Features of introducing budgeting for different models of innovation processes: a framework review
-
DOIhttp://dx.doi.org/10.21511/ppm.18(3).2020.28
-
Article InfoVolume 18 2020, Issue #3, pp. 338-349
- Cited by
- 1154 Views
-
305 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Innovation processes are vehicles of growth and, therefore, require effective management systems. These circumstances raise the question of how a particular innovation process model influences the features of budgeting implementation at the enterprise. The article aims to figure out the main provisions, which profoundly impact using budgeting for particular innovation process models. Methodologically, this article reviews theoretical approaches and practical basis on innovation process models and peculiarities of using budgeting in this area. Authoritative sources on these issues and the search covering 43 years were observed. This study was also based upon the secondary research data provided by international institutions, such as consulting companies, which help to reveal theoretical foundations and extensive experience in using budgeting practices on innovative companies around the world. Thus, the following statements were identified: an interconnection between the innovation process model and the creation of business units that become budgeting points; specific innovation process models require stage-based budgeting; particular innovation process models demand greater budgeting flexibility. Investigation of these statements led to the discovery: innovation processes models, which require being closed within business units and others that can demand to be more separated; models that are more in need of milestone budgeting; nature of influence flexibility on the efficiency of innovation. The demonstrated findings on features of using budgeting for particular innovation process models can help executives reconsider the existing systems to increase its efficiency.
- Keywords
-
JEL Classification (Paper profile tab)D24, G31, O31, O32
-
References44
-
Tables1
-
Figures1
-
- Figure 1. How innovation efforts are funded
-
- Table 1. Stages of development of innovation process models
-
- Andersen, N., Boersch, Dr. A., & Blohmke, Dr. J. (2019). A Deloitte survey on European companies and how digital technologies can strategically enhance innovation.
- Asogwa, I. E., & Etim, O. E. (2017). Traditional Budgeting in Today’s Business Environment. Journal of Applied Finance & Banking, 7(3), 111-120.
- Bange M. M., & Bondt, W. F. M. (1998). R&D budgets and corporate earnings targets. Journal of Corporate Finance, 4, 153-184.
- Barsh, J., Capozzi, M., & Mendonca, L. (2007). How companies approach innovation: A McKinsey Global Survey.
- Berkhout, G., Hartmann, D., & Trott, P. (2010). Connecting technological capabilities with market needs using a cyclic innovation model. R&D Management, 40(5), 474-490.
- Blomqvist, K., Hara, V., Koivuniemi, J., & Äijö, T. (2004). Towards networked R&D management: the R&D approach of Sonera Corporation as an example. R&D Management, 35(5), 591-603.
- Brook, J. W., & Pagnanelli, F. (2014). Integrating sustainability into innovation project portfolio management – A strategic perspective. Journal of Engineering and Technology Management, 34, 46-62.
- Chen, J., Yin, X., & Mei, L. (2018). Holistic Innovation: An Emerging Innovation Paradigm. International Journal of Innovation Studies, 2(1), 1-13.
- Chesbrough, H. W. (2003). Open innovation: the new imperative for creating and profiting from technology. Harvard Business School Publishing Corporation.
- Chiesa, V., Frattini, F., Lamberti, L., & Noci, G. (2009). Exploring management control in radical innovation projects. European Journal of Innovation Management, 12(4), 416-443.
- CIMA. (2007). Beyond Budgeting.
- Cooper, R. G. (1990). Stage-gate systems: A new tool for managing new products. Business Horizons, 33(3), 44-54.
- Cooper, R. G. (2008). The Stage-Gate Idea-to-Launch Process–Update, What’s New, and NexGen Systems. The Journal of Product Innovation Management, 25(3), 213-232.
- Dunk, A. S. (2011). Product innovation, budgetary control, and the financial performance of firms. The British Accounting Review, 43(2), 102-111.
- Galanakis, K. (2002). The ‘Creative Factory’ An Innovation Systems Model Using a Systems Thinking Approach.
