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Journal articles on the topic 'Innovation hub'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

SUH, NAM P. "A THEORY OF INNOVATION AND CASE STUDY." International Journal of Innovation Management 14, no. 05 (October 2010): 893–913. http://dx.doi.org/10.1142/s1363919610002921.

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Three laws of innovation are advanced as the necessary conditions for creating innovations hubs and innovations. The first law states that for innovation to occur, all the required steps of an innovation continuum must be present. The second law states that an innovation hub can be nucleated if the initial size of the nucleate is larger than the critical size and if the activation energy barrier for nucleation can be overcome. Once the innovation hub is nucleated, heterogeneous nucleation of innovation can occur around the innovation hub. The third law states that for innovation to occur, the nucleation rate of innovation must be faster than the rate at which innovative talent and ideas can diffuse away from the region. This theoretical framework has been proposed as a means of formulating government policies for economic growth and innovation. A case study is presented.

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Mwantimwa, Kelefa, Nora Ndege, Joanes Atela, and Andrew Hall. "Scaling Innovation Hubs: Impact on Knowledge, Innovation and Entrepreneurial Ecosystems in Tanzania." Journal of Innovation Management 9, no. 2 (August 12, 2021): 39–63. http://dx.doi.org/10.24840/2183-0606_009.002_0005.

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This study has explored the impact of innovation hubs on knowledge, innovation and entrepreneurial ecosystems. To gain deeper insights, the study adopted an exploratory case study design along a qualitative approach to conduct an empirical investigation. The study reveals a noticeable contribution of the X-Innovation Hub in empowering youths in aspects of knowledge co-creation and transfer, and promotion of diverse innovations. The findings of the study also disclose that the contribution of the innovation hub in transforming innovations into entrepreneurial opportunities is still unsatisfactory. Furthermore, the findings suggest that not all start-ups emanating from the hub are taking off. This is due to various undermining factors such as financial constraints and unfriendly legal frameworks. For X-Innovation Hub to satisfactorily and sustainably contribute to national innovation systems, deliberate efforts must be made, and strategies put in place by different stakeholders such as the government. Particularly, diversification of funding sources to minimise dependence on international development funding agencies and organisations is important.

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3

O'Dwyer, Laurence, Lorraine Nolan, and Caitriona Fisher. "Supporting Innovation through Regulation and Science: Ireland as an Innovation Hub for Health Products." Biomedicine Hub 2, Suppl. 1 (November 21, 2017): 1–8. http://dx.doi.org/10.1159/000481427.

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New technologies and our ever-increasing knowledge provide an exciting potential to develop innovative health products that can address challenges such as chronic diseases and ultimately improve outcomes for patients. Ireland has a strategic focus on supporting innovation and offers an ideal environment for health product innovation. This is due to the expertise and experience that is available within the life sciences sector and an established national infrastructure which supports the translation of research into health products in a collaborative manner. The Health Products Regulatory Authority (HPRA) is committed to supporting innovation for health products. Anyone developing an innovative health product can obtain regulatory guidance via the HPRA's Innovation Office. Scientific advice and a product classification service are also available. The HPRA is actively engaging with innovators through an outreach programme to discuss how regulation can support innovation and to raise awareness of available supports. In order to facilitate the appropriate regulation of innovative therapies, the HPRA is performing horizon scanning to identify innovations at an early stage of development, so that proactive action can be taken to put in place any additional regulatory tools or develop any expertise required to regulate such products and provide safe and timely access for patients.

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Pavan, Marco, and Marzia Giuditta Anelli. "H-FARM: The Innovation Hub." Symphonya. Emerging Issues in Management, no. 3 (2015): 55. http://dx.doi.org/10.4468/2015.3.08pavan.anelli.

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Shimma, Yoh-ichi, and Michiko Sawada. "Open innovation hub in AIST." Folia Pharmacologica Japonica 143, no. 6 (2014): 295–301. http://dx.doi.org/10.1254/fpj.143.295.

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Zhang, Baosheng. "How does transportation hub status promote the urban economic development? — the mediating effect analysis of innovation." E3S Web of Conferences 275 (2021): 03051. http://dx.doi.org/10.1051/e3sconf/202127503051.

