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Relevant bibliographies by topics / Dynamic Capabilities for Innovation

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Academic literature on the topic 'Dynamic Capabilities for Innovation'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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Journal articles on the topic "Dynamic Capabilities for Innovation"

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Schoemaker, Paul J. H., Sohvi Heaton, and David Teece. "Innovation, Dynamic Capabilities, and Leadership." California Management Review 61, no. 1 (2018): 15–42. http://dx.doi.org/10.1177/0008125618790246.

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The world in which today’s businesses operate has become not only riskier but also more volatile, uncertain, complex, and ambiguous (VUCA). Organizations that hew too closely to traditional ways of operating will be hampered in their ability to succeed. In contrast, those that focus on new product and process developments coupled with business model innovation will leverage their dynamic capabilities. An essential overlay is entrepreneurial leadership from top management teams. Strong dynamic capabilities are impossible without it. This article examines how business model innovations, dynamic capabilities, and strategic leadership intertwine to help organizations thrive in VUCA worlds.

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Gullmark, Petter. "Do All Roads Lead to Innovativeness? A Study of Public Sector Organizations’ Innovation Capabilities." American Review of Public Administration 51, no. 7 (2021): 509–25. http://dx.doi.org/10.1177/02750740211010464.

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Although much has been written about public sector innovation in the last two decades, we still do not fully understand how public sector organizations become innovative. Therefore, this study inductively explored how four Norwegian municipalities developed innovation capabilities. I found that public sector organizations develop two forms of innovation capability in a path-dependent manner: low-routinized innovation capability and highly routinized innovation capability. In the former, dynamic managerial capabilities in the form of individuals’ entrepreneurial and leadership skills comprise the source of innovation capability. In contrast, in the latter, innovation capability emerges from dynamic organizational capabilities, that is, a set of innovation-stimulating routines, processes, tools, and structures. Notably, I found that regardless of the form of innovation capability, both spur the continuous development and implementation of various radical and incremental public sector innovations. Based on these findings, this study offers several contributions to the literature on public sector innovation and to the dynamic capabilities research agenda.

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Strønen, Fred, Thomas Hoholm, Kari Kværner, and Linn Nathalie Støme. "Dynamic capabilities and innovation capabilities: The case of the ‘Innovation Clinic’." Journal of Entrepreneurship, Management and Innovation 13, no. 1 (2017): 89–116. http://dx.doi.org/10.7341/20171314.

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Alves, André Cherubini, Denise Barbieux, Fernanda Maciel Reichert, Jorge Tello-Gamarra, and Paulo Antônio Zawislak. "INNOVATION AND DYNAMIC CAPABILITIES OF THE FIRM: DEFINING AN ASSESSMENT MODEL." Revista de Administração de Empresas 57, no. 3 (2017): 232–44. http://dx.doi.org/10.1590/s0034-759020170304.

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ABSTRACT Innovation and dynamic capabilities have gained considerable attention in both academia and practice. While one of the oldest inquiries in economic and strategy literature involves understanding the features that drive business success and a firm's perpetuity, the literature still lacks a comprehensive model of innovation and dynamic capabilities. This study presents a model that assesses firms' innovation and dynamic capabilities perspectives based on four essential capabilities: development, operations, management, and transaction capabilities. Data from a survey of 1,107 Brazilian manufacturing firms were used for empirical testing and discussion of the dynamic capabilities framework. Regression and factor analyses validated the model; we discuss the results, contrasting with the dynamic capabilities' framework. Operations Capability is the least dynamic of all capabilities, with the least influence on innovation. This reinforces the notion that operations capabilities as "ordinary capabilities," whereas management, development, and transaction capabilities better explain firms' dynamics and innovation.

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Trivellato, Benedetta, Mattia Martini, and Dario Cavenago. "How Do Organizational Capabilities Sustain Continuous Innovation in a Public Setting?" American Review of Public Administration 51, no. 1 (2020): 57–71. http://dx.doi.org/10.1177/0275074020939263.

