Hostname: page-component-78c5997874-ndw9j Total loading time: 0 Render date: 2024-11-12T22:20:18.471Z Has data issue: false hasContentIssue false
  • English
  • Français

Implementing an open innovation process in the premium marine industry

Published online by Cambridge University Press:  16 May 2024

Jonathan Burgess ,
Rob Fanner  and
Christian McLening
Jonathan Burgess*
Affiliation:
Arts University Bournemouth, United Kingdom
Rob Fanner
Affiliation:
Arts University Bournemouth, United Kingdom
Christian McLening
Affiliation:
Arts University Bournemouth, United Kingdom
*
[email protected]

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

Design and manufacturing innovations are important competitive attributes in the premium marine sector. The adoption of an open innovation process has the potential to deliver behavioural and technological transformation. This pilot study illustrates an open innovation approach to explore the benefits of digital innovation when designing new products within the premium marine industry. The research demonstrates how an open innovation approach will flourish when focused on co-creation in collaboration with a network of cross-functional partners.

Keywords

industry 4.0open innovationcollaborative designadditive manufacturinginnovation management
Type
Design Organisation, Collaboration and Management
Information
Proceedings of the Design Society , Volume 4: DESIGN 2024 , May 2024 , pp. 215 - 224
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
The Author(s), 2024.

