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| Concept | Definition | Principal associations |
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| (O1) Product/service innovation | Novel and useful software products and services representing a significant advance or change in direction for a company | Understood as an output influenced by various drivers |
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| (O2) Process innovation | Step-changes or significant modifications in the processes used to develop software products and services | Understood as an output influenced by various drivers and often contributes to product/service innovation |
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| (D1) Innovation leadership | Managing development teams to create innovation | Drives both process innovation and, through heavy influence on team process, product/service innovation |
| (D1.1) Work environment | Promoting a creative work environment and minimizing creativity barriers | Promotes creative cognition and teamwork |
| (D1.2) Path creation | Creating an overall sense of direction in response to market and technology developments | Drives product/service innovation through team process |
| (D1.3) Portfolio management | Steering multiple projects in relation to innovation challenges | Can be a form of innovation evaluation |
| (D1.4) Conflict resolution | Resolving conflicts between individuals and groups in the pursuit of innovation | Enables creative cognition and teamwork |
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| (D2) Innovation evaluation | The ability to reflectively evaluate ideas, techniques, and processes for their contribution to innovation | Drives product/service innovation moderated by team process and also relates to evaluation of ideas |
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| (D3) Knowledge leverage | The use of internal or external knowledge to drive software innovation | Drives product/service innovation and, to a lesser extent, process innovation |
| (D3.1) Absorptive capacity | The ability of a development team to find, adapt, and exploit external knowledge in software innovation | Basis for leverage of other knowledge drivers |
| (D3.2) Market understanding | The use of information about software markets to promote product innovation | Drives product/service innovation |
| (D3.3) Technology trajectory understanding | The use of understandings of the probable direction of software and hardware infrastructures, platforms, and technologies to guide innovation | Drives product/service innovation |
| (D3.4) User domain understanding | Using understandings of customers’ business domain or specialized internal knowledge to drive innovation | Drives product/service innovation, related to user involvement |
| (D3.5) Competitor understanding | Monitoring competitors’ processes, products, and services to inform innovation | Drives product/service innovation |
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| (D4) Community and network | Exploiting external connections, collaborations, and partnerships to promote innovation | Strong connection with the various forms of knowledge leverage |
| (D4.1) Open innovation | Using open business models that partially or wholly share intellectual property (e.g., code) to promote innovation | Strong connection with the various forms of knowledge leverage |
| (D4.2) Open source | Exploiting open source code or cooperation to drive innovation | Has implications for both product/services and process |
| (D4.3) Crowd sourcing | Inviting the widespread participation of potential users and customers to enhance innovation | Often includes a process innovation in the incorporation of knowledge or ideas into the development framework |
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| (D5) User involvement | Involving users to stimulate innovation | Drives both product/service innovation and to a lesser extent process innovation, through knowledge leverage, particularly user domain knowledge |
| (D5.1) Customization | Involving users in customization of standard products and services | Involves development framework adjustments |
| (D5.2) User-driven/lead user | Facilitating expert users with specialist competences in directing software innovation | Related to user toolkits, often the vehicle for user innovation |
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| (D6) Creative cognition | The exploitation of individual cognitive creativity for innovation | Involves process innovations and drives product/service innovation |
| (D6.1) Generative capacity | The ability to generate creative ideas and solutions promoting innovation | Involves process innovations and drives product/service innovation |
| (D6.2) Ideation expertise | The ability to refine and exploit creative ideas to promote innovation | Involves process innovations and drives product/service innovation, related to evaluation |
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| (D7) Software design capability | The ability to design innovative software products and services | Often a form of knowledge leverage moderated by teamwork |
| (D7.1) Concept | The ability to develop overall concepts for new products and services | Often the product of absorptive capacity |
| (D7.2) Feature set | The ability to create distinct sets of novel and useful software functionality | As above |
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| (D8) Teamwork | Organizing teamwork to promote innovation | Drives process innovations and contributes to product/service innovation |
| (D8.1) Team composition | Selection of team members to promote innovation | Affects teamwork and generative capacity |
| (D8.2) Expertise integration | Facilitating dialogue between experts with different technical and nontechnical specializations | Relationship with knowledge leverage |
| (D8.3) Shared understanding | Building and maintaining a team’s common purpose in the face of many challenges and direction changes | Also an innovation leadership task |
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| (D9) Innovation tools & techniques | Using tools and techniques designed to promote creativity in the development process | Strongly associated with process innovation |
| (D9.1) Creativity techniques | The use of conceptual tools (such as mind-mapping) to support innovation | Strong relation to development framework, which promotes creative cognition |
| (D9.2) Creativity support tools | The use of computerised tools designed to support creativity to support innovation | Strong relation to development framework, which promotes creative cognition |
| (D9.3) User toolkits | The deployment of tools (often computerised) to facilitate user innovation, often in respect to a technology platform | Relates to user-driven innovation |
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| (D10) Development framework | The concepts, methods, and techniques used to underpin software team’s development effort in respect to innovation | Associated with process improvement |
| (D10.1) Agility | Use of agile methods, or adaptations of agile methods as an innovation driver | Associated with process improvement |
| (D10.2) Creative requirements analysis | Stimulating requirements gathering by use of techniques designed to increase users’ and customers’ creativity | Associated with process improvement |
| (D10.3) Experimentation/prototyping | Stimulating creativity by iterative use of experimentation and/or prototyping in the development process | As above, often concerned with exploitation of external knowledge |
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| (M1) Infrastructure | Recognizing social and technical infrastructural preconditions for innovation | Moderates both product/service innovation and process innovation |
| (M1.1) Installed base | Exploiting the technical development environment of a software firm to generate innovation | Moderates (enables and constrains) the development effort and can be upgraded to drive process innovation |
| (M1.2) Path dependency | Recognizing innovation directions partially determined by developments in infrastructures | Relates to installed base |
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