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A good traffic hub position has important significance for the development of a city, but it also strengthens the polarization effect, diffusion effect and return effect of the regional central cities for other cities. Does the development of urban hub economy strengthen or weaken these effects? Does hub effect also need other conditions to promote urban economic development? From the perspective of technological innovation, this paper analyses the mediating effect of technology absorption and innovation in the process of urban transportation hub promoting economic development. It is found that the people flow effect in the hub effect can better promote the economic development of cities through the mediating role of knowledge absorptive and innovative ability. In the influence of logistics effect on urban economic development, the mediating role of knowledge absorptive and innovative ability is not significant.

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Prieto Mejia, Samuel, Juan Manuel Montes Hincapie, and John Alexander Taborda Giraldo. "A Hub-based University Innovation Model." Journal of technology management & innovation 14, no. 1 (2019): 11–17. http://dx.doi.org/10.4067/s0718-27242019000100011.

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8

Gilbert, Natasha. "Europe's innovation hub finally KICs off." Nature 470, no. 7335 (February 2011): 450. http://dx.doi.org/10.1038/470450a.

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9

Kohrs, Jens. "Health Innovation Hub: Patienten mit Ideen." kma - Klinik Management aktuell 26, no. 03 (March 2021): 12. http://dx.doi.org/10.1055/s-0041-1726238.

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Eine Umfrage des Health Innovation Hub (hih) wollte nicht weniger, als den Alltag mit Erkrankungen sichtbar zu machen. Ziel erreicht: Fast 3 000 Patientinnen und Patienten haben Probleme geschildert – und viele lieferten die Lösungsansätze gleich mit. Zwölf Ideen sollen jetzt mit hih-Hilfe vorangebracht werden.

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10

Horváth, Adrienn. "Examination of enterpreneurship ecosystem in Debrecen from the direction of open innovation spaces." Applied Studies in Agribusiness and Commerce 8, no. 2-3 (September 30, 2014): 51–59. http://dx.doi.org/10.19041/apstract/2014/2-3/6.

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Innovation is not just a technology, but it is rather a comprehensive vision of what the future should look like and which requires changes in many ambits. Innovation is driven by people’s needs, ambitions and dreams, and it is necessary that people at different positions in the society change the way they work and live. Innovation, as a result of human interactions, often fails because people do not understand each other, as they belong to different worlds which have their own languages and cultures. While innovation system-like thinking recognizes that the needs are a good mix of factors for innovation, it is hard to establish the perfect mix beforehand: innovation systems and policies need to be adaptive” (Klerkx, Mierlo & Leeuwis 2012). I tried to bring this complex vision to our future. The actuality of the topic is provided by the fact that we are in the period of the development of digital industrial revolution, on the peak of the technology innovations, slowly resulting in the revolutions of the machines. These technological innovations, trends, equipment or new technological achievements often make our work easier, or they may replace us, and will bring changes transforming the world with them. At present era, the availability and use of the relevant knowledge is essential. In Western Europe and in other more developed countries different spaces provide places for evolving various trends, applying the acquired knowledge, e.g. development of Silicon Valley, polices, clusters, co-workings. These innovative spaces may form a bridge for evolving a global, international or regional technology and knowledge transfer, sharing our knowledge and developing our competitiveness. They may be the engine of a “new world”. The entrepreneurship ecosystem in Debrecen was investigated regarding the presence of open innovation spaces. Though Debrecen has already had open innovation spaces, it does not have space operating as HUB. „HUB is a global platform, where people from all corners of the planet connect and engage in collaborative action to realize enterprising ideas for a better world” (HUB GMBH 2012). Furthermore, I studied the fact that why the creation of HUB in Debrecen is reasonable concerning every sector, and what characteristics this space may have. In order to analyze my hypotheses, I used questionnaires made by Delphi survey. During the process experts of this field were asked in two turns. Selecting the experts occurred on the basis of Helix model.

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Doelfs, Guntram. "Digitalisierung – „Wir werden drängeln, wo wir es für nötig halten“." Gesundheitsökonomie & Qualitätsmanagement 24, no. 03 (June 2019): 112–15. http://dx.doi.org/10.1055/a-0943-4939.

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Prof. Jörg Debatin ist Chairman des neuen Health Innovation Hub (hih) beim Bundesgesundheitsministerium. Im Interview spricht er über mehr Tempo und bessere Vernetzung bei der Digitalisierung, wie der Hub innovative Ideen schneller fördern will – und warum sein Team sich nicht als digitales Feigenblatt für Jens Spahn sieht.

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Doelfs, Guntram. "Digitalisierung: „Wir werden drängeln, wo wir es für nötig halten“." kma - Klinik Management aktuell 24, no. 06 (June 2019): 34–36. http://dx.doi.org/10.1055/s-0039-1692792.

