Research proposal on open innovation or discontinuous innovation

Background Innovations have sometimes been considered as routine parts of organisational operations. In this regard, new product developments or shifts in company functions are often done systematically and will result in better performance of what the company has been doing before.Advertising We will write a custom research paper sample on Research proposal on open innovation or discontinuous innovation specifically for you for only $16.05 $11/page Learn More However, once in a while, a company may make a revolutionary discovery that could dramatically alter the core function of the firm or even create a new industry in its place. These kinds of innovations are known as discontinuous innovations. The major challenge with discontinuous innovations is that their benefits cannot be easily detected. In fact, most organisations that have commissioned market researchers and consultants to investigate the degree of acceptance of their product have often found that those radical innovations posses very little public support (Christensen, 1997). A case in point was the fax machine invented by Xerox. When this firm commissioned market research on acceptability of their new product, they actually got negative ratings for it. If the administrators of this firm solely relied on the market sentiments at that time, then they would not have revolutionised the document imaging industry as we know it today. Not only do discontinuous innovations pose the latter challenge, it is likely that they may result in radical cannibalism. This term refers to the eventual elimination of old product and service offerings following the invention of a new form of technology. One such example is the discovery and growth of digital photography thus leading to the decline of chemical photography. Kodak Company has had to embrace digital photography which competed with its older product category i.e. chemical photography. It was a risk that had to be taken and eventu ally shrunk the market size of its former products. Furthermore, a discontinuous innovation may fulfil most of the functions that the previous technology could but may not always have the qualities that the previous invention had (Anthony, et. al., 2008). Given all these challenges, it is difficult to ascertain whether discontinuous innovations can translate into long term income growth.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Research questions An analysis of a discontinuous innovation’s perceptions by the public is essential in assessing its financial impact. How do firms deal with market research in order to understand consumer needs with regard to their new innovation? Waiting for discontinuous innovation to occur may minimise their likelihood of its occurrence hence its ability to generate revenue (Brentani, 2000). In what ways do managers make deliberate effor ts to inculcate a culture of discontinuous innovation that would cause new revenue streams. Organisational stakeholders are almost always likely to resist development of a disruptive technology. Which kinds of strategies can be utilised in minimising or avoiding resistance to these innovations so as to foster long term changes? Methodology In response to research question one, a case study analysis of previous discontinuous inventers will be done. Inventions such as Hewlett Placard’s inkjet printer, Xerox’s fax machine and Chrysler’s minivan will be analysed and each firm’s approach and dealings with market research will be done. Question number two will require an analysis of literature on change culture so as to curve out a pattern of discontinuous change innovation. Consequently, common approaches will be identified and expounded. For question number three interviews of managers from these three firms during the time of the innovations will be done so as to identity the various methods that individuals from these organisations used in order to foster disruptive change. References Christensen, C. (1997). The innovator’s dilemma: when disruptive technologies cause great firms to fail. Boston: Harvard business school press Brentani, U. (2000). Innovative versus incremental new business services: different keys for achieving success. Production innovation management, 3(18), 169-187 Anthony, S.. Sinfield, J., Johnson, M. Altman, E. (2008). Innovator’s guide to growth-putting disruptive innovation to work. Boston: Harvard business school press This research paper on Research proposal on open innovation or discontinuous innovation was written and submitted by user L1l1ana to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

