Mohammad Y Darvizeh
Dynamic Capabilities in New Product Development and its Effects on Firm Performance
Alliance Manchester Business School -
PhD awarded 2018
I have proposed a generic framework to assess dynamic capabilities (DC) associated with a firm’s performance. My research results in a novel model that could be used to assist firms to manage performances and improve competitive advantages. My findings open a new chapter in the area of strategic management that involve innovation dynamics and organizational performance.
In my research activities, I approached the people, organization and management practices that form the micro-foundations of dynamic capabilities (DC) in the new product development context (NPD). I put them together into multi-criteria decision analysis (MCDA) and structured my knowledge in the areas of supply chain management (SC), NPD and DC into MCDA models, and also structured them into hierarchical forms for measuring the DC and NPD performance assessment consistently and robust. The models have been applied and validated by the R&D intensive manufacturing companies such as Rolls-Royce, Cummins, Jaguar Land Rover, Nissan and Lam research companies. The MCDA results for the self-performance assessment of the companies have been generated through new measurement method via evidential reasoning approach (ER). The novelty of contribution of Ph.D. research work has been also related to examining the complex interrelationship between DC and NPD performance through MCDA. In terms of replicability of the research method, the MCDA model on DC can be applied for other applications with a different unit of analysis in management sciences context for the purpose of fine-tuned measurement and continuous performance improvement. These also lead senior managers to identify the area of improvement and achieve a sustainable completive advantage. In fact, the research work involves the three intersected domains of strategic management, supply chain management, and innovation management.
A Structured Mapping Approach for Understanding the Dynamics of New Technology-Based Venture Emergence
Cambridge University -
PhD awarded 2018
After completing a PhD in Engineering from the University of Cambridge, I joined the University of Cambridge’s consultancy arm, IfM Education and Consultancy Services Limited (IfM ECS), as an Industrial Fellow.
Prior to this, I worked in business and strategy development support at a Japanese trading house and as a consultant at the United Nations Industrial Development Organisation (UNIDO). I also have a BEng in Chemical Engineering, a BCom in Finance from the University of Melbourne, Australia, and a MSc in Sustainability Science from the University of Tokyo, Japan.
During my industry experience, I became aware that many technology entrepreneurs and managers of client companies tend to focus only on developing products or services (or technologies) while they place relatively little emphasis on pursuing strategic thinking. By this I mean understanding and managing associated uncertainties in their ventures and projects, and aligning developments with relevant supply-push and demand-pull dynamics.
Most of them ended up dissatisfied as they were not able to create and capture value as they had hoped.
As part of early investigations, I explored Roadmapping, a systems-oriented visual approach to strategy and innovation, as a potentially appropriate method to support strategic thinking of technology entrepreneurs and managers, depicting with the time dimension and with systems-oriented thinking in the context of innovation and technology management.
Roadmapping is the subject of ongoing academic research, including some consideration of the application of roadmapping to technology ventures, for both prospective planning and retrospective learning purposes. However, I believe that in order to more appropriately and effectively apply the roadmapping approach to support technology ventures, the theoretical foundations need to be considered and developed to customise roadmapping for the specific case of technology ventures. This provided a starting point and motivation for conducting this research.
My PhD focused on characterising the emergence of technology ventures in the context of strategy and innovation in the technological fields of engineering, ICT and advanced materials. I adapted roadmapping principles to develop a retrospective visual mapping approach to understand how technological and market uncertainties are coped with while creating and capturing value at the time of emergence. I conducted 32 case studies and a focus group in the United Kingdom, The Netherlands, Japan, Australia and the United States. Based on the research outputs, I designed a strategic roadmapping tool and process to support emerging technology ventures in practice, encouraging tool testing and development as part of future work recommendations.
Overall, my PhD research demonstrates that characterising technology venture emergence, by applying roadmapping principles, provides significant implications for both researchers and practitioners of strategy and innovation. Success or failure of emerging technology ventures, in terms of value creation and capture, is not only directly related to products or services, but more broadly to the innovation systems in which the technology ventures operate.
My PhD research showed that applying roadmapping is an appropriate method to characterise and improve emerging technology venturing practices, supporting value creation and capture.
I am now an Industrial Fellow at the University of Cambridge’s consultancy arm, called the IfM Education and Consultancy Services Limited (IfM ECS). I am mainly based in Tokyo, Japan, helping small, medium and large organisations benefit from IfM research outputs in the Asia-Pacific region, with a particular focus on strategic roadmapping, innovation and technology management, and policy research relating to science, technology and innovation.