Evolution of innovation management

Ortt, J.R. and van der Duin, P.A. (2008), "The evolution of innovation management towards contextual innovation", European Journal of Innovation Management, Vol. 11 No. 4, pp. 522-538. https://doi.org/10.1108/14601060810911147 

General terms related to innovation

3.1.1

innovation

new or changed entity, realizing or redistributing value

Note 1 to entry: Novelty and value are relative to, and determined by, the perception of the organization and relevant interested parties.

Note 2 to entry: An innovation can be a product, service, process, model, method, etc.

Note 3 to entry: Innovation is an outcome. The word “innovation” sometimes refers to activities or processes resulting in, or aiming for, innovation. When “innovation” is used in this sense, it should always be used with some form of qualifier, e.g. “innovation activities”.

Note 4 to entry: For the purpose of statistical measurement, refer to the Oslo Manual 2018, 4th edition, by OECD/Eurostat. See Annex B.2 for a comparison between the definitions of innovation by ISO and the OECD/Eurostat.

[SOURCE: ISO 9000:2015, 3.6.15, modified by using the term “entity” instead of “object” and by replacing Notes 1 and 2 to entry with the new Notes 1 to 4 to entry.]

3.1.1.1

radical innovation

breakthrough innovation

innovation with a high degree of change

Note 1 to entry: Change can relate to the entity or its impact.

Note 2 to entry: Radical innovation is at the other end of the continuum to incremental innovation.

3.1.1.2

disruptive innovation

innovation initially addressing less demanding needs, displacing established offerings

Note 1 to entry: Compared to established offerings, disruptive innovations are initially simpler offerings with lower performance and they are generally more cost effective, requiring fewer resources and offered at lower cost.

Note 2 to entry: Disruption occurs when a significant ratio of users or customers have adopted the innovation.

Note 3 to entry: Disruptive innovations can create new markets and value networks by addressing new users and deploying new business and value realization models.

3.1.2

management

coordinated activities to direct and control an organization

Note 1 to entry: Management can include establishing strategies, policies and objectives and processes to achieve those objectives.

Note 2 to entry: Control can include defining roles, appointing authority, assigning tasks, establishing incentives and rewards, and empowering and engaging people.

Note 3 to entry: The word “management” sometimes refers to people, i.e. a person or group of people with authority and responsibility for the conduct and control of an organization. When “management” is used in this sense, it should always be used with some form of qualifier, e.g. “top management”.

[SOURCE: ISO 9000:2015, 3.3.3, modified by adding “strategies” to Note 1 to entry and by simplifying the text of Note 3 to entry.]

3.1.2.1

innovation management

management with regard to innovation

Note 1 to entry: Innovation management can include establishing an innovation vision, innovation strategy, innovation policy and innovation objectives, and organizational structures and innovation processes to achieve those objectives through planning, support, operations, performance evaluation and improvement.

3.1.3

system

set of interrelated or interacting elements

[SOURCE: ISO 9000:2015, 3.5.1]

3.1.3.1

management system

set of interrelated or interacting elements of an organization to establish strategies, policies and objectives and processes to achieve those objectives

Note 1 to entry: A management system can address a single discipline or several disciplines, e.g. innovation management, quality management, financial management, or environmental management.

Note 2 to entry: The management system elements include the organization’s structure, roles and responsibilities, planning, support and operation.

Note 3 to entry: The scope of a management system can include the whole of the organization, specific and identified functions of the organization, specific and identified sections of the organization, or one or more functions across a group of organizations.

Note 4 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO management system standards. The original definition has been modified by adding “strategies” and by adding examples to Note 1 to entry, by replacing “system” with “management system” and adding “support” to Note 2 to entry.

3.1.3.2

innovation system

system with regard to innovation

Note 1 to entry: An innovation system can be related to a country or nation, e.g. a national innovation system, a region, an industry sector, an entire or part of an organization, a cluster or network of organizations, a community of practitioners or any value network or ecosystem of various interested parties.

Note 2 to entry: An innovation system can include an innovation management system.

3.1.3.3

innovation management system

management system with regard to innovation

Note 1 to entry: An innovation management system can be part of a general or integrated management system of an organization.

3.1.4

innovation activity

activity with regard to innovation

Note 1 to entry: Innovation activities can be planned or unplanned.

Note 2 to entry: Innovation activities are directly or indirectly aiming for innovation. Not all innovation activities result in innovation.

3.1.5

process

set of interrelated or interacting activities that use inputs to deliver an intended result

Note 1 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO management system standards. The original definition has been modified to prevent circularity between process and output.

3.1.5.1

innovation process

process with regard to innovation

Note 1 to entry: Innovation processes are generally planned and carried out under controlled conditions to realize value.

Note 2 to entry: Innovation processes can be configured to suit innovation initiatives.

Note 3 to entry: Innovation processes are designed to manage uncertainty with innovation as the intended result. Not all innovation processes result in innovation.

Note 4 to entry: An innovation process consists of several innovation activities. Examples of innovation processes are identification of opportunities, creation and validation of concepts, and development and deployment of solutions.

Note 5 to entry: Innovation processes can be implemented within an organization or across organizations in the case of, e.g. collaborative innovation, innovation clusters, value networks, or ecosystems.

3.1.6

invention

new entity

Note 1 to entry: An invention should be new in the sense that it has not existed before.

Note 2 to entry: An invention is created and is generally the result of intellectual work.

Note 3 to entry: An invention can be a product, service, process, model, method, etc.

3.1.6.1

patentable invention

invention eligible for patent protection under the applicable law

3.1.7

improvement

activity to enhance performance

Note 1 to entry: The activity can be recurring or singular.

[SOURCE: ISO 9000:2015, 3.3.1]

3.1.7.1

continual improvement

recurring activity to enhance performance

Note 1 to entry: This constitutes one of the common terms and core definitions of the high level structure for ISO management system standards.

Global Innovation Index (GII)

The Global Innovation Index (GII) tracks the most recent global innovation trends against the background of an ongoing COVID-19 pandemic, slowing productivity growth and other evolving challenges. It reveals the most innovative economies in the world, ranking the innovation performance of around 132 economies while highlighting innovation strengths and weaknesses.

Envisioned to capture as complete a picture of innovation as possible, the Index comprises around 80 indicators, including measures on the political environment, education, infrastructure and knowledge creation of each economy.

The different metrics that the GII offers help to monitor performance and benchmark developments against economies within the same region or income group.

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Oslo Manual “Guidelines for Collecting, Reporting and Using Data on Innovation”

The Measurement of Scientific, Technological and Innovation Activities. Oslo Manual 2018. Guidelines for Collecting, Reporting and Using Data on Innovation. 4th Edition

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