The Inventors or Muckers Who Worked for Thomas Edison

The Inventors or Muckers Who Worked for Thomas Edison Already by the time he moved to Menlo Park in 1876, Thomas Edison had gathered many of the men who would work with him for the rest of their lives. By the time Edison built his West Orange lab complex, men came from all over the United States and Europe to work with the famous inventor. Often these young muckers, as Edison called them, were fresh out of college or technical training. Unlike most inventors, Edison depended upon dozens of muckers to build and test his ideas. In return, they received only workmens wages. However, the inventor said, it was not the money they want, but the chance for their ambition to work. The average work week was six days for a total of 55 hours. Nevertheless, if Edison had a bright idea, days at work would extend far into the night. By having several teams going at once, Edison could invent several products at the same time. Still, each project took hundreds of hours of hard work. Inventions could always be improved, so several projects took years of effort. The alkaline storage battery, for example, kept muckers busy for almost a decade. As Edison himself said, Genius is one percent inspiration and ninety-nine percent perspiration.   What was it like to work for Edison? One mucker said that he could wither one with his biting sarcasm or ridicule one into extinction. On the other hand, as electrician, Arthur Kennelly stated, The privilege which I had being with this great man for six years was the greatest inspiration of my life. Historians have called the research and development laboratory Edisons greatest invention. In time, other companies such as General Electric built their own laboratories inspired by the West Orange lab. Mucker and Famous Inventor Lewis Howard Latimer  (1848-1928) Although Latimer never worked directly for Edison at any of his laboratories, his many talents deserve special mention. The son of an escaped slave, Latimer overcame poverty and racism in his scientific career. While working for Hiram S. Maxim, a competitor with Edison, Latimer patented his own improved method to make carbon filaments. From 1884 to 1896, he worked in New York City for the Edison Electric Light Company as an engineer, draftsman, and legal expert. Latimer later joined the Edison Pioneers, a group of old Edison employees - its only African American member. Since he never worked with Edison at the Menlo Park or West Orange laboratories, however, he is not technically a mucker. As far as we know, there were no African American muckers.   Mucker and Plastics Pioneer: Jonas Aylsworth (18-1916) A gifted chemist, Aylsworth began working at the West Orange labs when they opened in 1887. Much of his work involved testing materials for phonograph recordings. He left around 1891 only to return ten years later, working both for Edison and in his own laboratory. He patented condensite, a mixture of phenol and formaldehyde, for use in Edison Diamond Disc records. His work with interpenetrating polymers came decades before other scientists made similar discoveries with plastics.   Mucker and Friend until the End: John Ott (1850-1931) Like his younger brother Fred, Ott worked with Edison in Newark as a machinist in the 1870s. Both brothers followed Edison to Menlo Park in 1876, where John was Edisons principal model and instrument maker. After the move to West Orange in 1887, he served as superintendent of the machine shop until a terrible fall in 1895 left him severely injured. Ott held 22 patents, some with Edison. He died only one day after the inventor; his crutches and wheelchair were placed by Edisons casket at Mrs. Edisons request.   Mucker  Reginald Fessenden  (1866-1931) Canadian-born Fessenden had been trained as an electrician. So when Edison wanted to make him a chemist, he protested. Edison replied, I have had a lot of chemists... but none of them can get results. Fessenden turned out to be an excellent chemist, working with insulation for electrical wires. He left the West Orange lab around 1889 and patented several inventions of his own, including patents for telephony and telegraphy. In 1906, he became the first person to broadcast words and music over radio waves.   Mucker and Film Pioneer: William Kennedy Laurie Dickson (1860-1935) Along with most of the West Orange crew in the 1890s, Dickson worked mainly on Edisons failed iron ore mine in western New Jersey. However, his skill as staff photographer led him to assist Edison in his work with motion pictures. Historians still argue over who was more important to the development of films, Dickson or Edison. Together, though, they accomplished more than they did on their own later. The fast pace of work at the lab left Dickson much afflicted by brain exhaustion. In 1893, he suffered a nervous breakdown. By the next year, he was already working for a competing company while still on Edisons payroll. The two parted bitterly the next year and Dickson returned to his native Britain to work for the American Mutoscope and Biograph Company.   Mucker and Sound Recording Expert: Walter Miller (1870-1941) Born in nearby East Orange, Miller started working as a 17-year-old apprentice boy at the West Orange lab soon after it opened in 1887. Many muckers worked here a few years and then moved on, but Miller stayed at West Orange his entire career. He proved himself in many different jobs. As manager of the Recording Department and Edisons primary recording expert, he ran the New York City studio where recordings were made. Meanwhile, he also carried on experimental recordings in West Orange. With Jonas Aylsworth (mentioned above), he earned several patents covering how to duplicate records. He retired from Thomas A. Edison, Incorporated in 1937.