The regression analysis both for team and senior management commitment
constructs showed nearly similar results, 15 and 14 percent respectively. Necessary to
point out, that the average score for the team construct was M=4, 08. These results are
in the line of early studies that point out the role of team organization. Thus, many
authors pay attention to that fact, that proper organized team consists of multifunctional
specialists, team members trust each other, can communicate and coordinate well. Such
team organization could be more effective in developing and decision-making process
(Peltokorpi & Hasu, 2014; Somech & Drach-Zahavy, 2013). The average result for senior
management commitment was 3, 59, not very low, but not very high. This indicates, that
executive management between Icelandic IT firms could be more active to involve in front
end of innovation activities. Active senior management participation in the front end of
innovation activities in turn could stimulate Innovation capacity and the front end of
innovation performance (Daellenbach & McCarthy, 1999; De Jong & Den Hartog, 2007;
To sum up, the collected data analysis confirmed that the following organizational
attributes are positively related to the FEI performance: innovation strategy, innovation
culture, senior management commitment and team. Moreover, given constructions
model explains 45, 1% outcome of the front end of innovation performance (see Fig.13).
These positive relationships between organizational attributes and the front end of
innovation performance also support previous studies (De Jong & Den Hartog, 2007;
Lafley & Charan, 2010), which emphasize the importance of the holistic approach into the
managing the front end of innovation activities. The holistic approach first and foremost
requires an efficient linkage between corporative strategy, new product or service
strategy and decision-making concerning the product specifications (Khurana &
Rosenthal, 1998; Lafley & Charan, 2010). This linkage could be achieved through the
integration of all such essential elements as the development of the new product
strategy, planning and development of new product concept, portfolio, financial and
human resources planning into the corporative business running process (Lafley &
Charan, 2010). In over words, success in the innovation process could be attained through
the integration and support of all the core elements of the Innovation organization,
namely corporative vision, innovative strategy, innovative culture, senior management
commitment in reviews and decision making, teams' organization. Both structure
attributes and process organization have to be seen as essential elements for the front
end of innovation activities (Koen et al., 2002).
45 % of variance
The given research provides some potentially useful managerial implications within
the front end of innovation activities. First, it is emphasizing the important role of
organizational attributes contributing to the front end of innovation performance.
Second, from the managerial point of view, it could help to improve the front end of
innovation activities in order to achieve a higher performance in the innovation process.
There are also some possible limitations of this research. The research sample size was
just 111 and larger sample size could be more representative. The data was collected just
from Icelandic companies. Considering the impact of the Icelandic culture, another
dataset between the companies in the other markets could have another result. The
majority of the organizations participated in the survey were small-and medium-sized
companies (69, 4%). Thus, the larger proportion of the big companies could also have an
impact on the research results.
a. Predictors: (Constant), Leadership_total, Strategy_total, Team_total,
b. Dependent Variable: Total_performance
Dear Sir/ Madam
This survey will take approximately 3-5 minutes of your time and aimed at studying
factors which are relevant for the first phase of the Innovation process, sometimes
referred to as the Front End of Innovation or FEI.
In this research, a product development project relates to the development of new
products/ services which the company offers to its clients.
Based on your last new product/service development project, please answer the
following questions. For each statement, please check whether you strongly disagree,
disagree, neither degree nor disagree, agree, strongly agree.
The answers will not be traced to individuals and will be confidential.
Alesya Alexandersdóttir (email@example.com)
1-5 projects/ year
5-10 projects/ year
10-15 projects/ year
15-20 projects/ year
More than 20 projects/ year
Longer than 24 months
Age in years.
Number of years with the organization.
How many employees does your company have?
250- and more
Adams, R., Bessant, J., & Phelps, R. (2006). Innovation management measurement: A
Adner, R. (2006). Match your innovation strategy to your innovation ecosystem. Harvard
Business Review, 84(4), 98.
Ahmed, P. K. (1998). Culture and climate for innovation. European Journal of Innovation
Alam, I. (2006). Removing the fuzziness from the fuzzy front-end of service innovations
through customer interactions. Industrial Marketing Management, 35(4), 468-
480. doi: http://dx.doi.org/10.1016/j.indmarman.2005.04.004
Anderson, N., Hardy, G., & West, M. (1992). Management Team Innovation. Management
Decision, 30(2), 17.
Angel, R. (2006). Putting an innovation culture into practice. Ivey Business Journal, 70(3),
Anja Cotic, S., & Prodan, I. (2008). How Internal and External Sources of Knowledge
Anthony, S. D., Eyring, M., & Gibson, L. (2006). Mapping your innovation strategy. Harvard
Business Review, 84(5), 104.
Antikainen, M. J., & Vaataja, H. K. (2010). Rewarding in open innovation communities–
how to motivate members. International Journal of Entrepreneurship and
Innovation Management, 11(4), 440-456.
Axtell, C., Holman, D., & Wall, T. (2006). Promoting innovation: A change study. Journal
Bates, D. M., & Watts, D. G. (1988). Nonlinear regression: iterative estimation and linear
Beaume, R., Maniak, R., & Midler, C. (2009). Crossing innovation and product projects
management: A comparative analysis in the automotive industry. International
Jeffries, R. (2001). Manifesto for agile softenware development.