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Just as private organizations rely on dynamic capabilities to sustain their innovative capacity and competitive advantage, the public sector may resort to them to improve its ability to address citizens’ needs. But how do innovation and organizational capabilities interact in a public setting? This analysis of the Congestion Charge Zone implemented by the Municipality of Milan in Italy explores this issue, and highlights the role played by interorganizational and cross-sector collaborative innovation. Results show that multi-actor engagement within a multilevel collaborative environment enhances the system’s ability to understand the problems to be addressed, to create and implement appropriate solutions, and to foster ownership of the innovation. They confirm that sharing knowledge and engaging in interorganizational learning are central to the development of innovation; however, they also highlight that these dynamics strengthen collective capabilities at the organizational and system’s level, thereby producing a reinforcing effect on innovative capacities at both levels. Based on these findings, a framework for continuous public innovation through collaboration is proposed which, first, provides a tool for mapping the factors and dynamics that shape collaborative innovation in a public setting and, second, explains how the process of collaborative innovation fosters organizational dynamic capabilities that, in turn, sustain the organizations’ capacity to innovate in the longer run.

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LAWSON, BENN, and DANNY SAMSON. "DEVELOPING INNOVATION CAPABILITY IN ORGANISATIONS: A DYNAMIC CAPABILITIES APPROACH." International Journal of Innovation Management 05, no. 03 (2001): 377–400. http://dx.doi.org/10.1142/s1363919601000427.

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This paper draws together knowledge from a variety of fields to propose that innovation management can be viewed as a form of organisational capability. Excellent companies invest and nurture this capability, from which they execute effective innovation processes, leading to innovations in new product, services and processes, and superior business performance results. An extensive review of the literature on innovation management, along with a case study of Cisco Systems, develops a conceptual model of the firm as an innovation engine. This new operating model sees substantial investment in innovation capability as the primary engine for wealth creation, rather than the possession of physical assets. Building on the dynamic capabilities literature, an "innovation capability" construct is proposed with seven elements. These are vision and strategy, harnessing the competence base, organisational intelligence, creativity and idea management, organisational structures and systems, culture and climate, and management of technology.

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Mushtaq, Naveed, Aziz Javeed, Ahmed Saeed, and Mohsin Altaf. "RECONNOITERING THE INTERVENING ROLE OF DYNAMIC CAPABILITIES BETWEEN HIGH-PERFORMANCE WORK SYSTEMS AND INNOVATION PERFORMANCE." Humanities & Social Sciences Reviews 9, no. 3 (2021): 1202–11. http://dx.doi.org/10.18510/hssr.2021.93118.

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Purpose of the study: This study explores the Impact of High-Performance Work System practices (HPWS), on innovation performance, through the intervening role of dynamic capabilities and innovation culture among the rapidly growing cement industry of Pakistan, which is the backbone of Pakistan's construction industry. Methodology: This is a self-administrative survey, and data were analyzed using Smart PLS 3.0, SPSS. Main Findings: HPWS has a positive impact on a firm's innovation performance. Furthermore, dynamic capabilities mediated the association between HPWS and innovation performance. Applications of this study: The study is essential for the cement industry, where traditional HRM has long been applied. Using HPWS would create a more innovative environment and establish dynamic capabilities that can trigger innovations such as administrative, incremental, radical, and marketing in the face of dynamic customer demands. Novelty/Originality of this study: This study has enriched our understanding of how organizations can improve their innovation performance in a complex and ambiguous environment, which is crucial to gaining competitive advantages. This study also suggests that developing a system of HPWS practices in organizations, particularly the cement industry, will help the organizations flourish and stay competitive in the marketplace and help elicit the right employee attitudes by fully mediating dynamic capabilities. Therefore, organizations should establish developed HPWS and create an innovation culture that will ultimately benefit the organization creates an innovation culture.

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Krzakiewicz, Kazimierz, and Szymon Cyfert. "Imovation in shaping dynamic capabilities of organisations." Management 20, no. 2 (2016): 8–22. http://dx.doi.org/10.1515/manment-2015-0047.

