Fraunhofer-Institut für Produktionsanlagen und Konstruktionstechnik IPK

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Intellectual Capital-Driven Technology and Innovation Management

2017 , Galeitzke, M. , Steinhöfel, E. , Orth, R. , Kohl, H.

The significance of intangible resources with regard to business success in general has evidently increased. This paper aims to draw conclusions on a broad empirical basis with regard to internal drivers of innovation and related differences between manufacturing and service enterprises. Measures to improve the enterprises' innovation capability are studied on the basis of 38 intellectual capital statements. Furthermore, the data gained from a large scale survey among more than 1000 enterprises is analyzed with regard to product as well as process innovation. In subsequence, the results of both analyses are matched and compared.

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Strategic intellectual capital management as a driver of organisational innovation

2015 , Galeitzke, M. , Steinhöfel, E. , Orth, R. , Kohl, H.

The significance of intangible resources for business success has evidently increased. Analyses have indicated some intellectual capital factors as the most prominent and important, yet the impact on the intra- and inter-organisational innovation ecosystems has not been analysed thoroughly. This contribution seeks to close this gap and draw conclusions with regard to drivers of innovation and related differences between manufacturing and service enterprises. The analysis of the correlation between intellectual capital and innovation capabilities allows statements regarding those intellectual capital factors, onto which enterprises should focus to foster innovation. The qualitative content-related analysis of the 38 intellectual capital statements of German enterprises with regard to new and different types of innovation management methodologies allows the identification of existing gaps in intellectual capital management.

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Strategic intellectual capital management as a driver of organisational innovation

2014 , Kohl, H. , Galeitzke, M. , Steinhöfel, E. , Orth, R.

Enterprises are facing transforming framework conditions that are manifesting on several levels. Increased competition from emerging markets, limited availability of resources as well as political and societal requirements with regard to the sustainability of enterprises' operations are only an extract of changing factors of influence. The capability to innovate has proven to be a strong competitive advantage and is to be assessed as a major success factor to limit the exposure to the intensified competitive (Schmeisser et. al. 2010), normative or even legal pressure especially for small and medium-sized enterprises. Design/methodology/approach - In order to identify and describe the interdependences between intangible resources, their management and innovation capabilities the principal terms are put into focus at first. Building up on the theoretical explanations and taking the management method "Intellectual Capital Statement - Made in Germany" as a starting point the interdependencies between intellectual capital and product innovation as well as process optimisation and innovation are analysed. Within this article the interdependences between the standard intellectual capital factors are investigated with regard to product and process innovation on the basis of 38 Intellectual Capital Statements of German enterprises. Originality/value - The significance of intangible resources for business success has evidently increased and may in some cases already be assessed as higher than the impact of tangible resources. Analyses have indicated some intellectual capital factors as the most prominent and important, yet the impact on the intra- and inter-organizational innovation ecosystems has not been analysed thoroughly. Although the most important factors of intellectual capital are identified, the specific drivers for innovation have not been investigated. This paper seeks to close this gap and draw meaningful conclusions with regard to drivers of innovation and related differences between manufacturing and service enterprises. Practical implications - The analysis of the correlation between intellectual capital and innovation capabilities allows statements regarding the intellectual capital factors, onto which enterprises should be focused in order to foster innovation. The qualitative content-related analysis of the 38 intellectual capital statements with regard to the consideration of new and different types of innovation management methodologies allows the identification of existing gaps in intellectual capital management. The close examination of the framework of new types of innovation and cross-reference to practical interdependences shall establish the theoretical basis for future case studies with enterprises that have the objective of establishing new types of innovation to continue this very research.

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Holistic approach for human resource management in Industry 4.0

2016 , Hecklau, F. , Galeitzke, M. , Flachs, S. , Kohl, H.

To cope with knowledge and competence challenges related to new technologies and processes of Industry 4.0 new strategic approaches for holistic human resource management are needed in manufacturing companies. Due to the continuous automation of simple manufacturing processes, the number of workspaces with a high level of complexity will increase, which results in the need of high level of education of the staff. The challenge is to qualify employees to shift their capacities to workspaces with more complex processes and ensure the retention of jobs in changing working environments. A strategic approach for employee qualification is described in this contribution.

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Sustainable corporate development measured by intangible and tangible resources as well as targeted by safeguard subjects

2015 , Orth, R. , Scheumann, R. , Galeitzke, M. , Wolf, K. , Kohl, H. , Finkbeiner, M.

