The Exploration Activity's Added Value into the Innovation Process

Hela Chebbi, Dora Yahiaoui, A. Thrassou and Demetris Vrontis
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Hela Chebbi: EDC - EDC Paris Business School
Dora Yahiaoui: Métis Lab EM Normandie - EM Normandie - École de Management de Normandie = EM Normandie Business School
A. Thrassou: University of Nicosia
Demetris Vrontis: University of Nicosia

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Abstract: This article responds to the lack of research on the way a new idea is transformed into a market-accepted new product. Through non-participant observation and multiple interviews, an empirical investigation within a large French telecommunications operator (OPERACOM), shows that companies should integrate an exploration activity into the innovation process. In order to facilitate its implementation by managers, the research proposes a synthesis of features, comprising the exploration axes/criteria (technology, client use and business value), the participants (clients/creative users, designers, partners...), the organisational system (exploration centre, core team), the governance as well as the added value of the activity. The paper further combines theoretical findings with empirical data to identify the managerial implications of the findings, as well as additional theoretical considerations. Copyright © 2013 Inderscience Enterprises Ltd.

Keywords: Creativity; Exploration; Idea; Innovation; New product development; Telecommunications (search for similar items in EconPapers)
Date: 2013
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Published in Global Business and Economics Review, 2013, 15 (2-3), pp.265-278. ⟨10.1504/GBER.2013.053073⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04470126

DOI: 10.1504/GBER.2013.053073

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