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Summary The underlying assumption of the article is that imitation is as important as innovation when creating a long-term competitive advantage, and that a systematic, strategic approach to imitation is necessary to ensure efficient and effective innovation. Viewed in this light, imitation is a rare and complex dynamic capability which organisations should properly develop and skillfully use. Imitators provide customers with products that are both better and cheaper. This article contributes to a discussion of innovative processes and their role in shaping dynamic capabilities of organisations. It attempts to portray the essence and nature of imitation and identifies benefits which copying what other organisations do can bring in terms of dynamic capabilities.

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ELLONEN, HANNA-KAISA, ARI JANTUNEN, and OLLI KUIVALAINEN. "THE ROLE OF DYNAMIC CAPABILITIES IN DEVELOPING INNOVATION-RELATED CAPABILITIES." International Journal of Innovation Management 15, no. 03 (2011): 459–78. http://dx.doi.org/10.1142/s1363919611003246.

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The purpose of this study is to explore the role dynamic capabilities have in the development of innovation-related operational capabilities. As dynamic capabilities by nature are processes and practices that advocate change, we aim to uncover the actual practices through which change strategies are implemented. Our research includes a single case study from the publishing industry. Building on a data set of interviews and secondary data we track down the development of the capabilities over the time period of five years. The results of the study imply that dynamic capabilities act as a catalyst and spark off the mechanisms of operational capability development. Our study demonstrates how different types of dynamic capabilities (sensing, seizing and reconfiguring) all have an impact of the development of market and technological capabilities.

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Rotjanakorn, Atichat, Pornrat Sadangharn, and Khahan Na-Nan. "Development of Dynamic Capabilities for Automotive Industry Performance under Disruptive Innovation." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 4 (2020): 97. http://dx.doi.org/10.3390/joitmc6040097.

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Dynamic capabilities are creating dramatic change for the industry around the world. Resource-Based View (RBV) theory and Operational capability theory are the basic capabilities of an organization under a normal changing environment. This creates a competitive advantage and organizational success in a relatively short period of time, in which the dynamic environment is not sufficient to cope with this change. Dynamic capability is a concept for managing change under this dynamic environment. Past research supports a direct positive relationship between dynamic capability and firm performance but it did not focus on the mediator variables. This research emphasizes the influences of competitive advantages and innovation capabilities as mediators of dynamic capabilities and firm performance were investigated. A cross-sectional design study was utilised and questionnaires were submitted to 326 firms to test the proposed relationships. IBM SPSS Statistics Base 26, IBM SPSS AMOS 21, and PROCESS macro 3.6 were used for statistical analysis. Results revealed that competitive advantages and innovation capabilities were partially mediated by dynamic capabilities and firm performance. Findings contribute to the literature on empowering leadership and innovative firm performance by highlighting that competitive advantages and innovation capabilities act as mediators to improve dynamic capabilities and enhance innovative firm performance.

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Dissertations / Theses on the topic "Dynamic Capabilities for Innovation"

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Ovuakporie, Oghogho D. "Open Innovation Practices and Innovation Performance: A Dynamic Capabilities Approach." Thesis, University of Bradford, 2018. http://hdl.handle.net/10454/18394.

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Bauwen, Guy A. "An empirical investigation of radical innovation growth through a capabilities and dynamic capabilities lens." Thesis, University of Strathclyde, 2011. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=16919.

