The exploration activity's added value into the innovation process

Hela Chebbi, Dorra Yahiaoui, Alkis Thrassou, Demetris Vrontis

Research output: Contribution to journalArticle

23 Citations (Scopus)

Abstract

This article responds to the lack of research on the way a new idea is transformed into a market-accepted new product. Through non-participant observation and multiple interviews, an empirical investigation within a large French telecommunications operator (OPERACOM), shows that companies should integrate an exploration activity into the innovation process. In order to facilitate its implementation by managers, the research proposes a synthesis of features, comprising the exploration axes/criteria (technology, client use and business value), the participants (clients/creative users, designers, partners...), the organisational system (exploration centre, core team), the governance as well as the added value of the activity. The paper further combines theoretical findings with empirical data to identify the managerial implications of the findings, as well as additional theoretical considerations.

Original languageEnglish
Pages (from-to)265-278
Number of pages14
JournalGlobal Business and Economics Review
Volume15
Issue number2-3
DOIs
Publication statusPublished - 2013

Fingerprint

Innovation process
Added value
New products
Empirical data
Business value
Managers
Telecommunications
Governance
Empirical investigation
Use value
Operator

Keywords

  • Creativity
  • Exploration
  • Idea
  • Innovation
  • New product development
  • Telecommunications

Cite this

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The exploration activity's added value into the innovation process. / Chebbi, Hela; Yahiaoui, Dorra; Thrassou, Alkis; Vrontis, Demetris.

In: Global Business and Economics Review, Vol. 15, No. 2-3, 2013, p. 265-278.

Research output: Contribution to journalArticle

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