=Paper=
{{Paper
|id=Vol-453/paper-14
|storemode=property
|title=Design Constructs for Integration of Collaborative ICT Applications in Innovation Management
|pdfUrl=https://ceur-ws.org/Vol-453/paper14.pdf
|volume=Vol-453
|dblpUrl=https://dblp.org/rec/conf/caise/RehmHL09
}}
==Design Constructs for Integration of Collaborative ICT Applications in Innovation Management==
https://ceur-ws.org/Vol-453/paper14.pdf
Design Constructs for Integration of Collaborative ICT
Applications in Innovation Management
Sven-Volker Rehm1, Manuel Hirsch2, Armin Lau2
1
WHU – Otto Beisheim School of Management, Burgplatz 2, 56179 Vallendar, Germany
2
DITF-MR Denkendorf, Koerschtalstrasse 26, 73770 Denkendorf, Germany
Sven-Volker.Rehm@whu.edu; {Manuel.Hirsch, Armin.Lau}@ditf-denkendorf.de
Abstract. This research paper presents considerations on design constructs
which can be beneficial to integration of collaborative ICT applications for
innovation management. The paper draws directly on developments of an
ongoing broad initiative funded within the European Commission’s 6th
Framework Programme in the area of new, multi-functional materials and
processes. Purpose of the paper is to illustrate how collaborative ICT
applications for innovation management in enterprise networks can be
conceptually integrated with help of a design approach using specific
constructs. Implementations within eight cross-sectoral manufacturing networks
of small and medium sized enterprises suggest simplified integration through
the use of the presented design constructs.
Keywords: collaborative ICT application, innovation management, cross-
sectoral manufacturing networks.
1 Introduction
The fusion of industries is a phenomenon, which has increasingly been perceived
in the recent two decades [1]. The term refers to the circumstance that industries
enlarge their sectoral boundaries and extend their range of products and services to
other sectors, which leads to convergence effects in the areas of technology, markets,
as well as regards regulatory, standardization and institutional aspects [2].
However, it is only recently that research on innovation management has
recognized this as imperative research topic, in front of the challenges European firms
in “traditional” industrial sectors, like textile and clothing, shoe, furniture, and others,
are facing. Against the background of globalization pressures, these industrial sectors
are urged to extend their accustomed industrial boundaries, and target at new
(emerging) markets. Cross-sectoral industrial networking, with the aim to create new,
high added value products and services, has become an emerging paradigm answering
to the growing complexity of today's rapidly changing business environments in an
evolving innovation economy [3]. In order to create innovations, firms need to
combine their complementary core competencies across sectors, and share highly
specialized knowledge about new materials, their properties, and new processing
Proceedings of CAiSE Forum 2009 79
procedures. Peculiar problems arise, when formerly separated, industry-specific
paradigms are fused with each other, regarding for instance knowledge sources,
organization of innovation activities, or fundamental technologies.
As they are characteristic for traditional sectors, in particular small and medium
sized enterprises (SMEs) require becoming pro-active network partners for the co-
operative development, manufacturing, marketing, and recycling of products and
(integrated) services.
The resulting collaborative innovation and production networks are consequently
forced to come up with adequate methods and instruments for handling knowledge as
well as for innovation management. Consequentially, at the core of innovation
management research in this domain, is the question for new (holistic) management
concepts with the aim to create knowledge-based and knowledge-driven networks. In
particular, specific challenges are resulting for the introduction of appropriate
information and communication technology (ICT) systems and infrastructures for
strategic innovation [4], as well as regarding management of collaborative innovation
processes.
A prerequisite for building such networks is the establishment of e-collaboration
infrastructures to enable methodological and ICT support of innovation activities in
the networks. Such infrastructures must provide appropriate functionality
(applications/services) to support the ongoing innovation activities in a systematically
structured and integrated manner across sectoral limits.
In this paper we consider in particular ICT applications extending the functionality
of Enterprise Resource Planning (ERP) systems, in an innovation context as outlined
above. We present some design constructs to create collaborative ICT applications in
this context and to support their integration. Implementations within eight SME
manufacturing networks provide a case basis for a first evaluation of the created
applications and the effort required for their integration. The considered innovation
networks were established in the framework of the AVALON European Integrated
Project for SMEs [5].
First, we present the design idea of the constructs and their implications on
integration of applications (chapter 2). Then a short recapitulation of experiences
from practical implementations of these constructs is given (chapter 3), as well as a
summary (chapter 4).
2 Design constructs
2.1 The construct of innovation subject
A primary question which has been tackled by our research was which core
elements are underlying innovation activities in general. What kind of objects does
innovation deal with? We have consequently identified four elements as primary
subjects of innovation: Material, (Manufacturing) Process, Resource, and Idea.