Bertels, H. M., Kleinschmidt, E. J., & Koen, P. A. (2011). Communities of Practice versus
Organizational Climate: Which One Matters More to Dispersed Collaboration in
the Front End of Innovation?*. Journal of Product Innovation Management, 28(5),
Bessant, J., & Tidd, J. (2007). Innovation and entrepreneurship: John Wiley & Sons.
Boeddrich, H.-J. (2004). Ideas in the Workplace: A New Approach Towards Organizing the
Fuzzy Front End of the Innovation Process. Creativity & Innovation Management,
13(4), 274-285. doi: 10.1111/j.1467-8691.2004.00316.x
Boer, H., Caffyn, S., Corso, M., Coughlan, P., Gieskes, J., Magnusson, M., . . . Stefano, R.
(2001). Knowledge and continuous innovation The CIMA methodology.
International Journal of Operations & Production Management, 21(4), 490-504.
Boer, H., & Gertsen, F. (2003). From continuous improvement to continuous innovation:
a (retro)(per) spective. International Journal of Technology Management, 26(8),
Bonner, J. M., Ruekert, R. W., & Walker, O. C. (2002). Upper management control of new
product development projects and project performance. Journal of Product
Brem, A., & Voigt, K.-I. (2009). Integration of market pull and technology push in the
corporate front end and innovation management—Insights from the German
Insights for Research and Management. Journal of Product Innovation
Bryman, A. (2012). Social research methods: Oxford university press.
Buckley, P. J., & Hashai, N. (2014). The role of technological catch up and domestic market
growth in the genesis of emerging country based multinationals. Research Policy, 43(2),
423-437. doi: http://dx.doi.org/10.1016/j.respol.2013.11.004
Bygstad, B., & Lanestedt, G. (2009). ICT based service innovation – A challenge for project
management. International Journal of Project Management, 27(3), 234-242. doi:
Caraça, J., Lundvall, B.-Å., & Mendonça, S. (2009). The changing role of science in the
innovation process: From Queen to Cinderella? Technological Forecasting and
Carayannis, E., & Grigoroudis, E. (2014). Linking innovation, productivity, and
competitiveness: implications for policy and practice. The Journal of Technology
Transfer, 39(2), 199-218. doi: 10.1007/s10961-012-9295-2
Cassiman, B., & Veugelers, R. (2006). In search of complementarity in innovation strategy:
Internal R&D and external knowledge acquisition. Management science, 52(1),
mainstream and the evolutionary approaches. Technological Forecasting and
the role of educators. South African Journal of Education, 28(3), 321-333.
Chandy, R. K. (2003). Research as innovation: rewards, perils, and guideposts for research
and reviews in marketing. Journal of the Academy of Marketing Science, 31(3),
Chesbrough, H. (2004). MANAGING OPEN INNOVATION. Research Technology
Chesbrough, H. W. (2003). The Era of Open Innovation. MIT Sloan Management Review,
Chow, T., & Cao, D.-B. (2008). A survey study of critical success factors in agile softenware
projects. Journal of Systems and Softenware, 81(6), 961-971. doi:
Claver, E., Llopis, J., Garcia, D., & Molina, H. (1998). Organizational culture for innovation
and new technological behavior. The Journal of High Technology Management
Clercq, D. D., Menguc, B., & Auh, S. (2009). Unpacking the relationship between an
innovation strategy and firm performance: The role of task conflict and political
Cohen, J. (1992). A power primer. Psychological bulletin, 112(1), 155.
Cooper, R. G. (1983). A process model for industrial new product development.
Engineering Management, IEEE Transactions on(1), 2-11.
Cooper, R. G. (1983). A process model for industrial new product development.
Cooper, R. G. (1988). Predevelopment activities determine new product success.
Industrial Marketing Management, 17(3), 237-247.
Cooper, R. G. (2008). Perspective: The Stage‐Gate® Idea‐to‐Launch Process—Update,
What's New, and NexGen Systems*. Journal of Product Innovation Management,
Cottam, A., Ensor, J., & Band, C. (2001). A benchmark study of strategic commitment to
innovation. European Journal of Innovation Management, 4(2), 88-94.
Cronin, M. J. (2014). The Challenge of Innovation Top Down Innovation (pp. 1-12):
Crowne, K. A. (2008). What leads to cultural intelligence? Business Horizons, 51(5), 391-
399. doi: http://dx.doi.org/10.1016/j.bushor.2008.03.010
Daellenbach, U. S., & McCarthy, A. M. (1999). Commitment to innovation: The impact of
top management team characteristics. R&D Management, 29(3), 199.
Davenport, T. H. (2013). Process innovation: reengineering work through information
De Jong, J. P., & Den Hartog, D. N. (2007). How leaders influence employees' innovative
behaviour. European Journal of Innovation Management, 10(1), 41-64.
Dingsøyr, T., Nerur, S., Balijepally, V., & Moe, N. B. (2012). A decade of agile
methodologies: Towards explaining agile softenware development. Journal of