@phdthesis{Battisti2020,
  type      = {Master Thesis},
  author    = {Markus Battisti},
  title     = {Global innovation management systems},
  doi       = {10.25924/opus-3719},
  pages     = {VIII, 91},
  year      = {2020},
  abstract  = {Increasing international competition and accelerated technological change characterize the environment in which companies must maintain and, if possible, expand their competitive advantage. In this context, the new, popular keyword innovation management is often mentioned. Many corporations propagate and use it for marketing purposes. As a result, the companies have to evaluate, develop and launch innovations increasingly faster, which poses great challenges for many and requires a high degree of adaptability. This master thesis analyzes innovation management (IM) in the automotive industry and in other industries (material manufacturers, service providers, medicine, ...) depending on the number of employees and turnover. In addition, the maturity levels of the IMs and the innovation management systems (IMS) are examined. It also tries to determine which design or \"building blocks\" are necessary for a successful innovation management. Furthermore, factual and monetary guidelines by the management are evaluated. The thesis also aims to find out how the success of IM is measured. Therefore, guideline-based expert interviews were conducted with responsible people from the innovation departments and then systematically analyzed. In the literature, expenses for innovations are often wrongly equated with the R\&D rate. In this master thesis, it could be shown that this ratio is highest in the automotive industry. However, it does not correlate with the number of employees, turnover, maturity level, success or design of the IM. Furthermore, it could be shown that larger companies have a higher degree of maturity. The reason for this is that more people are usually involved in innovation and that a holistic understanding of innovation is better anchored in large corporations. When designing the IM or the roles of the innovation department, large companies use several different types. While the IM departments in small and medium-sized companies are usually incubators and accelerators, large companies also use corporate venture capital to support start-ups and develop new business models. In this thesis, the success of IM was determined by the number of innovations implemented in customer projects. It was found that, regardless of the size of the company, a higher degree of maturity of the IM and the accelerator role seem to have a positive influence. Unfortunately, there are rarely concrete goals and targets set by the management although these, along with a holistic understanding of innovation in the company, are without doubt the most important part of a successful innovation management.},
  language  = {en}
}