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Angesichts des breiten Angebotsspektrums neuer Technologien und der Vielzahl verschieden verwendeter Begriffe rund um Industrie 4.0, stehen Unternehmen nicht selten orientierungslos vor der Herausforderung, individuelle Umsetzungsstrategien abzuleiten. Das vorliegende Reifegradmodell ermöglicht die Erfassung bereits im Produktionssystem implementierter Lean Management-Prinzipien und gibt praktikable Antworten auf die evolutionären Visionen, indem es realisierbare und individuelle Migrationspfade in Richtung Industrie 4.0 für Unternehmen aufzeigt.
Imagine a world in which the search for tomorrow's trends is not subject to a long and laborious data search but is possible with a single mouse click. Through the use of artificial intelligence (AI), this reality is made possible and is to be further advanced through research. The study therefore aims to provide an initial overview of the young research field. Based on research, expert interviews, company and student surveys, current application possibilities of AI in the innovation process (defined as Smart Innovation), existing challenges that slow down the further development are discussed in more detail and future application possibilities are presented. Finally, a recommendation for action is made for business, politics and science to help overcome the current obstacles together and thus drive the future of Smart Innovation.
Imagine a world in which the search for tomorrow's trends of (software) products is not subject to a long and laborious data search but is possible with a single mouse click. Through the use of artificial intelligence (AI), this reality is made possible and is to be further advanced through research. The study therefore aims to provide an initial overview of the young research field. Based on research, expert interviews, company and student surveys, current application possibilities of AI in the innovation process (defined as Smart Innovation), existing challenges that slow down the further development are discussed in more detail and future application possibilities are presented. Finally, a recommendation for action is made for business, politics and science to help overcome the current obstacles together and thus drive the future of Smart Innovation.
Since project managers still face problems in managing interorganizational R&D projects, it is a promising approach to manage these projects project-culturally-aware. However, an important prerequisite for a project-culture-aware management is that the involved individual organizations pursue a collaborative strategy. Therefore, our article provides a conceptual approach including a new tool, the Collaborative Iron Triangle, which supports both project sponsors and managers in different phases of the collaboration process to pursue a collaborative strategy in interorganizational R&D projects.
A closed-loop control for a cooperative innovation culture in interorganizational R&D projects
(2022)
Since project managers only have a limited authority in interorganizational R&D projects a cooperative innovation culture is essential for team cohesion and thus for achieving project scope in time and cost. For its development different factors depending on underlying values are essential. These factors must be learned iteratively by the project members so that they are living the values of a cooperative innovation culture. Hence, this paper raises the following research question: “How to control living the values of a cooperative innovation culture in interorganizational R&D projects?” To answer this question, a closed-loop control for a cooperative innovation culture is developed. The developed closed-loop control system includes several different functional units which show essential roles and several different variables which show what to consider and design in the control system. In addition, the developed closed-loop control system is generalized for other types of projects such as intraorganizational projects.
This paper takes a holistic view on an IP-traceability process in interorganizational R&D projects, as a particular Open innovation mode, aiming at showing different technologies which can be used in the front and backend of a traceability process and discussing these technologies in terms of their suitability for data from creativity processes in these projects. To achieve this goal a two-stage literature review on different technologies in the context of traceability was conducted. Then, criteria were derived from the characteristics of data from creativity processes and of interorganizational R&D projects, with which the resulting technologies were discussed. At the end, recommendations regarding suitable technologies for tracing individual creativity artifacts in interorganizational R&D projects were given.
The German automotive industry succeeds by technological leadership. Several circumstances like politics of global warming or increased global competition force the whole industry to break new ground for new kinds of collaborative research and development. ARENA2036 represents such a new cooperation form that hosts diverse scientific and industrial partners in one campus in order to research innovative production and light-weight construction topics. The diversity of the partners in ARENA2036 challenges the new product development process (NPDP). In this case study the individual processes of the partners are analysed and a NPDP system is developed. The analysis bases on interviews covering all partners. The NPDP system supports the needs of the interdisciplinary and cross-company partners. It is characterized by a layered structure in order to preserve flexibility for research topics combined with institutionalized parts to manage interfaces. The final NPDP system is evaluated by the partners.
Die Automobilindustrie sieht sich seit Jahren rasant verändernden Markt-, Umwelt- und Wettbewerbsbedingungen ausgesetzt. Der Entwicklungsprozess in der Automobilindustrie wird dadurch zunehmend komplexer. Die Einbeziehung neuer Partner aus anderen Industriebereichen und der Wissenschaft stellt hierbei ein großes Innovationspotential dar, insbesondere Systeminnovationen können hierdurch gefördert werden. Die Herausforderungen solch interdisziplinärer, interorganisationaler Entwicklungsprojekte können nur im geeigneten Umfeld gemeistert werden. In der Literatur als auch in der Industrie lassen sich zahlreiche Kooperationsmodelle identifizieren. Die Eignung dieser Modelle für die interdisziplinäre, interorganisationale Entwicklung in der Automobilindustrie wird anhand geeigneter Kriterien bewertet. Abschließend werden die Ergebnisse der Analyse empirisch überprüft und für den praktischen Fall der ARENA2036 angewendet.
Internet of things innovations and the industrial internet these days become more and more decisive factors of future success for companies. Especially manufacturing oriented SME will face the challenge to develop innovative technology driven business models alongside technology innovations in this field which will be essential for future competitiveness. Failing in developing these technology driven business models in an internationally highly competitive environment will have a serious impact both on companies and on the society. Hence, securing economic stability and success of these technology driven business models is an indispensable task. To identify challenges for innovative industrial internet business models first it is necessary to understand what the industrial internet means to the leading parties and applying companies and start-ups in the field. Second, challenges from general business model development will be outlined. In a third step risks and challenges in business model development will be discussed with regard to the special characteristics of technology driven business models in the context of the industrial internet and the important role of the technological key component of the business model. Especially the capability to deal with an integrated consideration of the indivisible linked dimensions of economic and technological aspects of these business models is questioned. In the fourth place the specific challenges for industrial internet business models are derived. On the basis of these results it is also discussed what might be done to handle these challenges successfully with the goal to turn them into chances. The need for future research on the integration of the risk management perspective into the development of these technology driven business models is derived. This will help established companies and start-ups to realize great technological innovations for the industrial internet in sound and successful innovative business models.
Die Entwicklung neuer Produkte findet nicht nur abteilungs-, sondern zunehmend organisationsübergreifend statt. Kooperationen in der Produktentstehung gewinnen folglich vermehrt an Bedeutung, was neue Anforderungen an den Produktentstehungsprozess (PEP) und die Zusammenarbeit in diesem schafft. Mit diesen Herausforderungen sieht sich auch der Forschungscampus ARENA2036 konfrontiert. Die vorliegende Arbeit beschäftigt sich mit der Entwicklung eines für die interdisziplinäre, interorganisationale Zusammenarbeit geeigneten PEP-Modells. Dieses wird auf Basis von theoretischen Grundlagen, Experteninterviews und unter Berücksichtigung der praktischen Gegebenheiten in ARENA2036 modelliert. Der finale PEP untergliedert sich in einen übergeordneten Prozess, in den die individuellen PEPs der ARENA2036-Partner untergeordnet sind. Durch diese Struktur können die heterogenen PEPs der Partner vereint und die notwendige forscherische Freiheit und Flexibilität gewährleistet werden. Weiterhin wird der PEP durch geeignete Konzepte und Methoden der kooperativen Zusammenarbeit flankiert.