Managing the fuzzy front‐end: insights from process firms
Abstract
Purpose
The aim of this paper is to inform researchers and practitioners about the fuzzy front‐end (FFE) of the innovation process in process firms.
Design/methodology/approach
A multiple case study of four process firms was conducted, with a total of 64 semi‐structured interviews.
Findings
The paper gives new insights into the FFE in non‐assembled product and process development in process firms. The FFE of non‐assembled product and process development is first conceptualized and key activities are identified. Further, how the strong relationship between product and process development can be managed in the FFE is discussed.
Research limitations/implications
All four firms are from the mineral and metals industry, prompting caution when generalizing the results to other contexts. This research offers insights about the FFE in process firms. Theoretical implications are added to the existing literature on the FFE and general process development literature, and the paper increases our understanding of innovation management in general.
Practical implications
From a practical point of view, the paper gives advice on how managers in process firms can increase speed and clarity in the FFE. The conceptualizations and the identified front‐end key activities are suggested as checklists for improving the FFE stage.
Originality/value
This study compares how the FFE within two different types of innovations is conceptualized and managed. Thus, the FFE in non‐assembled product and process development is explored. The FFE of process development is an unexplored context.
Keywords
Citation
Kurkkio, M. (2011), "Managing the fuzzy front‐end: insights from process firms", European Journal of Innovation Management, Vol. 14 No. 2, pp. 252-269. https://doi.org/10.1108/14601061111124911
Publisher
:Emerald Group Publishing Limited
Copyright © 2011, Emerald Group Publishing Limited