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Prof. Jörg Debatin ist Chairman des neuen Health Innovation Hub (hih) beim Bundesgesundheitsministerium. Im Gespräch mit kma spricht er über mehr Tempo und bessere Vernetzung bei der Digitalisierung, wie der Hub innovative Ideen schneller fördern will – und warum sein Team sich nicht als digitales Feigenblatt für Jens Spahn sieht.

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Queiroz, Jonas, Paulo Leitão, Joseane Pontes, André Chaves, Javier Parra, and María Eugenia Perez-Pons. "A Quality Innovation Strategy for an Inter-regional Digital Innovation Hub." ADCAIJ: Advances in Distributed Computing and Artificial Intelligence Journal 9, no. 4 (December 11, 2020): 31–45. http://dx.doi.org/10.14201/adcaij2020943145.

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Industry 4.0 is reshaping the way all the economic sectors are working. The complete adoption and understanding by the companies, large or small, of the digital transformation opportunities and benefits, requires the existence of effective instruments. The Digital Innovation Hubs (DIHs) are an important instrument, strongly promoted by the European Commission, to help companies to take advantage of digital opportunities. Aiming to boost and create synergies between several DIHs and research centers located in the northern region of Portugal and Spain, and considering the disruptive ICT technologies, the establishment of an inter-regional DIH that results from the cooperation between these entities assumes a crucial importance to transform this region into an innovative pole of reference. This paper aims to describe the strategy for the management and improvement of the quality of the innovation being developed by this inter-regional DIH under the scope of the DISRUPTIVE project. Besides considering the individual strategies of the associated members, it includes cooperative aspects, regarding the sharing of knowledge, technology, and skills, aiming to improve the quality of innovation, as well as the adoption of digitization by the companies in this region.

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14

ar. "Bündnis Junge Ärzte besucht Health Innovation Hub." Der Deutsche Dermatologe 67, no. 10 (October 2019): 736. http://dx.doi.org/10.1007/s15011-019-2642-y.

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15

Schiermeier, Quirin. "Multibillion-euro innovation hub slammed by auditors." Nature 532, no. 7599 (April 2016): 291. http://dx.doi.org/10.1038/nature.2016.19753.

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16

Longo, Maria Cristina, and Sonia Caterina Giaccone. "Struggling with agency problems in open innovation ecosystem: corporate policies in innovation hub." TQM Journal 29, no. 6 (October 9, 2017): 881–98. http://dx.doi.org/10.1108/tqm-02-2017-0020.

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Purpose The purpose of this paper is to discuss the topic of agency problems in service ecosystem for innovation. It specifically explores the corporate policies aimed at encouraging collaboration, so as to prevent opportunistic behaviors within the innovation hub, where service exchange is central for innovation creation. Design/methodology/approach The authors apply the agency theory framework to the hub as a service ecosystem in order to understand how it would be possible to address agency problems between the firm (principal) and the other actors of the hub (agents), involved in peer-to-peer interactions. The research explores the case study of a high-tech leading company, which is a pioneer in the use of the hub for supporting its innovation process. Data are collected through semi-structured interviews to some key informants of the Hub Program regarding structure and organization; participation; incentives and monitoring. Findings In service ecosystems, corporate policies are based on commitment, psycho-social incentives and social control may encourage collaboration among the actors, thus contributing to align their own interests to the hub’s innovation common goals. Research limitations/implications Given the exploratory nature of the research, the paper is based on a single case study. Thus, it is not possible to either generalize the results or evaluate any statistical correlation. Practical implications The paper provides a wider awareness about the benefits and risks related to service ecosystems for innovation, and advise both managers and practitioners about appropriate corporate policies to better address the agency problems. Originality/value This study enhances the literature on service ecosystems, highlighting the importance of corporate policies in preventing opportunistic behavior of actors in order to ensure the value co-creation process. It also extends the agency theory application to informal and not-hierarchical contexts. Besides, it suggests practitioners a way to reconcile the different interests of the firm and the other hub’s participants.

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Ye, Di, Linlin Zheng, and Peixu He. "Industry Cluster Innovation Upgrading and Knowledge Evolution: A Simulation Analysis Based on Small-World Networks." SAGE Open 11, no. 3 (July 2021): 215824402110316. http://dx.doi.org/10.1177/21582440211031604.

