{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2024,9,8]],"date-time":"2024-09-08T17:14:37Z","timestamp":1725815677662},"edition-number":"1","reference-count":43,"publisher":"Wiley","isbn-type":[{"type":"print","value":"9781119972518"},{"type":"electronic","value":"9781118785317"}],"license":[{"start":{"date-parts":[[2015,1,22]],"date-time":"2015-01-22T00:00:00Z","timestamp":1421884800000},"content-version":"tdm","delay-in-days":0,"URL":"http:\/\/doi.wiley.com\/10.1002\/tdm_license_1.1"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"abstract":"<jats:title>Abstract<\/jats:title>\n          <jats:p>Innovation is not only the act of creating new things (products\/services) and creating them differently (processes) but also a matter of creative setting (market positioning and business model). In particular, process innovation is considered to be the key to a firm's operational efficiency. This article surveys the literature on process innovation through a multidimensional method, exploring the interplay between these three diverse types of innovation. It also presents manufacturing and service process innovation, mass customization, and the relationship between process innovation and performance as the four pillars of the reviewed concept. As an illustrative approach was adopted, each is illustrated with case studies.<\/jats:p>","DOI":"10.1002\/9781118785317.weom130064","type":"other","created":{"date-parts":[[2015,1,24]],"date-time":"2015-01-24T06:07:07Z","timestamp":1422079627000},"page":"1-7","source":"Crossref","is-referenced-by-count":0,"title":["Process Innovation"],"prefix":"10.1002","author":[{"given":"C\u00e9line","family":"Abecassis\u2010Moedas","sequence":"first","affiliation":[]},{"given":"Pedro","family":"Oliveira","sequence":"additional","affiliation":[]}],"member":"311","published-online":{"date-parts":[[2015,1,22]]},"reference":[{"key":"e_1_2_6_2_1","doi-asserted-by":"publisher","DOI":"10.1108\/01443570610650567"},{"key":"e_1_2_6_3_1","doi-asserted-by":"publisher","DOI":"10.1016\/j.jom.2010.02.001"},{"key":"e_1_2_6_4_1","doi-asserted-by":"publisher","DOI":"10.1287\/mnsc.42.2.232"},{"key":"e_1_2_6_5_1","doi-asserted-by":"publisher","DOI":"10.1016\/j.respol.2006.02.005"},{"key":"e_1_2_6_6_1","doi-asserted-by":"publisher","DOI":"10.1093\/oxrep\/grj033"},{"key":"e_1_2_6_7_1","doi-asserted-by":"publisher","DOI":"10.1111\/1467-6486.00227"},{"key":"e_1_2_6_8_1","doi-asserted-by":"publisher","DOI":"10.1111\/j.1467-6486.2008.00814.x"},{"volume-title":"Process Innovation: Reengineering Work Through Information Technology","year":"1993","author":"Davenport T.H.","key":"e_1_2_6_9_1"},{"volume-title":"Future Perfect","year":"1987","author":"Davis S.M.","key":"e_1_2_6_10_1"},{"key":"e_1_2_6_11_1","doi-asserted-by":"publisher","DOI":"10.2307\/256316"},{"key":"e_1_2_6_12_1","doi-asserted-by":"publisher","DOI":"10.1016\/j.respol.2010.08.004"},{"issue":"1","key":"e_1_2_6_13_1","first-page":"116","article-title":"Mass customization at Hewlett\u2010Packard: the power of postponement","volume":"75","author":"Feitzinger E.","year":"1997","journal-title":"Harvard Business Review"},{"key":"e_1_2_6_14_1","doi-asserted-by":"publisher","DOI":"10.1016\/j.technovation.2004.03.004"},{"key":"e_1_2_6_15_1","doi-asserted-by":"publisher","DOI":"10.1504\/IJTM.2003.003424"},{"key":"e_1_2_6_16_1","doi-asserted-by":"publisher","DOI":"10.1016\/S0048-7333(00)00114-1"},{"volume-title":"Reengineering the Corporation: A Manifesto for Business, Revolution","year":"1993","author":"Hammer M.","key":"e_1_2_6_17_1"},{"key":"e_1_2_6_18_1","unstructured":"Heskett J.L.(1986)Shouldice Hospital Limited Teaching Note. 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