Those subjects can be considered as distinct, general classes of objects, innovation
deals with (or subject classes). As we have validated in a couple of implementations,
Proceedings of CAiSE Forum 2009 80
in general all activities operatively related to innovation in manufacturing can be
related (back) to those classes of subjects.1
These innovation subject classes can be further specified, using the context of the
real-world innovation object: For the value added stages relevant in a specific sector,
specified subject types can be defined, e.g. in textile industries, on the stage of fabric
creation, a material type “woven fabric”. Such types can be instantiated to represent
existing real-world objects (subjects).
In other words, this is an object-oriented analysis and design approach, deploying a
class model, allowing for a classification, and typing of real-world innovation objects
[6]. Properties of subjects are created as attributes of the subject types.
We have found this approach appropriate for the context of a cross-sectoral
network, as accustomed material or resource hierarchies widely fail, e.g. due to the
circumstance that new types of materials are processed on machines in a new context.
In such cases, the properties (attributes) of objects can often not be maintained in
existing ICT systems because of their specialization to an industry sector. The
presented approach is independent of both, industry sector, and application/use of a
subject.
2.2 The construct of innovation knowledge item
In the following paragraphs we present an approach to design collaborative ICT
applications for innovation management, which hyperlinks back any activity to those
basic innovation subjects.
In general, innovation activities which are not related to specific innovation
methodologies (like e.g. Quality Function Deployment/QFD) can cover for instance:
documenting findings on a subject (ad hoc), sharing knowledge on a subject with
experts in the network, publishing findings to network partners, discussing issues with
experts to find problem solutions, carrying out simple collaboration activities with
another partner (e.g. material testing tasks), and many others more. All of these
activities might include a specific set of subjects, for instance an idea, a material, and
a process, in order to discuss the idea, whether the material can be transformed by a
certain process. While in this case the subjects are defined, it is necessary to link them
technically, and to comment this activity, in order to create a representation of it in the
ICT system(s)/application(s). This integrative element can be implemented in form of
an “entry” functionality (implemented as a further class object), which allows for an
establishment of (an arbitrary number of) relations to the various subjects involved,
and to other entries (i.e. other activities) as well.
In our research work we have implemented this entry functionality as basic
building block for a number of applications, converting ad hoc activities into simple
work flow-based applications. This allows for a trace-back of activities to existing
physical data sets. For this implementation of what could be called basic innovation
1 It must be mentioned for reasons of completeness that these subjects focus on objects of
innovation relevant for our research work – related to manufacturing networks. Of course also
organizational structures could be regarded as innovation subjects, “organization” or ”business
process”, or others. This kind of innovation is however not focused here.
Proceedings of CAiSE Forum 2009 81
services, network partners are provided supportive applications to activities like the
ones outlined above (Tasks, Documentations, Issues,…).
Each activity carried out is represented in the ICT system by an entry, accordingly.
The entry thus may be considered as instance of the Innovation Knowledge Item
(IKI) design construct.
An entry may be assigned status information, if it is to be further developed by a
work flow application implementing an innovation method like for instance QFD.
Further, it is to be stated, whether the entry can be assigned to specific users or
projects, in order to define its confidentiality (see Figure 1).
SUBJECTS
SUBJECTS
SUBJECTS
APPLICATIONS
APPLICATIONS
APPLICATIONS
ENTRY A
USERS/
PROJECTS
IKI*
instantiated relation IKI*
ENTRY B
… Innovation Knowledge Item (IKI)
Fig. 1. Innovation Knowledge Item (IKI)
2.3 Implications on application design
What implications do the constructs of subject and Innovation Knowledge Item
(IKI) impose on application design?
An IKI is principally independent from status, but an integrative object, it can
serve as input for structured processes (implementing innovation methodologies) as
well as for further ad hoc development of the subjects considered by the IKI. Ideally,
all knowledge required is contained already in the relationships of the IKI (which
however depends on the innovation methodology followed).
Regarding issues of migration, respectively mapping of knowledge structures, the
IKI provides the relevant relations to existing knowledge structures of involved
subjects. Those relations, or the related data respectively, will serve as inputs to an
innovation methodology’s systematic procedure. Eventually, further knowledge will
be created during application of an innovation methodology, and additional attributes
and content will be created within or in addition to the related subjects’ data structures
(not in the existing entries).
During innovation activities, there might also arise the need to extend, or to limit
knowledge structures handled within an innovation activity: In parallel to the
argumentation above, the construct of subject allows, within a specific application, to
relate to only those attributes of subjects, which are relevant. Subject attributes can be
added as imposed by the particular activity/methodology (added to the subjects, not
the entries), because subject attributes can be extended.
