Making Innovation Work: How to Manage It, Measure It, and Profit from It

By Tony Davila, M. Epstein, R. Shelton. 2005

440 citations recorded by the source corpus.

How researchers see this paper

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Exploring the Relationships between Strategy, Innovation, and Management Control Systems: The Roles of Social Networking, Organic Innovative Culture, and Formal Controls (2011, background): “Davila et al. (2006), see benefits accruing from showing how innovative ideas are associated with business strategy, how ideas create value, how network partners interrelate by way of innovation platforms, and performance evaluation and monitoring to assess innovative effort.”
Using performance measures conceptually in innovation control (2011, background): “…phenomenon” (Adams et al. 2006, p. 38), it is recommended that innovation metrics should be implemented as part of a systematic innovation management framework (Davila et al. 2005; Driva et al. 2000; Cooper and Edgett 2008; Kerssens-van Drongelen and Cook 1997; Möller et al. 2011a, 2011b).”
Performance measurement systems as generators of cognitive conflict in ambidextrous firms (2019, background): “, return on investment, number of new products launched, time-tomarket, patent filings) tend to favour an emphasis on incremental innovations at the expense of radical innovation efforts (Anthony, Johnson, Sinfeld, & Altman, 2008; Davila et al., 2012).”
Balanced scorecard in SMEs: effects on innovation and financial performance (2017, unknown): “The creation of a new firm intrinsically implies novelty (Davila et al. 2012).”