LINEAR INNOVATION MODEL

Concept:
It is the systemic and intentional action of introducing an accepted novelty or change.
through the market.
They are not produced by isolated actors.
Innovation involves a series of practices that are considered completely new.
specifically for an individual or socially, according to the system
that they adopt them.
• In the case of a company or business, the innovation process goes from the
generation of the idea, going through the feasibility test until the
marketing of the product in question. The ideas mentioned in the
any actor's proposal must refer to developing or
improve a new service or product.
• When someone innovates, they apply new ideas, products, concepts, services.
and practices to a certain issue, activity or business, with the
intention to be helpful for increasing productivity.
 DIFFERENT PROPOSALS ON MODELS
OF THE INNOVATION PROCESS

• From the analysis of the proposals made by different authors, it is deduced that
there are some more widely spread models about the innovation process and
accepted in general literature. Specifically, the most models
the highlighted ones are Linear Models, Stage Models, the Models
Interactive or Mixed, Integrated Models and the Network Model.
 LINEAR MODELS: IMPULSE OF THE
TECHNOLOGY AND DEMAND DRAG
• These models are usually referred to as the First and Second ones.
Generation respectively (Rothwell, 1994, pp 7-9) and both are characterized by
its linear conception of the innovation process. Technological innovation is
described as a conversion process, in which some inputs are converted into
products through a series of steps (Forrest, 1991, p.442). Thus the first
models of the innovation process, although they are very simplistic in their
considerations, still hold their historical value, as they established the
bases of the later models.
 CHRONOLOGY

1. Model of Technology Push or Drive

Science (Technology Push)

1. Demand Pull Model or Market Model

 Impulse or Push Model of Technology or of
Science (Technology Push)
• This model encompasses the development of the innovation process through the
causality that goes from science to technology and is represented by
a sequential and orderly process, based on scientific knowledge
(science), and after various phases or stages, markets a product or process that
it can be economically viable (Fernández Sánchez 1996, p.43). Its main
Its characteristic is its linearity, which implies a progressive scaling,
sequential and orderly from the scientific discovery (source of innovation),
up to applied research, technological development, manufacturing and
market launch of the novelty.
 Pull Demand Model or of
Market Pull
• It was a period in which the struggle of large corporations for greater participation
in the market, it was accompanied by a growing strategic emphasis on marketing. As
As a consequence of all this, the perception of the innovation process began to be altered,
resulting in a greater intensification of demand factors (Rothwell, 1994, p.8)
• According to this sequential model, consumer needs become
the main source of ideas to trigger the innovation process. The market is
conceives as a source of ideas to direct R&D, which plays a merely
reactive in the innovation process, although it still plays an essential role as a source of
knowledge to develop or improve products and processes (European Commission,
2004, p.24
• The vision that innovation arises either from the impetus of technology or
due to the pull of demand, it remains extreme. Later models
they incorporate both aspects, recognizing the importance of both sources
of innovation. The inclusion of elements both from the push of technology
as a result of the surge in demand, it makes the models more
representatives of the innovation process (Forrest, 1991, p.443) and that
the analogy with scissors is enlightening: "Without both blades, it is difficult
cut"(Tidd, Bessant and Pavitt, 1997, p.29).
 LINEAR MODEL
Scientific Research
• Scientific research is the intentional pursuit of knowledge or
of solutions to scientific problems; the scientific method indicates
the path that must be taken in that investigation and the techniques specify the
way to traverse it.
 APPLIED RESEARCH
• This type of research is also known as practical or empirical.
It is characterized by seeking the application or utilization of knowledge.
that are acquired.
 TECHNOLOGICAL DEVELOPMENT
• Traditionally, according to the theory used in economics, there tends to be
treat technological development as an exogenous variable that influences
the results of resource allocation, but it is not determined by
that assignment.
 MARKET
• Set of transactions from processes or agreements for the exchange of goods
or services between individuals or associations of individuals. The market does not
it refers directly to profit or to companies, but simply to the
mutual agreement within the framework of transactions. These may have as
participants include individuals, companies, cooperatives, NGOs, among others.
COMPARISON OF THE MODELS
 TYPES OF LINEAR MODELS