The needed shift towards sustainable development in existing business processes can be achieved through the combination of the capital based approach and the life cycle sustainability assessment. This contribution performs an analysis and selection of assessment tools and indicators regarding the resources used in organisational processes and the life cycle of the products or services to measure the potential impacts on the environment and society. The relevance of intangible capital to improve the organisational sustainability performance as well as the expansion of the traditional dimensions of sustainability with the target of the six safeguard subjects: human health, social justice, ecosystem quality, financial stability, resource availability and man-made environment are integrated into a conceptual framework. This approach allows the development and implementation of strategies towards sustainable corporate development through a recommendation-based framework.

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Sustainability incubators

2013 , Kohl, H. , Orth, R. , Galeitzke, M.

Combining the strength of small and medium-sized enterprises to operate and innovate in networks and the guidance of a sustainability incubator is an application-oriented solution to the described mission to progress the sustainable development from the private sector. The beneficial framework conditions for the enterprise network and the direction predetermined by the objective of the sustainability incubator are an initial step towards this imperative. Supporting the small and medium-sized enterprises of the manufacturing sector is an essential economic policy to underline the sustainable development of almost any economy. The provision of education, employment and economic added value are substantial contributions of these enterprises. The knowledge of the enterprises and thereby the capabilities of the personnel within the network are utilized to create services and products in an effective and efficient way enabling the increase of sustainability performance of the individual enterprises. The strong and innovative network that is coordinated by the sustainability incubator benefits of the systematic management of the success factors and their utilization and gains potential to increase its innovation activities in regard to environmental and social determination factors. The division corporate management of the Fraunhofer Institute for Production Systems and Design Technology (IPK) has gathered experience in both the provision of knowledge management solutions as well as the research regarding knowledge management in networks to increase sustainability. Furthermore the development of new methodologies for the measurement and evaluation of the sustainability performance of SME is an essential aspect of its research and development activities. As part of the future research, a case study with a network of collaborating SMEs is intended that utilizes the learning about small scale enterprises and incubators, the strategic and implementation planning of science and technology parks as well as the comprehensive understanding of national innovation systems.

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Fostering organisational innovation through intellectual capital management

2015 , Galeitzke, M. , Steinhöfel, E. , Orth, R. , Kohl, H.

Knowledge and innovation have always played a crucial role in economic and social development (Kefala, 2010). As enterprises are facing constantly transforming framework conditions knowledge and innovation continue to gain importance in research and practice as means to realise sound economic, social and ecologic development. As mere product or incremental process innovations are neither a guarantee for success nor sufficient to cope with the emerging information, knowledge and time-competition (Stern and Jaberg, 2010) and as business model innovation has received increasing attention in times of change (Chesbrough, 2010; Amit and Zott, 2010) the latter shall be investigated complementarily. Design/methodology/approach - Building up on the results of previous research (Kohl et al., 2014) derived measures to improve the enterprises' innovation capability are analysed on the basis of 38 Intellectual Capital Statements. Furthermore, the data gained from a large scale survey among more than 1000 enterprises is analysed with regard to product as well as process innovation and are matched with the results gained from the analysis of the 38 ICS. Originality/value - The significance of intangible resources with regard to business success in general has evidently increased and may in some cases already be assessed as higher than the impact of tangible resources (Mertins et al., 2011; Kohl et al., 2014). This paper aims to draw conclusions on a broad empirical basis with regard to internal drivers of innovation and related differences between manufacturing and service enterprises. Practical implications - The analysis of the direct and indirect correlations between intellectual capital and innovation capabilities and the empirical foundation of these correlations allows sound statements regarding those intellectual capital factors, that should be focused by service and manufacturing enterprises to foster innovation. The examination of literature on intellectual capital and business model innovation builds the theoretical basis for future research with regard to those aspects and may show possible avenues for integrating business model innovation and intellectual capital management.

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Support of innovation networks in manufacturing industries through identification of sustainable collaboration potential and best-practice transfer

2015 , Kohl, H. , Orth, R. , Riebartsch, O. , Galeitzke, M. , Cap, J.-P.

The increasing global competition within today's manufacturing industries is confronting organizations with interdisciplinary challenges that require intellectual expertise and innovative technological solutions in various knowledge areas. Research organizations and manufacturing companies can improve their overall performance by bundling expertise in collaborative innovation networks. For this purpose a systematic Benchmarking approach has been developed by Fraunhofer IPK to match the competencies and capacities within a pool of organizations in order to facilitate a sustainable cooperation in terms of resources, customers and R&D topics. Furthermore, a KPI-based identification of best performing network-partners allows an initiation of Best-Practice transfers to gain sustainable competitive advantages for the whole network. Based on a methodological approach, the identification of collaboration potentials and Best-Practices is supported by software tools that visualize the results in an understandable and applicable way.

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