Evolving corporate entrepreneurship strategy: Technology incubation at Philips

Established firms tend to pursue incremental innovation by modifying and refining their existing products and processes rather than developing radical innovations. In the face of resistance to change and incumbent inertia, which prevent the generation of novelty, established firms have turned towards corporate entrepreneurship as a means of exploiting knowledge accumulated within its own boundaries and exploring external markets. This paper focuses on one mode of corporate entrepreneurship, corporate incubation, informed by a study of a Technology Incubator at Philips. An account of the history of the incubator traces its progress from its inception in 2002-2006 when further incubators were formed, building on this experience and focusing on lifestyle and healthcare technologies. We identify ways in which the Philips incubator represents an alternative selection environment that effectively simulated the venture capitalist model of entrepreneurial innovation. © 2009 Blackwell Publishing Ltd.

Enterprise resource planning: Analysing the impact

Describes a study that set out to evaluate the performance impact of a SAP R3 implementation. The SAP system was implemented by a major multinational business in four of its European plants. Qualitative and quantitative data were collected over a two-year period, through surveys and interviews with systems users and by accessing company records. While users were able to identify the operational benefits of SAP, they were still doubtful at the end of the evaluation process whether the system had resulted in any significant positive financial benefits for the business. Two themes related to this observation are explored. First the time lag between operational improvements and subsequent financial impact. Second the importance of learning as a means of reducing the time lag. Learning in this context is a multi-dimensional concept and covers learning how to use the system, learning how to improve the system and learning how to improve the implementation process.

Developing a technology intelligence strategy at kodak european research: Scan & target

OVERVIEW: Kodak European Research (KER) developed a strategy for technology intelligence based on a theoretical model developed by Kerr et al. (2006). KER scouts designed and implemented a four-step approach to identify relevant technologies and research centers across Europe, Africa and the Middle East. The approach provides clear guidance for integrating web searches, scouting trips, networking and interactions with intermediaries. KER's example illustrates how companies can organize themselves to look outside corporate boundaries in search of technologies relevant for their business. The approach may be useful to those in other companies who have been asked to start a technology intelligence activity. © 2010 Industrial Research Institute, Inc.

Sustainable buildings need integrated teams

This report is intended to contribute to strengthening the work of the Government, the Strategic Forum and the Specialist Engineering Alliance in bringing about a more integrated and a more sustainable industry. Its aim is to examine the potential for improving the sustainability of the built environment through an integrated approach to procurement and delivery, in which the role of the specialist engineering sector is recognised for its vital ability to improve building performance. Based on wide ranging knowledge and expertise across the construction sector, it puts forward a vision for sustainable buildings and sets out the actions needed from Government, clients, consultants, contractors and manufacturers to ensure the vision is realised. The report complements the Strategy for Sustainable Construction published by the Department for Business, Enterprise and Regulatory Reform (June 2008).