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This article focuses on the innovation and knowledge evolution of industry clusters. We examine the effects of the hub firm and the interaction of network member firms on the upgrading of the cluster. Our study is based on two patterns of knowledge learning and innovation, namely, STI (science, technology, and innovation) and DUI (doing, using, and interacting). This article adopts a knowledge diffusion simulation model to study the exchange of knowledge between cluster network actors in the context of small-world networks. The results indicate that we must pay close attention to the influence of hub enterprises on cluster evolution. Although hub companies may have certain innovation capabilities, if knowledge absorption problems among members are not properly resolved in the cluster network, the innovation performance of the local clusters is likely to be weakened, despite the success of the hub firm.

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18

Szczepura, Ala, Mark Collinson, Louise Moody, Yanguo Jing, Gill Ward, Kim Bul, Sylvester Arnab, et al. "PP89 Living Lab Concept: An Innovation Hub For Elderly Residential Care." International Journal of Technology Assessment in Health Care 34, S1 (2018): 99–100. http://dx.doi.org/10.1017/s0266462318002362.

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Introduction:Many countries face the challenge of an aging population. Development of suitable technologies to support frail elderly living in care homes, sheltered housing or at home remains a concern. Technology evaluation in real-life conditions is often lacking, and randomized controlled trials of ‘pre-designed’ technologies are expensive and fail to deliver. A novel alternative would be ‘living labs’-real-life test and experimentation environments where users and producers co-create innovations and large-scale data can be collected.Methods:The goal of the living labs and Data Driven Research and Innovation (DDRI) Programme is to use data driven analytics and insights to support technology development for independent living, healthy aging and more cost-effective care. This involves a cluster of long-term residential care facilities providing 24/7 living lab settings, linked to an embedded innovation hub. DDRI also encompasses private vehicles (e.g. sensors in cars) to enable elderly to drive safely for longer. Collaborations have been established with Universities in England, Scotland and Ireland and with international industry partners.Results:Several projects are underway: (i) develop machine learning algorithm from non-intrusive sensor data to build a well-being representation for individual residents/citizens; (ii) evaluate innovative interventions for good sleep environment and nutritional support; and (iii) establish ethics framework to ensure that needs of residents, families and staff are embedded in design, communication, and evaluation of future DDRI projects. In addition, fifteen interdisciplinary doctoral fellowships are in place, six universities are working closely with individual living lab settings, and an innovation hub has been established in one care home for horizon-scanning and strategic technology selection and implementation.Conclusions:Over the next five years, a national network of 20 residential living labs with over 1,500 participants will be established. Generation of new user-led technologies, blueprints for capture of individual data at significant scale, and ethical and organizational guidelines will be developed. Intelligent mobility via data capture/feedback in vehicles will be established.

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Augustin, Harald. "Innovation-HUBs nachhaltig implementieren." Logistik für Unternehmen 35, no. 01-02 (2021): 46–50. http://dx.doi.org/10.37544/0930-7834-2021-01-02-46.

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Innovation-HUBs sind aktuell in Mode. Allerdings beklagen viele Unternehmen, dass der nachhaltige Erfolg aus verschiedenen Gründen nicht ausreichend erzielt wird. Eine Tischtennisplatte und ein Basketballkorb sind eben keine Innovationsgaranten, sondern viel mehr die Mitarbeiter selbst, die ins Zentrum des Innovation-HUBs gestellt werden müssen. Es wird ein Qualifizierungsmodell für die Arbeit in Innovation-HUBs vorgestellt, das auf einem Innovation-HUB-Trainingscenter basiert, das an der Hochschule Reutlingen in der Ausbildung von Studierenden betrieben wird. Hier lernen die Studierenden, wie Sie durch Ihr Verhalten Innovationen treiben oder hemmen und wie sie nachhaltig den Erfolg eines Innovation-HUBs gestalten.

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20

Baark, Erik, and Naubahar Sharif. "From trade hub to innovation hub: The role of Hong Kong’s innovation system in linking China to global markets." Innovation 8, no. 1-2 (July 2006): 193–209. http://dx.doi.org/10.5172/impp.2006.8.1-2.193.

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Baark, Erik, and Naubahar Sharif. "From trade hub to innovation hub: the role of Hong Kong's innovation system in linking China to global markets." Innovation: Management, Policy & Practice 8, no. 1 (June 2006): 193–209. http://dx.doi.org/10.5172/impp.2006.8.1.193.