• Models of Technological Innovation

FIRST GENERATION
Technology push This model was the
dominant in the period of 1950-1965.
Its main characteristic is the
linearity what assume a
progressive escalation since the
scientific discovery, engine of the
innovation, up to research
applied, the technological development and the
manufacturing. The market is just the
place where they are going to incorporate the
fruits of R&D
SECOND GENERATION LINEAR INNOVATION MODEL
• Market - Pull Starting from the second half of the decade of the
the sixties began to pay greater attention to the role of
market in the innovative process, which led to
conceptualize technological innovation also linear whose
the main characteristic was based on considering that the
innovations basically derived from the analysis of the
consumer needs.
 THIRD GENERATION LINEAR INNOVATION MODEL
• Mixed Model This process is modeled by Rothwell and Zegveld
(1985) representing "a logical sequence, not necessarily continuous,"
which can be divided into functionally series but with stages
interdependent and interactive.
LINEAR MODEL (MAIN FAILURES)
• Falsehood that the technological capacity of a society is a direct function of the frontier.
of your knowledge.
• Consider that the only valid knowledge is scientific and dismiss the
originated from the experience itself.
• To believe that the application of scientific knowledge has a discrete character and
secuencial.
• To consider that innovation is a

BIBLIOGRAPHY:
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 CATHOLIC UNIVERSITY OF SANTA MARIA
FACULTY OF PHYSICAL SCIENCES AND ENGINEERING
FORMAL
Interactive or Mixed Models

Bustinza Gamero, Pablo Ivanov

García mesones, Bruno Miguel
 Introduction:

Innovation is not just a new idea or the invention of a new

device or the development of a new market, but a process
consists of the integration of all the departments of a
company operating in a comprehensive manner.
 Introduction

The importance of innovation should be one of the priorities within

economic development of the country. Being a more innovative country than another implies
to be one step ahead, but to be a pioneer, one must be flexible and have the
ability to read the new market trends. To survive, one must
To know how to adapt to a changing environment.
 Concepts
To innovate, a broad knowledge of a need is necessary, not all ideas.
innovative ones succeed, therefore, it is necessary to play with all the necessary tools to
that this works.
 Concepts

• To innovate is to introduce a novelty into something, with novelty being something new, recently made, or
the mutation of things that have or were believed to have to have a fixed state. In other
Words, we can say that it is breaking paradigms.
 Concepts

• According to Escorsa (1997), innovation is "the process in which from a

idea, invention or recognition of a need develops a
product, technique or service useful until it is commercially accepted
(Escorsa, 1997). According to this concept, to innovate is nothing more than the
process of developing something new or unknown from study
methodical of a need, whether personal, group, or organizational, to
achieve an economic goal. This means that innovation generates
ideas that can be sold in a specific market.
innovation management
What is innovation management?
What is innovation management?
 What is innovation management?

Innovation management is nothing more than the steps or strategies that are followed to
to achieve a dramatic result: innovation.
There are many ways to manage innovation. But first, it must be defined.
why innovation is desired, clear objectives are established and what is the impact that
wait
 Interactive or mixed models

Among the Mixed Models, the Marquis model, the Roberts model, and the Rothwell and Zegveld model stand out.
the Kline.

The Kline model or chain-link model or link-chain model, instead of having a

the only main activity course like the linear model has five paths or trajectories that are
ways that connect the three areas of relevance in the technological innovation process: the
research, knowledge and the central chain of the technological innovation process (Kline and
Rosenberg, 1986 in Velasco, 2005.
Interactive or mixed models
 Primer Trayecto

The first journey is called the central chain of innovation. The central path or
the central chain of innovation begins with an idea that materializes in a
invention and/or analytical design, which logically must respond to a need of the
market.
 Second Route

• The second route consists of a series of feedback or feedback links.

where the small feedback circle connects each phase of the chain
central with its previous phase (for example, distribution and commercialization with design
and production) and the feedback loop represented by the arrows F, which
provides information about market needs to the previous phases of
technological innovation process, since the final product may present
some deficiencies and may require making some corrections in the stages
previous
 Second Route

The feedback coming from the market or final product until the
potential market (arrow F), which provides information about the possibility
of developing new industrial applications, since each new product
create new conditions in the market, for example like the television in
black and white, which created the need for the color television.
 Third route

