Indexing
All Issues
Submission
Author Guidelines
Reviewers
Editorial Members
Publication Fee
Vol.6 , No. 1, Publication Date: Mar. 6, 2019, Page: 1-14
 has large potential to make process industry substantially smaller in size, cleaner, safer and more energy efficient. But there are only few successful applications of PI when compared to the number of innovations demonstrated on laboratory scale. This research investigates ways to improve the chances of successful commercial valorisation of such innovative process equipment. A case study approach based on Q-methodology has been adopted in this research allowing an in-depth, multi-faceted exploration of complex issues in their real-life settings. Research findings show that there are four different perspectives in the process industry about valorisation of new technology. Three categories of critical success factors, namely Technology, Business, and Project Management are identified as being crucial for making a successful commercial application of new process equipment. A team that can independently integrate these three factors is essential for having successful valorisation. This is captured in a valorisation model.&picture=http://www.aascit.org/aascit/decorators/img/journal/896.jpg)
| [1] | Hans Bakker, Faculty of Civil Engineering and Geosciences, Delft University of Technology, Delft, The Netherlands. |
| [2] | Thilak Narayanadoss, Process and Energy Department, Delft University of Technology, Delft, The Netherlands. |
| [3] | Mohammad Suprapto, Faculty of Civil Engineering and Geosciences, Delft University of Technology, Delft, The Netherlands. |
| [4] | Andrzej Stankiewic, Process and Energy Department, Delft University of Technology, Delft, The Netherlands. |
Process Intensification (PI) has large potential to make process industry substantially smaller in size, cleaner, safer and more energy efficient. But there are only few successful applications of PI when compared to the number of innovations demonstrated on laboratory scale. This research investigates ways to improve the chances of successful commercial valorisation of such innovative process equipment. A case study approach based on Q-methodology has been adopted in this research allowing an in-depth, multi-faceted exploration of complex issues in their real-life settings. Research findings show that there are four different perspectives in the process industry about valorisation of new technology. Three categories of critical success factors, namely Technology, Business, and Project Management are identified as being crucial for making a successful commercial application of new process equipment. A team that can independently integrate these three factors is essential for having successful valorisation. This is captured in a valorisation model.
Keywords
Valorisation, Innovation, Process Industry, Process Intensification, Project Management, Technology Management, Q-methodology
Reference
| [01] | Keil, F. J., 2007. Modeling of process intensification- An Introduction and Overview. Weinheim Chichester, Wiley-VCH; John Wiley distributor. |
| [02] | Harmsen, J., 2010. Process intensification in the petrochemicals industry: Drivers and hurdles for commercial implementation. Chemical Engineering and Processing: Process Intensification 49 (1): 70-73. |
| [03] | European Roadmap for Process Intensification, 2008. https://efce.info/efce_media/Downloads/wppi/European_Roadmap_PI.pdf (Retrieved 27.01.2019). |
| [04] | Osawa, Y., Miyazaki, K., 2006. An empirical analysis of the valley of death: Large‐scale R&D project performance in a Japanese diversified company, Asian J. of Technology Innovation: 93-116. |
| [05] | Marriot, N., 2008, Growing and maximising SME profitability without compromising ROI, in Q Finance, Bloomsbury USA, page 772-776. |
| [06] | Rogers, E. M., 1962, 1983. Diffusion of Innovations. Glencoe: Free Press. |
| [07] | Rothwell, R., 1994. Towards the Fifth-generation Innovation Process. International Marketing Review, Vol. 11 No. 1, pp. 7-31. |
| [08] | Moore, G., 1991, 1999. Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers. |
| [09] | Rogers, E. M., 1962, 1983. Diffusion of Innovations, page 150. Glencoe: Free Press. |
| [10] | Fisher, J. C., Pry, R. H., 1971. A simple substitution model of technological change. Technological forecasting and social change 3: 75-88. |
| [11] | Cetindamar, D., Phaal, R., Probert, D., 2009. Understanding technology management as a dynamic capability: A framework for technology management activities. Technovation 29, 237–246. |
| [12] | Eveleens, C., 2010. Innovation management; a literature review of innovation process models and their implications. Retrieved on 27.01.2019 from https://www.researchgate.net/publication/265422944_Innovation_management_a_literature_review_of_innovation_process_models_and_their_implications |
| [13] | Cooper, R. G., 2005. Product Leadership. Basic Books, USA. |
| [14] | Drucker, P. F., 1985. Innovation and Entrepreneurship. Pan Business Management, UK. |