- Hansen, St. C., Otley, D. T., & Van der Stede, W. A. (2003). Practice developments in budgeting: An overview and research perspective.
- Hippel, E. (1977). A customer-active paradigm for industrial product idea generation.
- Hope, J., & Fraster, R. (2003). Beyond budgeting: How managers can break free from the annual performance trap. Harvard Business School.
- Hud, M., & Rammer, Ch. (2015). Innovation Budgeting Over the Business Cycle and Innovation Performance.
- Interdepartmental Committee on Science, Technology and Innovation of Ireland. (2015). Excellence talent impact. Ireland’s strategy for research and development, science and technology.
- King, R., Clarkson, P. M., & Wallace, S. (2010). Budgeting practices and performance in small healthcare businesses. Management Accounting Research, 21, 40-55.
- Kline, St. J., & Rosenberg, N. (1986). An overview of innovation.
- KPMG. (2019). Benchmarking innovation impact 2020.
- Libby, Th., & Lindsay, R. M. (2010). Beyond budgeting or budgeting reconsidered? A survey of North-American budgeting practice. Management Accounting Research, 21, 56-75.
- Lin, W. Th., & Vasarhelyi, M. A. (1980). Accounting and financial control for R&D expenditures. Studies in the Management Sciences, 15, 199-213.
- Manceau, D., & Morand, P. (2014). A few arguments in favor of a holistic approach to innovation in economics and management. Journal of Innovation Economics & Management, 15, 101-115.
- Marginson, D., & Ogden, S. (2005). Budgeting and innovation: Do budgets stifle creativity? Financial Management, 29-31.
- Marginson, D., Ogden, S., & Frow, N. (2006). Research report. Budgeting and innovation. Complements or contradictions?
- Nobelius, D. (2003). Towards the sixth generation of R&D management. International Journal of Project Management, 22(5), 369-375.
- O’Mahony, J., & Lyon, J. (2015). Planning, Budgeting and Forecasting. An eye on the future.
- Paraponaris, C. (2003). Third generation R&D and strategies for knowledge management. Journal of Knowledge Management, 7(5), 96-106.
- Pennetier, Ch., Girotra, K., & Mihm, J. (2018). R&D Spending: Dynamic or Persistent?
- Preez, N., & Louw, L. (Eds.). (2008). A framework for managing the innovation process. PICMET ‘08 - 2008 Portland International Conference on Management of Engineering & Technology, 546-558.
- Preez, N., Louw, L., & Essmann, H. (2009). An Innovation Process Model for Improving Innovation Capability. Journal of High Technology Management Research, 17, 1-24.
- Rothwell, R. (1994). Towards the fifth-generation innovation process. International Marketing Review, 11(1), 7-31.
- Shelton, R., & Percival, D. (2013). Breakthrough innovation and growth.
- Simons, R. (2005). Levers of organization design: how managers use accountability systems for greater performance and commitment. Harvard Business School Publishing.
- Tănase, G. L. (2013). An Overall Analysis of Participatory Budgeting Advantages and Essential Factors for an Effective Implementation in Economic Entities. Journal of Eastern Europe Research in Business and Economics, 1-12.
- Thompson, N., Bonnet, D., & Ye, I. Y. (2018). The Foundations of Corporate Innovation in the Digital Age.
- Trott, P. (2005). Innovation management and new product development (3rd ed.). Pearson Education Limited.
- Van der Duin, P., Ortt, R., & Kok, M. (2007). The Cyclic Innovation Model: A New Challenge for a Regional Approach to Innovation Systems? European Planning Studies, 15(2), 195-215.
- Verworn, B., & Herstatt, C. (2002). The innovation process: an introduction to process models.
- Wallander, J. (1999). Budgeting – an unnecessary evil. Scandinavian Journal of Management, 15, 405-421.
- Zamfir, M. (2015). The pros and cons of budgeting system within economic entities. Bulletin of the Transilvania University of Brasov, 8(57), 183-192.