L. Dooley

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Papers by L. Dooley

R&D Management at a time of crisis: what are we learning from the response to the COVID-19 pandemic?

Networked creativity: a structured management framework for stimulating innovation

Technovation, 2005

The effect of today's turbulent environment means that organisations need to improve their compet... more The effect of today's turbulent environment means that organisations need to improve their competitive advantage and swiftly respond to changing technology and markets. An organisation's ability to continuously innovate its products and business systems is essential to its future success. However, this ability to stimulate innovation is highly dependent upon the stock of potential ideas and problem solutions, which is available to feed the innovation process. These 'seedlings of innovation' are the product of the creative processes of an organisation. Whilst continuous, sustainable innovation is an essential competitive capability for future organisational success, to date the creative process has been allowed to operate in an 'ad hoc' and serendipitous fashion. Continuous innovation means that organisations need to be able to effectively manage their creative processes to ensure their innovation process has a plentiful supply of good ideas and solutions. To this end, a framework for enhancing networked creativity is presented as a means towards the effective management of the creative process within organisations.

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Developing a software infrastructure to support systemic innovation through effective management

Technovation, 2003

Organisations are constantly adapting and innovating their systems in order to compete. Given cur... more Organisations are constantly adapting and innovating their systems in order to compete. Given current turbulence of the global market, together with constant technological developments, pressure for modern organisations to innovate their systems is constantly increasing. Despite the obvious importance of systems innovation to continued organisational existence, research suggests that these innovative efforts are ineffectively managed, cumulating in over half failing to achieve their goals. Given this reality, there exists a need for an infrastructure that integrates the core elements of systems innovation to allow its effective management. The objective of this paper is to introduce a software system that supports the operation of the systems innovation process through the provision of such an infrastructure for its effective management. This paper is the cumulation of substantial research and the framework presented in Section 2 has been the focus of a number of publications. Consequently the material in Section 2 is presented as background to the development of the Systems Innovation Management software. The paper concentrates on the process pursued during the design of the software to ensure a strong correlation with the requirements of systems innovation management.

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Stakeholder Analysis for Enhanced Strategic Planning

Goal Definition in Strategic Planning and Change

High Performing Leadership Traits for Effective Innovation

Systems innovation management

Proceedings of PDK’98, 1998

Each year organisations spend a significant amount of money developing new products and processes... more Each year organisations spend a significant amount of money developing new products and processes in an effort to satisfy customer demands and manufacture high quality products efficiently. Both development processes - product and process, are complex, resource intensive and thrive on innovation. They demand a variety of skills and resources but in particular, participation, among all staff in generating ideas, managing projects and implementing change.

Innovation Management for Product and Process Development

Proceedings of the International Conference of Information Technology in Business, August 2000, Beijing, China, Aug 1, 2000

Industry we are told manages change poorly. Surveys indicate that over 50% of change programmes f... more Industry we are told manages change poorly. Surveys indicate that over 50% of change programmes fail to meet objectives. The reasons cited are all too familiar: poor goal definition, poor alignment of actions to goals and poor participation among employees. Innovation in industry is also managed poorly. In most companies the knowledge of employees remains untapped for solving problems, generating new ideas and implementing change. Harnessing this knowledge is a significant challenge in improving employee ...

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Systems innovation: Managing manufacturing systems redesign

International Journal of Computer Integrated Manufacturing, 2000

The purpose of this paper is to investigate inn ovation and present a perspective on the various ... more The purpose of this paper is to investigate inn ovation and present a perspective on the various approaches to manufacturin g inn ovation. It seeks to examine how the current array of change approaches have contributed to the body of kn owledge on manufacturing inn ovation, and it hypothesises as to why, despite this wealth of kn owledge, organisations still have difficulties in developing effective innovation processes. This paper prop oses the need for a system-based approach to process-related in novation with in manufacturin g organ isations. A number of key innovation levers to support the management of the inn ovation process are defined and a brief introduction is provided to th e`total effective in tegration' achieved by the Systems Innovation Manager software.

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Individual Level Influencers on Tacit Knowledge Sharing Processes

Performance Measurement and Indicators of Change

Managing Projects for Enhanced Team Engagement

High Performance Teams in Innovative Organizations

Managing Knowledge in Innovative Enterprises

Collaborative Innovation for the Management of Information Technology Resources

International Journal of Human Capital and Information Technology Professionals, 2010

All organisations are now facing one of the largest upheavals in business practice since the ‘gre... more All organisations are now facing one of the largest upheavals in business practice since the ‘great depression’. Information technology organisations, who frequently lead the development of change based around ICT, are being asked to develop new products and services that add significant value for customers and to radically change their internal processes so that they are more cost effective. Innovation is process of creating positive change to any organisation and that adds value to customers—internal and external. Innovation is now widely accepted at the only sustainable engine of renewed growth for organisations. Organisations that do not embrace innovation and learn to apply its principles will simply stagnate or be obliterated by competition. ICT organisations that can learn to apply innovation effectively will become key strategic assets in driving costs down and also in adding new dimensions to product and service development. This article presents an approach to applying inn...

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Multiple project management: a modern competitive necessity

Journal of Manufacturing Technology Management, 2005

PurposeThe paper aims to examine the theory of project and multiple project management and develo... more PurposeThe paper aims to examine the theory of project and multiple project management and develop a framework tool to facilitate the management of a portfolio of multiple projects across an organisation and enhance the overall effectiveness of the process.Design/methodology/approachThe methodology adopted in this paper was first, to undertake a literature survey of the area and to distil the key elements affecting the management of multiple projects within organisations. A number of interrelated tools to support effective management are then developed and applied to a mall to medium‐sized enterprise (SME) to validate their applicability.FindingsThe paper highlights that greater organisational efficiency and less conflict can be achieved through greater structure and understanding of the intricacies of managing multiple projects.Practical implicationsOrganisations can reduce the pressure imposed on staff as a result of the matrix structure by clearer deployment of strategies to proj...

Distributed Innovation Management

Ideas and Creativity in the Extended Enterprise

Social Network Analysis as a Tool for Knowledge Management for Innovation

Tools and Methods, 2010

In today’s changing environment, the competitiveness and sustainability of a modern organisation,... more In today’s changing environment, the competitiveness and sustainability of a modern organisation, be they global large scale enterprises (LSE’s) or local small to medium scale enterprises (SME’s), depends on its ability to innovate. Innovation can be viewed as the combined activity of generating creative ideas and the subsequent successful exploitation of these concepts for benefit. Access to relevant and up to date information provides a critical competitive edge for organisations innovation efforts. Given that social relationships are key to enhancing the ability to gather knowledge and that creation of knowledge is primarily a social process among individuals, organisations’ need to optimise the supporting mechanisms by which its people and processes accumulate, structure, and transfer knowledge effectively. Mechanisms such as social networks promote both organisational and collective learning and participation in these social networks are a significant source of knowledge, which...

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