Trans RINA, Vol 156, Part C1, Intl J Marine Design, Jan - Dec 2014
processes and KM systems we propose a move to a virtual collective technology centre. Communication, collaboration and social networking technologies present in the Web 2.0 are being adopted within corporations and organizations to support OI activities. This will enable Executives and manager to pursue productivity and innovation improvement and understand how the information and knowledge gained, impacts on business indicators as follows;
Search application: Solution for document retrieval according to users’ queries including the ability to understand the meaning of terms.
Knowledge management: Experience sharing, document management
functionalities are included in this solution.
Figure 19: Possible models for open innovation with SMEs
Survey data from Far East SMEs supports this
framework proposition. SMEs have been encouraged to establish cross-functional collaborative networks. The results supports the concept of OI for technology transfer into European Maritime SMEs by indicating effective networking as one possible way to facilitate their innovation capabilities, through the use
of the
conceptual framework in Figure 20. In examining how firms dynamically
implement the OI management
paradigm, Chiaroni et al [77] identified a three-phase process that comprises the stages of unfreezing, moving and institutionalising. Moreover, it emerges that the changes through which OI has been implemented involve four major dimensions, i.e. structures, evaluation
processes and knowledge
management (KM) systems. They should be therefore conceived as the managerial and organisational levers an innovating firm can act upon to streamline its journey toward OI.
Skill management: Solution for employee skill
management and staffing, including optimization of intellectual capital.
Innovation management: Solution for idea management and overall support for the innovation process based on the ‘OI’ paradigm.
Open Innovation therefore enables an open business model for companies to "co-innovate" with their partners, suppliers, and customers in order to accelerate the rewards of innovation. For example, a small or midsized company develops a game-changing new idea and works with a larger company to bring the product to market. It enables companies to leverage new ideas and products, and conduct experiments at lower risk levels. Given the maritime industry this would be beneficial to facilitate collaboration with smaller companies in and outside the industry and quickly develop new concepts and ideas.
4. networks, organisational INNOVATION
So now the challenge, an integrated systems design approach within the commercial marine industry from large companies to SMEs. To enable customers to have an informed collaborative design
process with the
insurance underwriters as a stakeholder in the process, as well as end users and subcontractors. As previously discussed good design improves Human Factors and reduces risk. The potential for reduced insurance premiums due to reduced risk, present a significant value proposition. Where the increase is design costs 2.5-4% offers a return on investment of 40-60:1 in reduced operating costs. An integrated systems design approach is
very different from
subcontractors a specification and negotiating on price. It requires a framework for communication that facilitates best practice and effective communication
while Figure 20: Conceptual framework of intermediary role
Having identified the main levers on which managers intervene to realize the transition from a Closed to an OI model as: networks; organisational structures; evaluation
©2014: The Royal Institution of Naval Architects
respecting the IPR of all parties involves to develop design realisation for mutual benefit. In order to facilitate transfer of technology into the Maritime sector we propose to use ‘Open innovation’ (OI). This is a new paradigm for the management of innovation. It is defined as ‘the use of purposive
inflows and outflows of knowledge to accelerate internal innovation, and to C-21 and question answering
sending a number of
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176 |
Page 177 |
Page 178 |
Page 179 |
Page 180 |
Page 181 |
Page 182 |
Page 183 |
Page 184 |
Page 185 |
Page 186 |
Page 187 |
Page 188