The third trajectory of innovation consists of the link between the

knowledge and research with the central chain of innovation. When
A problem occurs in an activity of the central chain of the.
technological innovation, existing knowledge is relied upon. The action of
turning to knowledge is reflected in line 1, which connects invention and
knowledge.
 Third Path

If the existing body of knowledge provides the data

necessary (concepts or theory), the information is transferred to
I invent analytical design, as indicated by arrow 2. In
in case such information does not exist, it will be necessary to carry out a
research (expressed by arrow 3) and subsequently the
research results will be added to the knowledge stock
(return reflected by line 4). This link is the one that serves as the basis
to refer to Kline's model, model of 'chain links'.
 Fourth route

The fourth path of innovation is the connection between research and the
invention, which is indicated by arrow D. Occasionally, the new
scientific discoveries make radical innovations possible, just as
Remember the push model of science. The relationship is bi-directional, although the
science creates opportunities for new products, the perception of needs or
possible advantages of the market can also stimulate research
important.
 Fifth route

Finally, there are direct connections between the market and the
research (arrow S). Some results of the innovation, such
such as instruments, machine tools, and procedures
Technological tools are used to support scientific research.
INTEGRATED MODELS
PRESENTED BY:
RODRIGO GOMEZ MAMANI
LIPA CONDORI RONALD
• Rothwell calls this new conception of the innovation process Models of
Fourth Generation and establishes its validity from the 1980s until the beginning of
the 90s.
• Beginning in the early 1980s, it starts to spread among companies the
tendency to focus on the essence of the business and on essential technologies, which
which, together with the notion of global strategy, pushes companies to establish everything
type of strategic alliances, often relying on support from
governments. On the other hand, the shortening of the product life cycle makes
that the speed of development becomes a key factor for competition,
pushing companies to adopt time-based strategies.
• Although mixed or interactive models incorporate feedback processes
of communication between the various stages, they essentially remain
sequential models, so the beginning of a stage remains
subject to the completion of the preceding stage. Starting from the
consideration of development time as a critical variable of the process
of innovation, the phases of the technological innovation process begin to
to be considered and managed, instead of through non-processes
sequential, through overlapping processes or even concurrent or
simultaneous.
• The so-called 'rugby approach' in product development contrasts with the approach
traditional sequential character and represents the idea of a group that, as a unit, tries
to develop a distance, passing the ball back and forth. Under this
approach, the product development process takes place in a multidisciplinary group
whose members work together from the beginning to the end. Instead of going through
perfectly structured and defined stages, the process is being shaped through
the interactions of the group members. For example, a group of engineers
they can start with the product design (third stage) before they have
all the results of the feasibility tests (phase two) obtained. The group can be seen
forced to reconsider a decision as a result of the obtained information, but the
group does not stop. All of this continues even in the final stages of the process of
development.
• The following figure illustrates the differences between the traditional model of
linear product development (A), the overlapping model in which
Overlaps occur only at the boundaries of adjacent phases.
(B), and the model in which the overlaps extend across the
various stages (C).
• On the other hand, two of the characteristics of innovation in leading companies
Japanese companies are integration and parallel development.
innovative integrate suppliers into the new development process
product from the early stages, while also integrating the activities of
the different internal departments involved, who work on it
simultaneous project (in parallel) instead of sequentially (in series).
• Therefore, these new models attempt to capture the high degree of integration.
functional that takes place within companies, as well as its integration with
activities of other companies, including suppliers, clients, and in some
cases, universities and government agencies.
• The so-called Schmidt-Tiedemann model or concomitance model could
to be included among the Integrated Models. This is for certain authors, one of the
most practical models developed to date.
• The model jointly integrates the three functional areas of the process of
industrial innovation: the research function (basic and applied), the function
technique (technical evaluation, identification of know-how needs and
development), and the commercial function (market research, sales and
distribution). The model in concomitance gets its name because of the
Research, commercial, and technical functions accompany each other in
long process of innovation with almost continuous interactions.
• Although through feedback loops the model incorporates interactions with
the environment, for example, through market research and the
interactions with the scientific community, ignore other environmental factors
organizational, such as new government regulations. This
the weakness presented by the Schmidt-Tiedemann model pushes some authors
like Hobday to include it as a third generation model, that is, as
interactive or mixed model. However, due to the concomitance they present
organizational functions seem more correct to study as a model of
fourth generation.
PROCESS MODEL
OF INNOVATION
Network Models

• Loayza Rodríguez Jonathan

• Mendiola Villanueva Gino
 Technological Innovation Process
Model on the innovation process:
First generation innovation process: Technology Push
Second Generation Innovation Process: Demand Pull (Market-Pull)
Third Generation Innovation Process: Interactive Model (Coupling Model)
Fourth Generation Innovation Process: Integrated Innovation Process
Innovation Process
Fifth-generation Innovation Process (System Integration and Networking)
Network Model

The model of Systems Integration and Establishment of Networks

"Networking" - SIN) is known as the Fifth Generation model of Rothwell.

