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Summary of constructs and factors in empirical research (cont.) * NR = not reported.

Table 6 Summary of constructs and factors in empirical research (cont.) * NR = not reported.

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However, a large proportion of significant findings regard- ing innovations have originated in the last 15 years from the research of the Journal of Product Innovation Management with its diverse base of engineers, marketers, product man- agers, and R&D team members [8]. For this reason, it is important that a consistent set of working definitions evolve from this community of researchers. Constructs used to model product innovation/innovativeness
However, a large proportion of significant findings regard- ing innovations have originated in the last 15 years from the research of the Journal of Product Innovation Management with its diverse base of engineers, marketers, product man- agers, and R&D team members [8]. For this reason, it is important that a consistent set of working definitions evolve from this community of researchers. Constructs used to model product innovation/innovativeness
Summary of constructs and factors in empirical research
Summary of constructs and factors in empirical research
Summary of constructs and factors in empirical research (cont.) Table 3
Summary of constructs and factors in empirical research (cont.) Table 3
Factors used to model product innovation/innovativeness Table 4
Factors used to model product innovation/innovativeness Table 4
Typology for identifying innovations
Typology for identifying innovations
Fig. 1. Technology/Marketing S-Curve Phenomena (adapted from Foster 1986). tations cause research effort, time, and/or resource ineffi- ciencies to result in diminishing returns. New innovations replace the old technology and a new S-curve is initiated (see Fig. 1). Foster characterized the technology evolution; “early in an R&D program, knowledge bases need to be built, lines of inquiry must be drawn and tested and tech- nical problems surfaced. Researchers need to investigate and discard unworkable approaches. Thus, until this know]- edge has been acquired, the pace of progress toward tech- nological limits is usually slow. But then it picks up, typi- cally reaching a maximum when something like half the technical potential has been realized. At this point, the technology begins to be constrained by its limits, and the rate of performance improvement begins to slow” [17 p. 217).
Fig. 1. Technology/Marketing S-Curve Phenomena (adapted from Foster 1986). tations cause research effort, time, and/or resource ineffi- ciencies to result in diminishing returns. New innovations replace the old technology and a new S-curve is initiated (see Fig. 1). Foster characterized the technology evolution; “early in an R&D program, knowledge bases need to be built, lines of inquiry must be drawn and tested and tech- nical problems surfaced. Researchers need to investigate and discard unworkable approaches. Thus, until this know]- edge has been acquired, the pace of progress toward tech- nological limits is usually slow. But then it picks up, typi- cally reaching a maximum when something like half the technical potential has been realized. At this point, the technology begins to be constrained by its limits, and the rate of performance improvement begins to slow” [17 p. 217).
Fig. 2. Operationalization of innovativeness.
Fig. 2. Operationalization of innovativeness.
Source Possible measures to use in empirical analysis Table 6
Source Possible measures to use in empirical analysis Table 6
Appendix A
Appendix A
Appendix B: Boolean Logic for Identifying Innovation Type
Appendix B: Boolean Logic for Identifying Innovation Type
Related topics:
EngineeringProduct innovation management
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