Summary of previous empirical research on the processes for RMTI
| Authors | Perspective and empirical context | RMTI focus | RMTI creation process model | Comments, gaps |
|---|---|---|---|---|
| Kurkkio et al. (2011) | Innovation processes within manufacturing firms Qualitative data on firm-level process development practices in the early innovation stages in 4 metal and mineral processing firms | Process innovation | Informal start-up – formal idea-study – formal pre-study – formal pre-project | Partial lifecycle focus (front end only) Interaction with equipment supplier firms not covered Further research encouraged in broader samples of firms |
| Rönnberg-Sjödin (2013) | Collaborative opportunities in the lifecycle of machinery for process industry firms Qualitative data from 8 metal and mineral processing machinery supplier firms | New equipment development and delivery | Pre-study at the manufacturing firm – purchase negotiation for equipment and development – assembly and installation – start-up – production | Equipment supplier’s perspective emphasized Focus on challenges and collaboration possibilities Further research encouraged on both sides of the dyad and entire innovation lifecycle |
| Milewski et al. (2015) | Technological process innovation and related technological and organizational adaptations in the innovation lifecycle Qualitative data on 6 examples of technological process innovations (2 involving RMTI) in 5 large assembly manufacturing firms | Technological process innovation | Ideation – adoption – preparation – installation | Emphasizes the asymmetric nature of technological vs organizational adaptations between the supplier and manufacturer RMTI cases covered as part of incremental process innovations Further research proposed to elaborate technological process innovation components |
| Adrodegari et al. (2015) | Processes within equipment supplier firms Qualitative data from 21 engineer-to-order machinery supplier firms, various industries | Engineer-to-order machinery | Quotation and order management – technical and commercial development – design – purchasing – production, assembly and testing – delivery – commissioning – after sales service. Additionally support activities | Custom-engineering effort, as part of creation activities; radicalness not evident. Does not observe ideation or prototyping activities Focus on the supplier’s perspective Focus on required software support Further research suggested to develop process frameworks further for engineer-to-order industries |
| Authors | Perspective and empirical context | RMTI focus | RMTI creation process model | Comments, gaps |
|---|---|---|---|---|
| Innovation processes within manufacturing firms | Process innovation | Informal start-up – formal idea-study – formal pre-study – formal pre-project | Partial lifecycle focus (front end only) | |
| Collaborative opportunities in the lifecycle of machinery for process industry firms | New equipment development and delivery | Pre-study at the manufacturing firm – purchase negotiation for equipment and development – assembly and installation – start-up – production | Equipment supplier’s perspective emphasized | |
| Technological process innovation and related technological and organizational adaptations in the innovation lifecycle | Technological process innovation | Ideation – adoption – preparation – installation | Emphasizes the asymmetric nature of technological vs organizational adaptations between the supplier and manufacturer | |
| Processes within equipment supplier firms | Engineer-to-order machinery | Quotation and order management – technical and commercial development – design – purchasing – production, assembly and testing – delivery – commissioning – after sales service. Additionally support activities | Custom-engineering effort, as part of creation activities; radicalness not evident. Does not observe ideation or prototyping activities |
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