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Treiber, Innovationsobjekte und Voraussetzungen einer erfolgreichen Innovationstätigkeit im Handel

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Business Innovation: Das St. Galler Modell

Part of the book series: Business Innovation Universität St. Gallen ((BIUSTG))

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Zusammenfassung

In den Wirtschaftswissenschaften werden Innovationen definiert als für die mit technischem, sozialem oder wirtschaftlichem Wandel einhergehenden (komplexen) Neuerungen (Gabler Wirtschaftslexikon 2013). Bisher liegt keine allgemein akzeptierte Begriffsdefinition vor. Gemeinsam sind allen Definitionsversuchen die Merkmale, dass es sich für das betrachtete System um qualitativ neuartige Produkte, Prozesse, Dienstleistungen oder soziale Handlungsweisen handelt, die sich auf dem Markt oder im innerbetrieblichen Einsatz bewähren. Dieses Verständnis spiegelt sich in der Definition des Profilbereichs Business Innovation der Universität St. Gallen (HSG) wider: „Business Innovation ist die systematische Planung, Steuerung und Kontrolle von Innovationen in und zwischen Organisationen. Gegenstand der Innovationen sind Produkte und Dienstleistungen, Prozesse und Geschäftsmodelle.“ Business Innovation ist eingebettet in ein Wettbewerbsumfeld, welches Innovationen fördern, aber auch erschweren kann. Hierzu gehören neben interorganisationalen Kooperationen vor allem Einflüsse der Branche und des Marktes sowie das regulatorische Umfeld. Dieser Beitrag fokussiert Spezifika des Handels und kann daher in das Themenfeld „Industry/Market/Cross Organization“ des St. Galler Rahmenmodells Business Innovation eingeordnet werden.

Bitte beachten Sie, dass dieser Beitrag in enger Anlehnung zu einem Beitrag mit dem Titel „Innovationsmanagement im Handel“ steht, der in dem Herausgeberwerk „Wertschöpfung im Handel“ von Prof. Dr. Werner Reinartz & Dr. Monika Käuferle (Uni Köln) im Jahr 2014 erschienen ist (Rudolph und Linzmajer 2014).

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Notes

  1. 1.

    Vgl. zur vertieften Auseinandersetzung mit der Entwicklung und unterschiedlichen Ebenen des Innovationsbegriffs Hauschildt und Gemünden (2011, S. 22–38).

  2. 2.

    Vgl. IFH-Studie zur Wertschöpfung im Handel (2013): Insgesamt ist danach die Wertschöpfung des Handels in den letzten zehn Jahren gestiegen, allerdings konnte sie sich im Vergleich zum Umsatz nur unterproportional entwickeln.

  3. 3.

    Für eine Einführung in die damit angesprochene Analyse von Big Data sei auf Chen et al. (2012) verwiesen.

  4. 4.

    Vgl. Ideenfindung in Abb. 22.1; Rudolph und Sohl (2010).

  5. 5.

    Da der Innovationspfad einzelner Unternehmungen stark vom Kontext und der Positionierung abhängt, kann die Sinnhaftigkeit einer solchen allgemeinen Erfolgsformel grundsätzlich bezweifelt werden.

  6. 6.

    Vgl. für den Begriff, Abgrenzung sowie zahlreiche Beispiele für Geschäftsmodellinnovationen Sorescu et al. (2011).

  7. 7.

    Viele der großen deutschen Handelsunternehmen werden auch heute noch direkt oder indirekt von Eigentümern geführt oder kontrolliert. Lux (2012) resümiert daher, dass man „[i]n kaum einer anderen Branche […] ein derart großes Detailwissen im Topmanagement bzw. bei den Eigentümern wie im Handel [vorfindet]!“ Gleichzeitig sieht er – basierend auf einer umfangreichen Befragung von Handelsmanagern – ein nennenswertes Risiko: Die Innovationstätigkeit und -fähigkeit könnte gefährdet sein, da z. B. ein Eigentümer allein die Richtung vorgibt und dadurch unter Umständen wesentliche neue Entwicklungen außer Acht gelassen werden. Dieses Risiko sei bei managementgeführten Unternehmen geringer, insbesondere wenn sie über ein internationales Management verfügen und so vielfältige Aspekte und Erfahrungen mit einbringen können (Lux 2012).

  8. 8.

    Hier sei darauf hingewiesen, dass der Handel von einigen Autoren bisweilen als „Innovationswüste“ bezeichnet wird (Lux 2012). Bei genauerer Betrachtung ist diese Einschätzung nicht ganz zutreffend, da Handelsunternehmen viele inkrementelle Innovationen in ihren operativen Bereichen nicht als solche definieren bzw. erkennen (vgl. Reynolds und Hristov 2009).

  9. 9.

    Vgl. Subramanian und Nilakanta (1996).

  10. 10.

    Vgl. Moore (2006).

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  1. Forschungszentrum für Handelsmanagement, Universität St.Gallen, Dufourstr. 40a, 9000, St.Gallen, Schweiz

    Thomas Rudolph Prof. Dr. & Marc Linzmajer Dr.

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  2. Center for Innovation, Universität St. Gallen, St. Gallen, Switzerland

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    Wolfgang Stölzle

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Rudolph, T., Linzmajer, M. (2016). Treiber, Innovationsobjekte und Voraussetzungen einer erfolgreichen Innovationstätigkeit im Handel. In: Hoffmann, C., Lennerts, S., Schmitz, C., Stölzle, W., Uebernickel, F. (eds) Business Innovation: Das St. Galler Modell. Business Innovation Universität St. Gallen. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-07167-7_22

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