| [15] | Jacobs, D. F. M. F, Snijders, H., 2008. Innovatieroutine: hoe managers herhaalde innovatie kunnen stimuleren. Koninklijke Van Gorcum, The Netherlands. |
| [16] | Tidd, J., Bessant, J., Pavitt., K., 2005. Managing innovation: integrating technological, managerial organizational change. New York, USA. |
| [17] | Hüther, A., Geißelmann, A., Hahn, H., 2005. Prozessintensivierung–Eine strategische Option für die chemische Industrie. Chemie Ingenieur Technik 77.11: 1829-1837. |
| [18] | Kleemann, G., Hartmann, K., 1978. Wiss. Z. Tech. Hochschule Carl Schorlemmer, Leuna Merseburg, 20, 417. |
| [19] | Ramshaw, C., 1983. Higee' distillation-an example of process intensification. Chemical Engineer, 13-14. |
| [20] | Cross, W. T., Ramshaw, C., 1986. Process intensification: laminar flow heat transfer. Chemical engineering research & design, 64 (4), 293-301. |
| [21] | Stankiewicz, A. I., Moulijn, J. A., 2000. Process intensification: transforming chemical engineering. Chemical Engineering Progress, January, pp. 22–34. |
| [22] | Stankiewicz, A. I., Moulijn, J. A., 2004. Re-Engineering The Chemical Processing Plant: Process Intensification. CRC Press. |
| [23] | Trist, E. L., Higgin, G. W., Murray, H., Pollock, A. B., 1963. Organisational choice. Travistock, London, UK. |
| [24] | Lücke, R., Katz, R., 2003. Managing Creativity and Innovation. Boston, MA: Harvard Business School Press. ISBN 1-59139-112-1. |
| [25] | Albury, D., 2005. Fostering Innovation in Public Services. Public Money & Management, 25 (1): 51-56. |
| [26] | Mulgan, G., Albury, D., 2003. Innovation in the public sector. Strategy Unit, Cabinet Office, London, UK. |
| [27] | Verloop, J., 2006. The Shell way to innovate. International Journal of Technology Management 34.3-4: 243-259. |
| [28] | Hartley, J., 2006. Innovation and its contribution to improvement: A review for policy-makers, policy advisers, managers and researchers. Department for Communities and Local Government, Great Britain. |
| [29] | Rush, H., Bessant, J., Hobday, M., 2007. Assessing the technological capabilities of firms: developing a policy tool. R&D Management 37 (3), 221–236. |
| [30] | Phaal, R., Farrukh, C. J. P., Probert, D. R., 2004. A framework for supporting the management of technological knowledge. International Journal of Technology Management 27 (1), 1–15. |
| [31] | Van de Ven, A. H., Poole, M. S., 1990. Methods for studying innovation development in the Minnesota Innovation Research Program. Organization science 1.3: 313-335. |
| [32] | Cormican, K., O’Sullivan, D., 2004. Auditing best practice for effective product innovation management. Technovation 24.10: 819-829. |
| [33] | Stephenson, W., 1935. Correlating persons instead of tests. Character and Personality 4, 17–24. |
| [34] | Stephenson, W., 1953. The study of behavior; Q-technique and its methodology. |
| [35] | Brown, S. R., 1980. Political subjectivity: application of q methodology in political science. Yale University Press, New Haven, USA. |
| [36] | Clarke, A. H., 2002. Understanding sustainable development in the context of other emergent environmental perspectives. Policy Sciences 35, 69–90. |
| [37] | Van Eeten, M. J. G., 2001. Recasting intractable policy issues: the wider implications of the Netherlands civil aviation controversy. Journal of policy analysis and management 20.3: 391-414. |
| [38] | Webler, T., Tuler, S., Krueger, R. O. B., 2001. What is a good public participation process? Five perspectives from the public. Environmental management 27.3: 435-450. |
| [39] | Goldman, I., 1999. Q methodology as process and context in interpretivism, communication, and psychoanalytic psychotherapy research. The Psychological Record 49.4: 589. |
| [40] | Ellis, G., Barry, J., Robinson, C., 2007. Many ways to say ‘no’, different ways to say ‘yes’: applying Q-methodology to understand public acceptance of wind farm proposals. Journal of environmental planning and management 50.4: 517-551. |
| [41] | Breukers, S., 2006. Changing institutional landscapes for wind power implementation. A geographical comparison of institutional capacity building: The Netherlands, England and North-Rhine Westphalia. University of Amsterdam, Amsterdam, The Netherlands. |
| [42] | Robbins, P., Krüger, R., 2000. Beyond bias? The promise and limits of Q method in human geography. The Professional Geographer 52.4: 636-648. |
| [43] | Dryzek, J. S., Berejikian, J., 1993. Reconstructive Democratic Theory. American Political Science Review 87.01: 48-60. |
| [44] | Davies, B. B., Hodge, I. D., 2007. Exploring environmental perspectives in lowland agriculture: A Q methodology study in East Anglia, UK. Ecological economics 61.2: 323-333. |
| [45] | Brown, S. R., 1980. Political subjectivity: application of Q-methodology in political science, page 196, Yale University Press, New Haven, USA. |
| [46] | Schmolck, P., 2014. PQ Method for Windows, Version 2.35, http://schmolck.org/qmethod/downpqwin.htm (Retrieved 28.01.2019) |
