the decision making in three innovation projects in the construction industry. In our study, we make a distinction between two different project types: explorative and exploitative innovation projects. Based on the literature on decision making we distinguish four decision models (unilateral, consultative, non-cooperative and cooperative) and four decision categories (innovation design, marketing, organizations and operations management) which we combine in a conceptual model. The conceptual model is applied in three cases and we found patterns of decision making based upon the type of innovation project and decision category. Our empirical findings address differences in explorative and exploitative innovation projects due to the character of both types of innovation projects. These findings contribute to the literature on decision making in innovation projects and have implications for the management of innovation projects.",
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Wolbers, M, Hofman, E & Halman, JIM 2013, Decision models in explorative and exploitative innovation projects: a case study. in 14th CINet conference, Nijmegen, 9-11 September 2013. The Continuous Innovation Network (CINet), pp. 1-17, 14th International CINet Conference 2013, Nijmegen, Netherlands, 8/09/13.

Decision models in explorative and exploitative innovation projects: a case study. / Wolbers, Michiel; Hofman, Erwin; Halman, Johannes I.M.

14th CINet conference, Nijmegen, 9-11 September 2013. The Continuous Innovation Network (CINet), 2013. p. 1-17.

Research output: Chapter in Book/Report/Conference proceedingConference contributionAcademic

TY - GEN

T1 - Decision models in explorative and exploitative innovation projects: a case study

AU - Wolbers, Michiel

AU - Hofman, Erwin

AU - Halman, Johannes I.M.

PY - 2013

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N2 - Innovation processes are seen as collections of decisions that are made in the context of a single innovation project. Those decisions determine the course and the final success of an innovation project. There is, however, a lack of literature on how decisions are made in innovation projects. In this paper we analyse the decision making in three innovation projects in the construction industry. In our study, we make a distinction between two different project types: explorative and exploitative innovation projects. Based on the literature on decision making we distinguish four decision models (unilateral, consultative, non-cooperative and cooperative) and four decision categories (innovation design, marketing, organizations and operations management) which we combine in a conceptual model. The conceptual model is applied in three cases and we found patterns of decision making based upon the type of innovation project and decision category. Our empirical findings address differences in explorative and exploitative innovation projects due to the character of both types of innovation projects. These findings contribute to the literature on decision making in innovation projects and have implications for the management of innovation projects.

AB - Innovation processes are seen as collections of decisions that are made in the context of a single innovation project. Those decisions determine the course and the final success of an innovation project. There is, however, a lack of literature on how decisions are made in innovation projects. In this paper we analyse the decision making in three innovation projects in the construction industry. In our study, we make a distinction between two different project types: explorative and exploitative innovation projects. Based on the literature on decision making we distinguish four decision models (unilateral, consultative, non-cooperative and cooperative) and four decision categories (innovation design, marketing, organizations and operations management) which we combine in a conceptual model. The conceptual model is applied in three cases and we found patterns of decision making based upon the type of innovation project and decision category. Our empirical findings address differences in explorative and exploitative innovation projects due to the character of both types of innovation projects. These findings contribute to the literature on decision making in innovation projects and have implications for the management of innovation projects.

KW - IR-87329

KW - METIS-297939

M3 - Conference contribution

SP - 1

EP - 17

BT - 14th CINet conference, Nijmegen, 9-11 September 2013

PB - The Continuous Innovation Network (CINet)

ER -

Wolbers M, Hofman E, Halman JIM. Decision models in explorative and exploitative innovation projects: a case study. In 14th CINet conference, Nijmegen, 9-11 September 2013. The Continuous Innovation Network (CINet). 2013. p. 1-17