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Cao, Xin, Taohua Ouyang, Puzant Balozian, and Sixuan Zhang. "The Role of Managerial Cognitive Capability in Developing a Sustainable Innovation Ecosystem: A Case Study of Xiaomi." Sustainability 12, no. 17 (September 2, 2020): 7176. http://dx.doi.org/10.3390/su12177176.

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Establishing a hub-based innovation ecosystem is an effective way for companies to cope with technological transformation and achieve sustainable development. While existing literature has explored how a hub firm develops or manages an innovation ecosystem, little attention has been paid to the strategic challenges in the development and management process. In strategic management, managerial cognitive capability has been proposed as a key factor that influences how firms make strategic changes and adapt to dynamic environments. Hence, from the perspective of managerial cognitive capability, this paper strives to investigate the development of an innovation ecosystem from the perspective of managerial cognitive capability. To do so, we conducted a qualitative case study of Xiaomi’s innovation ecosystem from 2010 to 2019. The research adopts an interpretive approach and finds that (1) the evolution of the innovation ecosystem can be divided into incubation, growth, and regeneration periods, with developing core products, related products, and unrelated products as respective focus; (2) under rapid technological and market changes, it is critical to match the managerial cognitive capability of the hub-firm with its innovation ecosystem; (3) building innovation ecosystems enables the hub-firm to achieve sustainable competitive advantages. The study builds a model for the growth of innovation ecosystems and enriches theoretical research on innovation ecosystems and managerial cognitive capability.

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Dmytriieva, Oksana I. "NATIONAL INNOVATIVE TRANSPORT HUB AS A SYSTEM OF STATE REGULATION OF INNOVATIVE DEVELOPMENT OF TRANSPORT INFRASTRUCTURE." Management 31, no. 1 (September 17, 2020): 38–48. http://dx.doi.org/10.30857/2415-3206.2020.1.3.

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Introduction. The transport industry and its supporting component – transport infrastructure are extremely important for ensuring the innovative development of the country. This is due to the fact that the operation of transport infrastructure, transport networks and vehicles covers almost all types of innovations: product, procedural, marketing, management.The hypothesis of scientific research is finding out that the results of the transport industry obtained in the course of innovation activities extend to other sectors of the economy (there is a so-called diffusion of innovations).The aim is substantiation of the architecture of the national innovative transport HUB as a system of state regulation of innovative development of transport infrastructure.The research methodology is comparative analysis and graphical method – to reflect trends in transport infrastructure; systematization and classification – for the classification of structural elements of transport infrastructure; system approach – for the formation of theoretical foundations of state regulation of transport infrastructure in the system of economic knowledge; modeling – to substantiate the model of innovative development of transport infrastructure.Results: the main factors determining the conditions and nature of forced internal migration in Ukraine in 2014–2017 were determined. The main directions of forced internal migration since the beginning of hostilities in the Donbass were determined. The emergence of regional asymmetry of migration processes at the level of aggregate migratory flows is investigated developed a model of innovative development of transport infrastructure in the form of national innovative transport HUB as a system of state regulation of the hexagon of individual components: innovation-production, resource-energy, environmental, investment, international and social, the use of which will create integrated into the world transport network safe, interactive, innovative and efficient transport infrastructure of Ukraine, increase the level of competitiveness of the national economy. Conclusions: the concept of innovative development of transport infrastructure is specified; a systematic analysis and classified models of state regulation of transport infrastructure, proposed a theoretical and methodological approach to the formation of national innovative transport HUB as a system of state regulation of innovative development of transport infrastructure, the implementation of which will bring the level of their provision and infrastructure to European standards. environment, to ensure socially responsible innovative development of transport infrastructure.

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Saksono, Herie. "INNOVATION HUB: MEDIA KOLABORASI MENUJU PEMERINTAHAN DAERAH INOVATIF." Nakhoda: Jurnal Ilmu Pemerintahan 19, no. 1 (June 30, 2020): 1. http://dx.doi.org/10.35967/jipn.v19i1.7854.

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The Lancet. "The hub of innovation: Academic Health Science Centres." Lancet 372, no. 9638 (August 2008): 508. http://dx.doi.org/10.1016/s0140-6736(08)61210-6.

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Quintero, Cristian. "A New Hub for Innovation and Learning [Editorial]." IEEE Potentials 36, no. 3 (May 2017): 3. http://dx.doi.org/10.1109/mpot.2017.2666238.

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Berger, Andreas, and Alexander Brem. "Innovation Hub How-To: Lessons From Silicon Valley." Global Business and Organizational Excellence 35, no. 5 (June 9, 2016): 58–70. http://dx.doi.org/10.1002/joe.21698.

