Sustainable Electrical Innovation: A Systemic Approach to Innovation Management in the Automotive Supply Chain
Purpose: The primary objective of this article was to define an innovation management system comprising the following subsystems: A subsystem for managing internal innovation maturity, a subsystem for overseeing the processes of acquiring product innovations from suppliers, a subsystem for managing the innovation maturity of suppliers within the supply chain and networks of collaborating companies and a subsystem for measuring and managing innovation performance. Design/Methodology/Approach: This study aimed to review the key elements that make up innovation management subsystems through a comprehensive literature review. The research focused on comparing innovation management practices employed by three automotive companies producing electric drive systems in Poland. This comparative analysis facilitated the development of a comprehensive model for a network and supply chain innovation management system. The proposed research tools can also be utilized to evaluate the maturity of innovation management in collaborative environments. Furthermore, these tools can serve as a resource for R&D managers, helping them enhance existing systems by integrating missing elements. Findings: The examined corporations implement innovation management models among suppliers. They do this systematically, and their efforts improve innovation growth. However, their actions cannot be called systemic. The results of the three-case study (three automotive concerns (producing electro-components in Poland) showed that Toyota is the closest to building an integrated innovation management system. Practical Implications: This study aimed to develop a systemic innovation management model for the automotive industry's supply chain and evaluate its feasibility in business practice. This objective was partially achieved, as the research focused solely on assessing the implementation of the model within car manufacturers. Companies collaborating within the supply chain, such as suppliers and customers, were not examined. Consequently, only two subsystems were verified: the subsystem for managing internal innovation maturity and the subsystem for managing the innovation maturity of suppliers within the supply chain. Originality value: The article shows a new systemic management of innovations in the supply chain. It is an interesting case study of three international companies that are leaders in patenting product and process innovations.