This underscores the learning that takes place within and among companies, and suggests that innovation
it is generally, and fundamentally, a distributed network process. (Hobday, 2005).
According to Rothwell, the strategic trends observed in the 1980s continue
occurring in the nineties, but with greater intensity; the leading companies continue
committed to technological accumulation (technological strategy); companies continue
establishing strategic networks; the speed to market remains a factor of
key competitiveness; they persist in achieving better integration between product strategies
and those of production (design for manufacturing); companies are increasingly showing a greater
flexibility and adaptability (organizational, productive, and in products); and the strategies of
product emphasize quality and performance.

Rothwell, 1994
System Integration Model and Network Establishment

Extensions of Integrated Models that emphasize vertical relationships (strategic alliances)

with clients and suppliers) and collaborations with competitors.

Innovation as a network process and a process of learning or accumulation of know-how

Use of sophisticated electronic tools that allow for increased speed and the
efficiency in the development of new products, both internally (various activities
functionally), as well as externally between the network of suppliers, customers, and external collaborators.
Example of Network Model
Innovation is characterized by the use of sophisticated tools.
electronic systems that allow companies to increase speed and efficiency in
the development of new products, both internally (different activities
functional), both externally among the network of suppliers, customers and
external collaborators.
• According to Rothwell, innovation can be considered as a process of
learning or process of accumulating know-how, which involves
learning elements both internal and external.

Managing the fifth-generation innovation process entails in itself

the same considerable learning, including the learning
organizational, and this will not be without cost, both in terms of
time, such as investment in equipment and training. However, the
potential long-term benefits are considerable: efficiency and
real-time information management throughout the entire system of
innovation (including internal functions, suppliers, customers and
collaborators).
The model proposed by Rothwell points to an idea about innovation recently captured by the
European Commission: innovative companies are associated with a very diverse set of
agents through collaboration networks and information exchange, forming a 'System
deInnovación (Systems of Innovation).

This approach underscores the importance of external information sources to the company: the
clients, suppliers, clinics, public laboratories, government agencies, universities, etc.
so that innovation derives from technological networks.
• According to Freeman (1987), an Innovation System is defined as: "The networks of
institutions in the private and public sector whose activities and interactions
They initiate, transmit, modify, and disseminate new technologies. It consists of
both, in elements that interact in the production, dissemination, and use of
new and economically useful knowledge (Lundwall, 1992).

Likewise, the European Commission points out the growing importance of knowledge.
as a factor of production and as a determinant of innovation. Innovation
knowledge-based requires not one, but many forms of knowledge. It is
but it requires the convergence of many types of different knowledge that
they have a wide variety of actors.
Currently, there is evidence that technological innovation is something more
a sequential or integrated process; it is a "networked" process, like it
demonstrates the number of horizontal strategic alliances based on the
inter-company collaboration for the development of innovation (Haklisch and
Fusfeld, 1987; Hagedoorn, 1990; Dodgson, 1994.

Thus, the vertical relationships with suppliers have reached

a strategic character making small and medium-sized enterprises
establish a wide variety of relationships with large companies in
the innovation processes (Rothwell, 1994). The network is expanding
recently trying to engage specialized clients in the processes
of innovation.
 Positive Aspects of the Model:

Influence of the environment ("Innovation Systems")

Emphasis on strategic alliances with clients and suppliers and collaborations with competitors.
Use of multifunctional teams and simultaneous engineering.
Knowledge-based innovation

Deficiencies:

Excessive weight and relevance of information technologies (IT)

ICTs cannot replace social interaction and trust (social capital)
They do not consider the internal environment of organizations (organizational culture)
Innovation as an isolated or separate process, not integrated into other business processes.
guided by strategic management