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Radical corporate innovation ventures (RCV) can be engines of renewal and profitable growth. However, their outcome is highly unpredictable. This research explored, how industrial and knowledge intensive RCVs confront reality, deal with uncertainty and how they control their destiny. In essence, this research project has empirically investigated during the early time-into-market, the market and business development (MBD) of RCVs, through a capabilities (CAP) and dynamic capabilities (DCAP) evolutionary lens; a neglected research space. At the end of this report, a glossary and an overview of the abbreviations are included. Due to the multi-disciplinary, multi-dimensionality and complexity of the research scope, this study conducted during 3 years, longitudinal field research, studied in-depth 6 cases, involved through face-to-face interviews and focus group sessions, more than 100 managers, applied the triangulation method and analysed extensively the related literature. This research suggests that MBD or developing a market (MD) and developing a business (BD), can be operationalized, as an entrepreneurial market orientation (EMO) CAP (1). During a prospecting and trial phase, an aligned Schumpeterian and driving EMO combination is the better fit (2). In the next phase, defined as acceleration phase, a Kirznerian and driven EMO combination is the better fit (3). This approach can result in a more effective time-into-market, a better MBD learning curve, generate faster recurring revenues and lead to a first prover advantage (FPA) (4). Concurrently, MBD can also be operationalized as a bridging or DCAP with sensing, scaling, collaborating, capturing and leading as dominant DCAPs (5). Moreover, a MBD lead framework could be identified. Basically, lead organisations orchestrate seven interdependent lead elements: lead offerings, lead users, lead customers, lead partners, lead experts, lead markets and lead champions. An optimal lead mix is dependent on external dynamics, organizational DNA and strategic options (6). This research also suggests that MBD CAPs and DCAPs are hardly on the management agenda, are mostly ignored, and are avoided, because they are invisible and perceived as difficult to implement (7). Furthermore, both need to be de-averaged, integrated and dynamically synchronised (8). Finally, limitations have been discussed and avenues for further research determined (9).

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Albesher, Abdulrhman. "Synergies of firms' innovation dynamic capabilities and information technology : a study of Saudi firms' innovation performance and practices." Thesis, Brunel University, 2014. http://bura.brunel.ac.uk/handle/2438/8517.

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The ability of firms to innovate has become a cornerstone in the economy of many developed and developing countries. The performance of firms is not exclusively linked to their internal capability. Other external factors, such as technology, globalisation of the market, knowledge, and evolving approaches to value offering, force them to constantly change their approaches to wealth creation. Innovation is vital for firms’ competitive advantage. Hence, a firm with higher innovation prosperity compared to its rivals has a crucial advantage that enables it to compete in local and global markets. However, innovation is a complex phenomenon, and a holistic view is required for a deep understanding of the factors that influence firms’ innovation performance. Day after day, markets are becoming more dynamic, increasing the necessity to understand how such momentum affects innovation performance. With a focus on how they develop strategic routines that enhance their assessment of opportunities and resource-configuration capabilities, firms may better align their products and services with market demands. Using state-of-the-art dynamic-capability theory, this research highlights the routines of firms that influence their abilities to acquire and multiply knowledge and technology consistent with market status, leading to more novel and successful innovative products and processes as well as better economic advantage. This research aims to provide a framework that comprises factors that may influence Saudi firms’ innovation performance. Furthermore, the research aim attempts to understand the impact of information technology on firms’ innovation performance. The research is based on survey data from 203 Saudi firms registered at the Riyadh Chamber of Commerce and Industry. The empirical results suggest that firms may enhance their ability to acquire, assimilate, transform, and exploit knowledge by increasing their breadth of knowledge sources and by internationalizing their searching activities for knowledge and skills. Moreover, both explorative and exploitative innovation strategies, although paradoxes, are significant to increasing firms’ overall innovative performance. Mutually, information technology (IT) plays a critical role in complementing firms’ dynamic capabilities through better provision of IT infrastructure, while IT effectiveness and IT flexibility are vital to increasing firms’ abilities to maintain both long-term and short-term competitiveness.

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Williams, Barry Owen. "The influence of dynamic capabilities on innovation capability in dynamic high velocity environments." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1018577.

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The current business environment is experiencing increased levels of uncertainty, competition and change. Influenced by forces such as globalisation, fast paced technological change, recession and emerging markets, the current business environment is required to continuously adapt to these conditions and deliver new products or services to an increasingly demanding market. Such dynamic environments are characterised by fast and unpredictable changes that place traditional competitive advantages under pressure, requiring a continual pursuit of temporary game changers or radical disruptors. With radical innovation considered to be one of the key drivers of disruption and success within these environments, it has become critical for organisations to create a sustainable stream of new products that push the boundaries of technology and that ensures that those organisations stay ahead of their competitors. In dynamic environments, success is short-lived and temporary gains are quickly eroded as the competition catches up or jumps ahead. The ability for continual change, agility, ambidexterity and superior decision making, all contribute to maintaining the current advantages and quickly closing widening gaps in the innovation race. This study investigates the degree to which these dynamic capabilities influence an organisation’s innovation capability.