Proceedings of CAiSE Forum 2009 82
2.4 Implications on integration of applications
What consequences can now be drawn from the presented constructs for the
integration of ICT applications for innovation management in manufacturing
networks? A principle architectural structure for interoperation of ICT applications,
can distinguish in between Basic Innovation Services, and services implementing
innovation methods, Professional Innovation Services, as outlined in Figure 2.
Innovation Knowledge Items (entries relying on subjects) provide the basic constructs
to transfer knowledge structures and to give procedural support to configuration of
dedicated innovation methods. As an exemplary case, an IKI A, which might have
been created as part of an ad hoc activity (Basic Innovation Service), is put into the
context of a concrete innovation method (e.g. QFD), and is thus constituting a new
item IKI A*, which is configuring the corresponding Professional Innovation Service
(IKI A IKI A*). On the contrary, linking back from a Professional Innovation
Service is always enabled through the IKI construct allowing for entry creation
independent from process (work flow) structures.
Professional Innovation
Services IKI A*
methodology‐specific
configuration
Basic Innovation Services
IKI A
Fig. 2. Architecture principle of ICT application interoperation in innovation management
3 Experiences from practical implementations
The constructs of subjects and IKIs have been implemented in our applied research
work in form of relational data base structures. The described Basic Innovation
Services as well as a number of Professional Innovation Services have been
implemented as work flow-based applications on an e-collaboration platform, making
use of the presented constructs.
Within eight cross-sectoral manufacturing networks of SMEs (with around five
partners each), these applications are currently in use in an industrial environment,
with each network pursuing its own innovation objective (e.g. development of new
products, or manufacturing/material testing processes). The “subjects” created so far
within the implemented applications are representing various new unprecedented data
structures, especially in the area of hybrid textile materials, which are used for
applications in a couple of different sectors (medical devices, automotive, aerospace
and others). The developed approach supports the seamless transition from ad hoc to
“determined”, i.e. methodologically supported activities. Integration efforts are
hereby considerably reduced, which allows for application in an SME networking
context.
Proceedings of CAiSE Forum 2009 83
The basis application realizing the described constructs for Basic Innovation
Services is the Innovation Project Management (IPM) application, which allows for
collaborative documentation, discussion (e.g. issues tracking), project management
(e.g. task management), and further functionalities. It provides work flow support for
ad hoc innovation activities.
Currently, the number of applications regarding Professional Innovation Services,
as distinct applications for systematic innovation management methods, is extended,
covering at this moment applications for Quality Function Deployment (QFD),
Failure Mode and Effects Analysis (FMEA), Product Potential Analysis (PPA) and
diverse functionalities for Life Cycle Analysis (LCA) and Intellectual Property Rights
Management (IPR).
4 Summary
In this paper we have presented an approach promoting an integrative design of
ICT applications for innovation management in cross-sectoral manufacturing
networks. The construct of subjects returns to the very roots of innovation activities,
and allows for the creation of Innovation Knowledge Items (IKIs) helping to recapture
the sequence of performed innovation activities. The constructs provide a basis for
integration of Basic as well as Professional Innovation Services. Further research is
required on tracing back and understanding the context of ad hoc innovation
activities.
Acknowledgments. Part of this work was conducted in the context of the
AVALON SME-IP project co-funded by the European Commission under the 6th
Framework Programme (NMP2-CT-2005-515813-2).
5 References
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Chakrabarti, A.K., Hauschildt, J. (eds.), The Dynamics of Innovation: Strategic and
Managerial Implications. Springer, Berlin, pp. 7--26 (1999)
2. Bröring, S.: The Front End of Innovation in Converging Industries: The Case of
Nutraceuticals and Functional Foods. Gabler, Wiesbaden (2005)
3. Davenport, T.H., Leibold, M., Voelpel, S.: Strategic Management in the Innovation
Economy: Strategy Approaches and Tools for Dynamic Innovation Capabilities. Wiley,
Erlangen (2006)
4. Markides, C.C., Anderson, J.: Creativity is not enough: ICT enabled strategic innovation.
European Journal of Innovation Management, ABI/INFORM Global, 9, 2, pp. 129—148
(2006)
5. AVALON (Integrated Project for SMEs), European Commission, Directorate G - Industrial
Technologies, Thematic Priority 3: NMP, 6th FP, NMP2-CT-2005-515813-2,
http://www.avalon-eu.org
6. Coad, P., Yourdon, E.: Object Oriented Analysis. Prentice Hall, Englewood Cliffs (NJ),
(1989)
Proceedings of CAiSE Forum 2009 84