References

Allinson, Yusuf. (2020, August). Recreational Boat & Yacht Building in the UK – Industry Report. Retrieved from IBISWorld database.Google Scholar
Abulrub, A.-H.G. and Lee, J. (2012), “Open innovation management: challenges and prospects”, Procedia - Social and Behavioral Sciences, Vol. 41, pp. 130–138, http://dx.doi.org/10.1016/j.sbspro.2012.04.017.CrossRefGoogle Scholar
Assink, M. (2006), “Inhibitors of disruptive innovation capability: a conceptual model”, European Journal of Innovation Management, Vol. 9 No. 2, pp. 215–233, http://dx.doi.org/10.1108/14601060610663587.CrossRefGoogle Scholar
Barata, J., Da Cunha, P.R. and Coyle, S. (2018), “Guidelines for Using Pilot Projects in the Fourth Industrial Revolution”, Australasian Conference on Information Systems 2018, presented at the Australasian Conference on Information Systems, University of Technology, Sydney, Sydney, Australia, http://dx.doi.org/10.5130/acis2018.ag.CrossRefGoogle Scholar
Bertello, A., De Bernardi, P. and Ricciardi, F. (2023), “Open innovation: status quo and quo vadis - an analysis of a research field”, Review of Managerial Science, http://dx.doi.org/10.1007/s11846-023-00655-8.CrossRefGoogle Scholar
Bessant, J.R. and Tidd, J. (2013), Managing Innovation: Integrating Technological, Market and Organizational Change, Fifth edition., Wiley, Chichester.Google Scholar
Bogers, M., Zobel, A.-K., Afuah, A., Almirall, E., Brunswicker, S., Dahlander, L., Frederiksen, L., et al. . (2017), “The open innovation research landscape: established perspectives and emerging themes across different levels of analysis”, Industry and Innovation, Vol. 24 No. 1, pp. 8–40, http://dx.doi.org/10.1080/13662716.2016.1240068.CrossRefGoogle Scholar
Chesbrough, H.W. (2003), Open Innovation: The New Imperative for Creating and Profiting from Technology, Nachdr., Harvard Business School Press, Boston, Mass.Google Scholar
Cooper, R.G. (1990), “Stage-gate systems: A new tool for managing new products”, Business Horizons, Vol. 33 No. 3, pp. 44–54, http://dx.doi.org/10.1016/0007-6813(90)90040-I.CrossRefGoogle Scholar
Dell'Era, C., Magistretti, S., Cautela, C., Verganti, R. and Zurlo, F. (2020), “Four kinds of design thinking: From ideating to making, engaging, and criticizing”, Creativity and Innovation Management, Vol. 29 No. 2, pp. 324–344, http://dx.doi.org/10.1111/caim.12353.CrossRefGoogle Scholar
Dodgson, M., Gann, D. and Salter, A. (2006), “The role of technology in the shift towards open innovation: the case of Procter & Gamble”, R and D Management, Vol. 36 No. 3, pp. 333–346, http://dx.doi.org/10.1111/j.1467-9310.2006.00429.x.CrossRefGoogle Scholar
Du Preez, N.D. and Louw, L. (2008), “A framework for managing the innovation process”, PICMET ’08 - 2008 Portland International Conference on Management of Engineering & Technology, presented at the Technology, IEEE, Cape Town, South Africa, pp. 546–558, http://dx.doi.org/10.1109/PICMET.2008.4599663.CrossRefGoogle Scholar
Jones, M.D., Hutcheson, S. and Camba, J.D. (2021), “Past, present, and future barriers to digital transformation in manufacturing: A review”, Journal of Manufacturing Systems, Vol. 60, pp. 936–948, http://dx.doi.org/10.1016/j.jmsy.2021.03.006.CrossRefGoogle Scholar
Kotter, J.P. (2012), “Accelerate!”, Harvard Business Review, November, Vol. 90 No. 11, pp. 45–58.Google Scholar
Lages, L.F., Ricard, A., Hemonnet-Goujot, A. and Guerin, A. (2020), “Frameworks for innovation, collaboration, and change: Value creation wheel, design thinking, creative problem-solving, and lean”, Strategic Change, Vol. 29 No. 2, pp. 195–213, http://dx.doi.org/10.1002/jsc.2321.CrossRefGoogle Scholar
Lyytinen, K., Yoo, Y. and Boland, R.J. Jr. (2016), “Digital product innovation within four classes of innovation networks”, Information Systems Journal, Vol. 26 No. 1, pp. 47–75, http://dx.doi.org/10.1111/isj.12093.CrossRefGoogle Scholar
Micheli, P., Wilner, S.J.S., Bhatti, S.H., Mura, M. and Beverland, M.B. (2019), “Doing Design Thinking: Conceptual Review, Synthesis, and Research Agenda”, Journal of Product Innovation Management, Vol. 36 No. 2, pp. 124–148, http://dx.doi.org/10.1111/jpim.12466.CrossRefGoogle Scholar
Moallemi, E.A., Malekpour, S., Hadjikakou, M., Raven, R., Szetey, K., Ningrum, D., Dhiaulhaq, A., et al. . (2020), “Achieving the Sustainable Development Goals Requires Transdisciplinary Innovation at the Local Scale”, One Earth, Vol. 3 No. 3, pp. 300–313, http://dx.doi.org/10.1016/j.oneear.2020.08.006.CrossRefGoogle Scholar
Fagerlin, Pan, and Lövstål, W., E. (2020), “Top managers’ formal and informal control practices in product innovation processes”, Qualitative Research in Accounting & Management, Vol. 17 No. 4, pp. 497–524, http://dx.doi.org/10.1108/QRAM-02-2019-0042.CrossRefGoogle Scholar
Perkmann, M. and Walsh, K. (2007), “University–industry relationships and open innovation: Towards a research agenda”, International Journal of Management Reviews, Vol. 9 No. 4, pp. 259–280, http://dx.doi.org/10.1111/j.1468-2370.2007.00225.x.CrossRefGoogle Scholar
Rahman, A.R. and Baksh, Shariff Nabi, Mohd. (2003), “The need for a new product development framework for engineer-to-order products”, European Journal of Innovation Management, Vol. 6 No. 3, pp. 182–196, http://dx.doi.org/10.1108/14601060310486253.CrossRefGoogle Scholar
Roth, K., Globocnik, D., Rau, C. and Neyer, A. (2020), “Living up to the expectations: The effect of design thinking on project success”, Creativity and Innovation Management, Vol. 29 No. 4, pp. 667–684, http://dx.doi.org/10.1111/caim.12408.CrossRefGoogle Scholar
Rubino, F., Nisticò, A., Tucci, F. and Carlone, P. (2020), “Marine Application of Fiber Reinforced Composites: A Review”, Journal of Marine Science and Engineering, Vol. 8 No. 1, p. 26, http://dx.doi.org/10.3390/jmse8010026.CrossRefGoogle Scholar
Saarikko, T., Westergren, U.H. and Blomquist, T. (2020), “Digital transformation: Five recommendations for the digitally conscious firm”, Business Horizons, Vol. 63 No. 6, pp. 825–839, http://dx.doi.org/10.1016/j.bushor.2020.07.005.CrossRefGoogle Scholar
Thompson, L. and Schonthal, D. (2020), “The Social Psychology of Design Thinking”, California Management Review, Vol. 62 No. 2, pp. 84–99, http://dx.doi.org/10.1177/0008125619897636.CrossRefGoogle Scholar
Travaglioni, M., Ferazzoli, A., Petrillo, A., Cioffi, R., Felice, F.D. and Piscitelli, G. (2020), “Digital manufacturing challenges through open innovation perspective”, Procedia Manufacturing, Vol. 42, pp. 165–172, http://dx.doi.org/10.1016/j.promfg.2020.02.066.CrossRefGoogle Scholar
Vanhaverbeke, W., Van De Vrande, V. and Cloodt, M. (2008), “Connecting Absorptive Capacity and Open Innovation”, SSRN Electronic Journal, http://dx.doi.org/10.2139/ssrn.1091265.CrossRefGoogle Scholar
Yin, R.K. (2009), Case Study Research: Design and Methods, SAGE.Google Scholar