Abstract
Innovation is recognised as a difficult domain to assess and to measure. Innovation indicators are necessary to characterise innovation dynamics and to assess the effects of public policies supporting innovation or, from a micro perspective, return on investment, including the creation of conditions conducive to research, development and innovation activities. Moreover, it is also important to observe the role of the different actors, whether companies, the main drivers of innovation, or other entities in the innovation system. At country level, research has highlighted the importance of analysing innovation performance. Also, several studies have focused approaches developed by international organisations, in particular the European Commission. Part I of this chapter relates to a macro-level perspective applied to innovation measurement. Companies are eager to develop and apply methodologies contributing to capture innovation results. A problem in innovation management is how to do it. A framework model was proposed and applied, considering three levels of evaluation of innovation activities and projects, following a Return on Investment approach. Part II of this chapter aims to analyse how companies are managing innovation, which practices have been implemented and what framework could be designed to promote their capabilities to evaluate and measure innovation. It will contribute to the understanding of innovation measurement at firm level and to a more systematic approach for innovation management.
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Appendices
Appendix A: Survey Questions Considered as Variables
Business strategy |
1.1. The company has strategic objectives associated with innovation? |
1.2. The company has an annual plan of innovation activities? |
1.3. The company applies management indicators associated with innovation? |
1.4. The company applies other indicators or metrics that somehow contribute to understand and to assess the impact of innovation? |
Activities and Innovation Projects |
2.1. The company applies quantitative criteria, and other such criteria, when evaluating RDI projects, particularly associated with the demonstration of their potential impact and return on investment? |
2.2. The company applies quantitative criteria, and other such criteria, when assessing, in addition to RDI projects, other innovation activities such as the idea-management process or knowledge-management process? |
2.4. The company develops and applies some technologies and tools supporting the management of innovation activities? |
Accounting |
3.1. The company applies R&D cost accounting in analytic terms? |
3.1.2. If so, can you identify the investments, costs, and profits associating these terms with projects? |
3.2. The company applies cost accounting, in analytic terms, to other innovation activities, in addition to R&D? |
Notes
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1.
A previous version of this chapter was presented at ISPIM Conference in Porto on 22 June 2016. The author is grateful to COTEC Portugal and Deloitte Portugal, including to team members from ROI special project—Alexandre Andrade, Mariana Trigo Pereira, João Pereira and João Viegas, for support and exchange of information for part of this study. In addition, the author expresses gratitude to Professors Paulo Bento and Vitor Corado Simões for their encouragement, comments and suggestions.
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2.
ROI (%) = ((Gain from investment—Cost from investment)/Cost from investment) × 100.
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Caetano, I. (2017). Innovation, Evaluation and Measurement: Macro-Level and Firm-Level Perspectives. In: De Oliveira Monteiro, S., Carayannis, E. (eds) The Quadruple Innovation Helix Nexus. Palgrave Studies in Democracy, Innovation, and Entrepreneurship for Growth. Palgrave Macmillan, New York. https://doi.org/10.1057/978-1-137-55577-9_7
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