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Wilson, Scott. "Regenerating breakthrough product innovation in dynamic environments : a capabilities perspective." Thesis, University of Cambridge, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.431542.

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Zimmermann, Carsten. "Essays on internationalisation and innovation : resource-based constraints and dynamic capabilities." Thesis, University of Cambridge, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.614370.

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Liu, Shuangqi. "Sustainable innovation in nature-based tourism from the perspective of dynamic capabilities." Thesis, Uppsala universitet, Institutionen för samhällsbyggnad och industriell teknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-414121.

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While traveling brings economic opportunities while climate change, resource depletion and the rapid growth of tourist numbers threaten the communities and ecology in the destination. Concerns about these threats require the sustainability of tourism in the destination, where local enterprises as the major players are encouraged to lead change by adopting sustainable innovation. As the major players in tourism destinations, the contribution of sustainable innovation activities of NBT enterprises to the sustainable destinations development is greatly underestimated and there are few studies on the sustainable innovation of NBT enterprises employed in existing literatures. Thus, the purpose of this study is to reveal dynamic capabilities and processes of sustainable innovation of NBT enterprises. Based on the triple classification of the dynamic capabilities of Teece-model (2007) and the five key phases of enterprise development and ‘critical junctures’ of Vohora-model (2004), this study proposes a model of NBT sustainable innovation process and determines some important activities in the innovation process. This study provides suggestions on how to balance business growth and investment in sustainable innovation in order to achieve long-term development of the enterprise, and foreshadows possible challenges and important activities. This study also provides guidance for the government and other authorities on how to encourage and support NBT development.

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Marttila, Gaard Andreas, and Martin Malmgren. "DATA-DRIVEN DYNAMIC CAPABILITIES An exploration into digital transformation and business strategy building entailed by a dynamic capabilities view." Thesis, Malmö universitet, Fakulteten för teknik och samhälle (TS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-20224.

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The pervasive nature of technological advancements has increased the complexity, and thus the environmental volatility that span well across the borders of industries and na-tions. It could be argued that the need for firms to demonstrate dynamic capabilities are greater than ever before. In this conceptual study we take an exploratory approach to understand how dynamic capabilities are dynamically interconnected with digital trans-formation and the consequences this has on the business model(s) and further, the over-arching business strategy. This is realized through the introduction of a conceptual framework for “data-driven dynamic capabilities” which constitutes that there is a dynam-ic interconnectivity at play between the dynamic capabilities and digital transformation themes. Our findings suggest that the dynamic conflation between the two help fuel one another and that the firm’s business model(s) ought to be congruent with its data-driven dynamic capabilities. Further our findings suggest that there is a feedback loop between the firm’s overarching business strategy and its data-driven dynamic capabilities. Thus, the implications of this conceptual paper will be to create new value, adding knowledge and new theoretical trajectories into the field with the help of the integrative conceptual framework introduced in our study.

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Martín, Sánchez Virginia, and Sarah Schuch. "An Innovation Strategy Towards Circularity in MNCs : The Application of Dynamic Capabilities." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96245.

