Vlerick Expertise in Innovation Management

Innovation is at the top of corporate agendas, yet, remains a challenge. Companies struggle to remain leaders in their markets, often ceding leadership to industry outsiders. It’s often difficult to find the right balance between entrepreneurial and corporate approaches to innovation.

Within the domain of Innovation Management we specialise in corporate innovation management, in which we research and teach how to design and implement innovation strategy in corporate organisations and entrepreneurial innovation, where the focus is on the step-by-step transformation of an idea into a marketable product or service, and on the critical analysis of the commercial feasibility of business propositions. In addition to our long- and short-term programmes, we also offer companies and organisations our research expertise. Collaboration with our experts is possible in several forms: research partnerships or shorter projects for research and advice.

Below, you will find recent research results through management articles, podcasts or video messages. For your inspiration!

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  1. Capture the value you deserve

    The latest collaborative piece of research undertaken by PwC and Vlerick focuses on how companies engaged in ‘B2B2C’ relationships manage the power game with their channel partners. It questions how suppliers can reinvent their relationship with channel partners to spur profitable growth.

  2. The importance of cross-industry innovation in an inspiration-driven economy

    Whereas the growth of our economy used to be determined by efficiency, these days it is mostly driven by inspiration and creativity. Very often, it is not enough for companies to keep looking within the confines of their own company or even their own branch of industry. On behalf of Flanders DC, Vlerick Business School therefore examined what makes cross-industry innovation successful. In addition, the study was recently translated into the new, practical online tool innovatiefsamenwerken.be.

  3. 3D printing: a laboratory for business model research

    What should established companies do when an innovative – and potentially disruptive – new technology appears on the scene? Vlerick Business School and Sirris collaborated to develop a framework linking technology and business models. When applied to the subject of 3D printers, their model led to a number of surprising insights.

  4. Looking to economise on scientific research? Bad idea.

    “Innovation policy doesn’t always place sufficient emphasis on scientific research,” according to Professor Bart Leten. “It’s often assumed that education is the main way that knowledge institutions can affect the innovative performance of local businesses.” But is that really the case? Together with two colleagues, he has shown that scientific research does indeed support industrial innovation activities.

  5. What drives regional innovation in the EU?

    Prof Leo Sleuwaegen and researcher Priscilla Boiardi have published a paper that analyses EU regional patenting activity − a strong indicator of regional innovation − within a system of creative change driven by 4 fundamental factors: institutions, intelligence, infrastructure, and inspiration. Prof Leo Sleuwaegen: “We developed this paper from research that we conducted for the Flanders District of Creativity. In brief, we were investigating what makes regions creative in terms of innovation, and how Flanders is performing benchmarked against all the other regions in the EU.

  6. Open innovation demands a tailor-made approach

    Does open innovation really live up to our expectations? Do open innovation projects actually lead to better financial performance? “In a nutshell, yes,” replies Professor Bart Leten “provided that they are managed in the right way”. Along with two colleagues, he has published one of the first large-scale analyses of the financial profitability of open innovation projects. A distinction is made between projects undertaken in collaboration with academic partners (science-based partnerships) and those undertaken in collaboration with customers and suppliers (market-based partnerships).

  7. The effect of strategic industry factor innovation on incumbent reaction, survival and performance

    An industry is in constant evolution. Competitors, innovators, or other industry stakeholders can introduce new (hitherto ‘unknown’) resources or capabilities that increase the basis of competition in an industry. This is called strategic industry factor innovation. However, there are also strategic industry factor innovations associated with ‘known’ resources and capabilities. These new combinations of existing, ‘known’ resources and capabilities can also be difficult for incumbents to respond to.

  8. intellectual property

    Good governance of Intellectual Property positively influences the success of innovation ecosystems

    How can an IP-based orchestration model be instrumental in the success of an innovation ecosystem? Vlerick Professor Bart Leten and colleagues developed insights into this issue by studying IMEC, a nano-electronics research institute headquartered in Belgium. They discovered that the governance of IP positively influences the success of innovation ecosystems, as it determines the value appropriation potential for all of the ecosystem partners.

  9. co-creation

    Get ready for a co-creative economy

    In an increasingly dynamic marketplace – characterised by demanding customers, increased competition, and economic downturns – companies are starting to engage their customers in innovating their services and creating value. This doctoral dissertation provides insight into the conditions under which firms and their stakeholders can benefit from value co-creation. It also provides a unifying value co-creation framework and presents the implications of this framework for business practitioners who are interested in value co-creation as a customer engagement strategy.

  10. Open Services Innovation: Co-creating new services with partners and customers

    ‘Open innovation’ assumes that organisations should use external ideas as well as internal ideas to design and develop new products and services. And companies that provide services, and whose customers are very often already part of the service-creation process, are especially well-suited to reaping the benefits of the open innovation model.

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