Oslo Manual Version 3

1
Oslo Manual Version 3

• Summary of main changes

2
Background

• One of the Frascati family of manuals covering
  the measurement of innovation and technology.
• First version was focused on manufacturing the
  second covered technology based innovation across
  broader range of sectors.
• This is the third version which covers a wider
  conceptual range and a fuller treatment of
  non-TPP innovation.

3
OSLO and the CIS

• The manual is a generic guide to innovation
  measurement.
• The CIS is intended to follow the guidance, in
  line with a Eurostat regulation but there are
  always issues of implementation in practice.
• The CIS is the highest profile example of OM
  based surveys but it underpins others in eg
  Australia, Canada, South Africa, New Zealand,

4

OSLO 2 Main Topics

• Defining TPP innovation and innovating firms
• Identifying factors influencing TPP innovation
• Activities, inputs and expenditures
• Sources of information
• Hampering factors
• Achieved innovation and impacts on the business.
  
  
  
  
  

5
Oslo 3 Main Changes .

• New chapter on innovation theory, from economic,
  organisational and marketting perspectives.
• New chapter on linkages in the innovation system.
  
• Includes an annex on measuring innovation in
  non-OECD countries.
• A revised definition of Innovation.

6
Definition of Innovation

• Extends coverage to 4 types. Objective is to
  better accommodate service industries and
  non-technological innovation
• Product innovation (goods and services)
• Process innovation (in making or supplying goods
  and services)
• Marketing innovation (first use of methods to
  influence demand)
• Organisational innovation ( in specific domains
  of business)

7
Definitions

• An innovation is the implementation of a new or
  significantly improved product (good or service),
  or process, a new marketing method, or a new
  organisational method in business practices,
  workplace organisation or external relations.

8
Product and Process Innovation

• A product innovation is the introduction of a
  good or service that is new or significantly
  improved with respect to its characteristics or
  intended uses. This includes significant
  improvements in technical specifications,
  components and materials, incorporated software,
  user friendliness or other functional
  characteristics.
• A process innovation is the implementation of a
  new or significantly improved production or
  delivery method. This includes significant
  changes in techniques, equipment and/or software.
  

9
Organisational and Marketting Innovations

• An organisational innovation is the
  implementation of a new organisational method in
  the firms business practices, workplace
  organisation or external relations.
• A marketing innovation is the implementation of a
  new marketing method involving significant
  changes in product design or packaging, product
  placement, product promotion or pricing.

10
Degrees of Novelty

• new to the firm.
• new to the market (firm and competitors)
• new to the world (optional for surveys)
• radical or disruptive innovation (optional but
  impractical)

11
Innovation activities and expenditures

• More clearly include investment for future
  innovations.
• Coverage of expenditures for marketing and
  organisational innovations left open to survey
  designers.
• Design recognised as broader than industrial
  design.

12
Innovation Activities

• Innovation activities are all scientific,
  technological, organisational, financial and
  commercial steps which actually, or are intended
  to, lead to the implementation of innovations.
  Some innovation activities are themselves
  innovative, others are not novel activities but
  are necessary for the implementation of
  innovations. Innovation activities also include
  RD that is not directly related to the
  development of a specific innovation.

13
Implications and Reflections

• This revision moves more towards a summary of
  ideas on innovation measurement, and is less a
  detailed survey guide. Eg
• the implementation of the innovation questions is
  left to survey designers.
• The implementation of the questions on
  expenditures for organisational and marketting
  innovations is also left to particular surveys.