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The business environment is constantly being challenged with growing complexity and rapid changes, usually unforeseeable, as it could be observed during the last decades. One topic growing intensively in importance is environmentally sustainable business practices, which are often driven by societal expectations and new regulations; and which, under the enormous pressure of external stakeholders, cannot be avoided by companies anymore. Circular Economy, a relatively new concept, is becoming more popular, offering businesses not only a competitive advantage, but also the possibility to operate profitably, while still contributing to a sustainable development. This thesis provides insights on how MNCs with linear business models can take advantage of dynamic capabilities in order to incorporate circular business strategies. Current literature lacks research about the connection of how dynamic capabilities can support companies with the implementation of Circular Economy principles. Startups often implement sustainable strategies from inception, but: how can traditional MNCs of complex character successfully innovate their business models and strategies, without major disruption and losing their profitability? We argue that not only these young and born circular companies will lead the markets in the future, but also existing MNCs can successfully develop and stay competitive. This study wants also to highlight what resources and capabilities both types of companies state as key for successful circular business strategies, and how they are handled and embedded in the organizational structure by managers. A qualitative case study approach provided the detailed necessary information (from different industries and degree of circularity) to address the question. The findings widen the research of business model innovation towards circular business strategies and show a clear picture of which dynamic capabilities are of importance and how they can be successfully incorporated. We conclude by indicating that the concepts of learning, knowledge, relationships, leadership and management style were perceived as the most decisive within the organizations; with remaining external barriers as challenging.

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Hess, Andrew M. "Essays on dynamic capabilities the role of intellectual human capital in firm innovation /." Diss., Atlanta, Ga. : Georgia Institute of Technology, 2008. http://hdl.handle.net/1853/22593.

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Thesis (Ph. D.)--Management, Georgia Institute of Technology, 2008.<br>Committee Chair: Frank T. Rothaermel; Committee Member: J. Jeongsik Lee; Committee Member: John Walsh; Committee Member: Luis Martins; Committee Member: Matt Higgins.

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Books on the topic "Dynamic Capabilities for Innovation"

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Kodama, Mitsuru, ed. Collaborative Dynamic Capabilities for Service Innovation. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77240-0.

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Dynamic capabilities and strategic management: Organizing for innovation and growth. Oxford University Press, 2009.

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Strategic reconfigurations: Building dynamic capabilities in rapid innovation-based industries. Edward Elgar, 2010.

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Cordes-Berszinn, Philip. Dynamic Capabilities. Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137351289.

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Endres, Herbert. Adaptability Through Dynamic Capabilities. Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-20157-9.

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Plattfaut, Ralf. Process-Oriented Dynamic Capabilities. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-03251-1.

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Kaur, Vaneet. Knowledge-Based Dynamic Capabilities. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-21649-8.

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Hutterer, Peter. Dynamic Capabilities und Innovationsstrategien. Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-01094-2.

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Zollo, Maurizio. From organizational routines to dynamic capabilities. INSEAD, 1999.

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Ramachandran, J. Dynamic capabilities: An emerging economy perspective. Indian Institute of Management Bangalore, 2007.

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Book chapters on the topic "Dynamic Capabilities for Innovation"

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Zaman, U. K. uz, and A. Naseem. "Dynamic Innovation Capabilities." In Influencing Customer Demand. CRC Press, 2021. http://dx.doi.org/10.1201/9781003107446-9.

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Kodama, Mitsuru. "Collaborative Dynamic Capabilities: The Dynamic Capabilities View." In Collaborative Dynamic Capabilities for Service Innovation. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77240-0_1.

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Hutterer, Peter. "Innovation, Forschung und Entwicklung." In Dynamic Capabilities und Innovationsstrategien. Springer Fachmedien Wiesbaden, 2012. http://dx.doi.org/10.1007/978-3-658-01094-2_2.

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Acquier, Aurélien, Valentina Carbone, and Pilar Acosta. "Dynamic capabilities for sustainable innovation." In Business Strategies for Sustainability. Routledge, 2018. http://dx.doi.org/10.4324/9780429458859-12.

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Kodama, Mitsuru. "IT-enabled dynamic capabilities and collaboration systems." In Managing IT for Innovation. Routledge, 2021. http://dx.doi.org/10.4324/9781003027997-2.

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Kodama, Mitsuru. "Sustainable growth through IT-enabled dynamic capabilities." In Managing IT for Innovation. Routledge, 2021. http://dx.doi.org/10.4324/9781003027997-9.

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Lin, Haifen. "How Do Dynamic Capabilities Drive Adoptive Management Innovation?" In Adoptive Management Innovation. Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-7712-8_6.

