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The Exploration Activity's Added Value into the Innovation Process

Author

Listed:
  • Hela Chebbi

    (EDC - EDC Paris Business School)

  • Dora Yahiaoui

    (Métis Lab EM Normandie - EM Normandie - École de Management de Normandie)

  • A. Thrassou

    (University of Nicosia)

  • Demetris Vrontis

    (University of Nicosia)

Abstract

This article responds to the lack of research on the way a new idea is transformed into a market-accepted new product. Through non-participant observation and multiple interviews, an empirical investigation within a large French telecommunications operator (OPERACOM), shows that companies should integrate an exploration activity into the innovation process. In order to facilitate its implementation by managers, the research proposes a synthesis of features, comprising the exploration axes/criteria (technology, client use and business value), the participants (clients/creative users, designers, partners...), the organisational system (exploration centre, core team), the governance as well as the added value of the activity. The paper further combines theoretical findings with empirical data to identify the managerial implications of the findings, as well as additional theoretical considerations. Copyright © 2013 Inderscience Enterprises Ltd.

Suggested Citation

  • Hela Chebbi & Dora Yahiaoui & A. Thrassou & Demetris Vrontis, 2013. "The Exploration Activity's Added Value into the Innovation Process," Post-Print hal-04470126, HAL.
    • Handle: RePEc:hal:journl:hal-04470126
    DOI: 10.1504/GBER.2013.053073
    as

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