Title: Embedding a common innovation process into a global auto supplier

Authors: David Birchall, Martin Green

Addresses: School of Management Knowledge and Learning and Henley Learning Advisory Services, Henley Management College, Greenlands, Henley-on-Thames, Oxon RG9 3AU, UK. ' Henley Management College, Greenlands, Henley-on-Thames, Oxon RG9 3AU, UK

Abstract: This research aims to identify means for improving innovation management by placing the company|s new product development process Concept Development Process (CDP) into a wider innovation framework of use in explaining its adoption. The study is based on the European operation of a global manufacturing company supplying the automotive industry. A common innovation process is being adopted throughout the enterprise|s global operations. Improvement in the innovation effectiveness is expected as a result of increased management control and communication but to be successful, the process needs to be embedded into management practice. In addition to the identification of success factors, empirical research is reported which investigated the operational management|s perceptions of the adoption of the CDP three years following introduction. Based on this exploratory research, a conceptual model of factors impacting on embedment is presented.

Keywords: innovation management; automobile industry; new product development process; NPD; key success factors; embedding processes; concept development; global manufacturing; automotive suppliers; management practice; operational management.

DOI: 10.1504/IJATM.2006.009526

International Journal of Automotive Technology and Management, 2006 Vol.6 No.2, pp.177 - 198

Published online: 18 Apr 2006 *

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