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DTI CIS Users Group Meeting

Future of the UK Innovation Survey An Innovation Management Researcher’s Perspective Ammon Salter Innovation Studies Centre Tanaka Business School. DTI CIS Users Group Meeting. Personal perspective. Complex and subtle link between managerial choice and innovative performance

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DTI CIS Users Group Meeting

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  1. Future of the UK Innovation SurveyAn Innovation Management Researcher’s PerspectiveAmmon SalterInnovation Studies CentreTanaka Business School DTI CIS Users Group Meeting © Imperial College London

  2. Personal perspective • Complex and subtle link between managerial choice and innovative performance • Managerial choices – sources of ‘dynamic capabilities’ • Innovation and corporate strategy • New product development process • Organisational design and routines • Relationship to external environment – ‘distributed innovation systems’ or ‘open innovation’ • Processes commercialisation of new innovations • Use and integration of different knowledge sources • Shaped by age, size and industry • Combination of methods • Case studies – fly-by interviews, in-depth cases, observation etc. • Statistical methods – CIS, Patent data, OECD STAN, Innovation databases, Ad-hoc surveys etc. © Imperial College London

  3. Pavitt on Data and Theory in S&T • One danger is that improvement in databases in scientific and technological activities will greatly increase the emphasis given to the professionally safe option in academic careers; namely, regression analysis to test established theories. This would be a pity, since new theories emerge from new data (Pavitt, 1998, emphasis added). © Imperial College London

  4. Status of CIS • Popular - gaining acceptance in academic and policy communities • Flexible - used by different communities • Powerful – opportunity to better understand innovation processes • Open – access enabled different perspectives • Persistent – embedded in policy and academic communities • Bountiful – new links between innovation and firm behaviour © Imperial College London

  5. Problems • Poor fit with previous research • Start-up variable • Overly focused on innovative outcomes not managerial choices • ‘Effects’ vs. ‘objectives’ • Hard and soft measures • The ‘phony’ war – false sense of tangibility • Breadth and depth • E-commerce questions • U-I links • Common method bias • Performance data collected at the same time as explanatory variables • Stand alone • Connection to production statistics • Other ONS surveys – R&D data, e-commerce etc. © Imperial College London

  6. Issues for discussion • What should be kept for purposes of consistency and what should be improved? • What is the balance between innovative ‘output’ and managerial choice? • What is the UK ‘distinctive’ perspective? © Imperial College London

  7. Retain Sources of ideas Appropriability Performance questions Drop Use of government programmes Other major changes E-commerce Some innovation expenditure variables Modernising the CIS? Revise • Innovation co-operation • Start-up variable • Effects of innovation • Core innovation expenditure variables Add • University-industry links • Organisational change • Competitive environment • Links to other data sets © Imperial College London

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