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Kodama, Mitsuru. "Boundaries Synchronization and Capabilities Congruence: Discussion and Implications." In Collaborative Dynamic Capabilities for Service Innovation. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77240-0_10.

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Kodama, Mitsuru. "Conclusions and Issues for Future Research." In Collaborative Dynamic Capabilities for Service Innovation. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77240-0_11.

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Kodama, Mitsuru. "Service Innovation Through Collaborative Dynamic Capabilities: A Systems Approach." In Collaborative Dynamic Capabilities for Service Innovation. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77240-0_2.

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Conference papers on the topic "Dynamic Capabilities for Innovation"

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Shang, Shari S. C., Se-Hwa Wu, and Chen-Yen Yao. "A dynamic innovation model for managing capabilities of continuous innovation." In Technology. IEEE, 2008. http://dx.doi.org/10.1109/picmet.2008.4599661.

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Gloet, Marianne, and Danny Samson. "Knowledge and Innovation Management: Developing Dynamic Capabilities to Capture Value from Innovation." In 2016 49th Hawaii International Conference on System Sciences (HICSS). IEEE, 2016. http://dx.doi.org/10.1109/hicss.2016.531.

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Xianhua Wu, Ji Guo, and Min Ji. "Dynamic evaluation on the innovation capabilities of industrial clusters." In 2010 2nd International Conference on Information Science and Engineering (ICISE). IEEE, 2010. http://dx.doi.org/10.1109/icise.2010.5691785.

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Xiaoping, Liu, and Qi Liangqun. "Research on Enterprise's Dynamic Capabilities Action Mechanism." In 2011 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2011. http://dx.doi.org/10.1109/iciii.2011.415.

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Pundziene, Asta, Sohvi Heaton, and David J. Teece. "5G, Dynamic Capabilities and Business Models Innovation in Healthcare industry." In 2019 IEEE International Symposium on Innovation and Entrepreneurship (TEMS-ISIE). IEEE, 2019. http://dx.doi.org/10.1109/tems-isie46312.2019.9074330.

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Bao-jie, Chen. "An Empirical Study on Firm Dynamic Capabilities Influencing Innovation Performance." In 2010 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2010. http://dx.doi.org/10.1109/iciii.2010.322.

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Ferreira, Jorge, Sofia Cardim, and Frederico Branco. "Dynamic capabilities, marketing and innovation capabilities and their impact on competitive advantage and firm performance." In 2018 13th Iberian Conference on Information Systems and Technologies (CISTI). IEEE, 2018. http://dx.doi.org/10.23919/cisti.2018.8399271.

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Cao, Suzhang. "Dynamic Capabilities and Value Appropriation in the Context of Open Innovation." In 2009 International Conference on Information Management, Innovation Management and Industrial Engineering. IEEE, 2009. http://dx.doi.org/10.1109/iciii.2009.376.

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Wu Xiaobo, Fang Gang, and Wu Zengyuan. "The dynamic IT capabilities and firm agility: a resource-based perspective." In International Technology and Innovation Conference 2006 (ITIC 2006). IEE, 2006. http://dx.doi.org/10.1049/cp:20060843.

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Wu, Xiaobo, Songyi Xu, and Songcui Hu. "A Decision Model for Dynamic Capabilities Based on Learning Effects." In 2006 IEEE International Conference on Management of Innovation and Technology. IEEE, 2006. http://dx.doi.org/10.1109/icmit.2006.262216.

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Reports on the topic "Dynamic Capabilities for Innovation"

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Hsu, Wen-Tai, Raymond Riezman, and Ping Wang. Innovation, Growth, and Dynamic Gains from Trade. National Bureau of Economic Research, 2019. http://dx.doi.org/10.3386/w26470.

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Piyush Sabharwall, Nolan Anderson, Haihua Zhao, Shannon Bragg-Sitton, and George Mesina. Nuclear Hybrid Energy System Modeling: RELAP5 Dynamic Coupling Capabilities. Office of Scientific and Technical Information (OSTI), 2012. http://dx.doi.org/10.2172/1058092.

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Davey, Michael N. Combined Arms Maneuver, Wide Area Security, and Dynamic Capabilities. Defense Technical Information Center, 2012. http://dx.doi.org/10.21236/ada561577.

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Doo, Johnny. Unsettled Issues Concerning eVTOL for Rapid-response, On-demand Firefighting. SAE International, 2021. http://dx.doi.org/10.4271/epr2021017.

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Abstract:

Recent advancements of electric vertical take-off and landing (eVTOL) aircraft have generated significant interest within and beyond the traditional aviation industry, and many novel applications have been identified and are in development. One promising application for these innovative systems is in firefighting, with eVTOL aircraft complementing current firefighting capabilities to help save lives and reduce fire-induced damages. With increased global occurrences and scales of wildfires—not to mention the issues firefighters face during urban and rural firefighting operations daily—eVTOL technology could offer timely, on-demand, and potentially cost-effective aerial mobility capabilities to counter these challenges. Early detection and suppression of wildfires could prevent many fires from becoming large-scale disasters. eVTOL aircraft may not have the capacity of larger aerial assets for firefighting, but targeted suppression, potentially in swarm operations, could be valuable. Most importantly, on-demand aerial extraction of firefighters can be a crucial benefit during wildfire control operations. Aerial firefighter dispatch from local fire stations or vertiports can result in more effective operations, and targeted aerial fire suppression and civilian extraction from high-rise buildings could enhance capabilities significantly. There are some challenges that need to be addressed before the identified capabilities and benefits are realized at scale, including the development of firefighting-specific eVTOL vehicles; sense and avoid capabilities in complex, smoke-inhibited environments; autonomous and remote operating capabilities; charging system compatibility and availability; operator and controller training; dynamic airspace management; and vehicle/fleet logistics and support. Acceptance from both the first-responder community and the general public is also critical for the successful implementation of these new capabilities. The purpose of this report is to identify the benefits and challenges of implementation, as well as some of the potential solutions. Based on the rapid development progress of eVTOL aircraft and infrastructures with proactive community engagement, it is envisioned that these challenges can be addressed soon. NOTE: SAE EDGE™ Research Reports are intended to identify and illuminate key issues in emerging, but still unsettled, technologies of interest to the mobility industry. The goal of SAE EDGE™ Research Reports is to stimulate discussion and work in the hope of promoting and speeding resolution of identified issues. These reports are not intended to resolve the challenges they identify or close any topic to further scrutiny.

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McGraw, Robert. Software Infrastructure to Support DSAP (Dynamic Situational Awareness and Prediction) Capabilities. Defense Technical Information Center, 2006. http://dx.doi.org/10.21236/ada451092.

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McIlroy, Andrew. Open Collaboration and Research Capabilities on the LVOC/CREATE/High Performance Computing Innovation Center. Office of Scientific and Technical Information (OSTI), 2015. http://dx.doi.org/10.2172/1459262.

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McIlroy, Andrew. Open Collaboration and Research Capabilities on the LVOC/CREATE/High Performance Computing Innovation Center. Office of Scientific and Technical Information (OSTI), 2015. http://dx.doi.org/10.2172/1459337.

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Hashmi, Aamir Rafique, and Johannes Van Biesebroeck. Market Structure and Innovation: A Dynamic Analysis of the Global Automobile Industry. National Bureau of Economic Research, 2010. http://dx.doi.org/10.3386/w15959.

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Grossman, Gene. Explaining Japan's Innovation and Trade: A model of Quality Competition and Dynamic Comparive Advantage. National Bureau of Economic Research, 1989. http://dx.doi.org/10.3386/w3194.

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Raymond, Wladimir, Jacques Mairesse, Pierre Mohnen, and Franz Palm. Dynamic Models of R&D, Innovation and Productivity: Panel Data Evidence for Dutch and French Manufacturing. National Bureau of Economic Research, 2013. http://dx.doi.org/10.3386/w19074.

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