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Ye, Di, Yenchun Jim Wu, and Mark Goh. "Hub firm transformation and industry cluster upgrading: innovation network perspective." Management Decision 58, no. 7 (March 26, 2020): 1425–48. http://dx.doi.org/10.1108/md-12-2017-1266.

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PurposeThis research paper examines how hub firm transformation and restructuring of network partnerships shape the development of industrial clusters in China.Design/methodology/approachQuestionnaire data were collected from 210 managers (response rate 70.9 percent) from the manufacturing industrial clusters in Eastern China.FindingsThe results inform that a cluster’s hub firm transformation influences the evolution of the cluster. Though the hub firm may possess transformation capabilities, the cluster is likely to be weakened if network partnerships and resource synergy are not formed amongst the cluster members.Research limitations/implicationsThis paper, in examining the individual- and firm-level attributes of orchestration capability and their interactions, sheds light on the firm level and inter-firm level relationships between resources and innovation in an industrial cluster.Practical implicationsTo facilitate learning and the upgrading of firms within an industry cluster and promote a cluster’s innovation network, policymakers can initiate preferential policy measures to cultivate support to strategically transform a cluster’s hub firm, thus fostering cluster network growth.Originality/valueThe paper studies the evolution of clusters by investigating the hub firm transformation and member firm interaction. Focusing on the inter-firm network interactions lends a richer understanding of the nuances of the evolution of industrial clusters in Asia.

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Gregor, Charlie, Ann Melvin, and Christopher Goss. "3411 Maximizing the Value of Your Trial Innovation Network Hub Liaison Team." Journal of Clinical and Translational Science 3, s1 (March 2019): 48. http://dx.doi.org/10.1017/cts.2019.114.

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OBJECTIVES/SPECIFIC AIMS: The University of Washington (UW) CTSA Hub Liaison Team has directed and facilitated work required to bring TIN multisite trials to the CTSA hub and its affiliates by: (1) Connecting hub and affiliate investigators with the services offered by the Trial and Recruitment Innovation Centers, (2) identifying investigators at academic and non-academic institutions to act as co-investigators on multisite trials, (3) supporting the local and affiliate human research protection programs and investigators throughout the life-cycle of the study, (4) maximizing CTSA and local study team resources to develop and monitor study-specific volunteer recruitment and retention plans. The UW CTSA TIN Hub Liaison Team has worked to achieve these objectives via the following methods designed for generalization and dissemination. METHODS/STUDY POPULATION: (1) Providing consultations to investigators interested in the services offered by the Trial and Recruitment Innovation Centers. (2) Hub and affiliate investigators at academic and non-academic institutions are identified by a variety of approaches, including the engagement of existing CTSA hub regional collaboration networks, utilizing EHR data from CTSA developed phenotypes and targeted “Investigator Engagement Packets”. (3) Ensuring regulatory oversight and compliance is challenging in the new age of single IRB review. Establishing a flexible reliance office, engaging with the central TIN IRBs and providing guidance and resources to local study teams ensures investigator confidence in the integrity of the protocol approval and study activity processes. (4) The CTSA Hub Liaison team has developed a Recruitment and Retention Plan template and holds recruitment and retention planning meetings with the CTSA study teams engaging in TIN studies. RESULTS/ANTICIPATED RESULTS: It is anticipated that The Hub Liaison Team: (1) Will contribute to the TIN’s process improvement to bring regionally appropriate studies to the CTSA hub and affiliates. (2) Identify ideal investigators to engage both in proposal submission and co-investigating multisite trials. (3) Collect, compare and improve regulatory and contract approval cycle times. (4) Monitor and support screening, accrual and retention of study volunteers. DISCUSSION/SIGNIFICANCE OF IMPACT: Due to low prevalence of disease, challenges related to identifying and randomizing study volunteers and urgency to address clinical and public health issues, multisite study design is an essential option for NCATS. The Trial Innovation Network is an exciting approach to leverage local and national resources to provide infrastructure to improve multisite clinical and observational trial conduct. The University of Washington CTSA hub has developed and piloted methods to achieve the mission of the TIN, by recruiting investigators and realizing trial objectives, with the hope that these methods could be utilized by other CTSA TIN Hub Liaison Teams.

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Bodolica, Virginia, Martin Spraggon, and Nadia Saleh. "Innovative leadership in leisure and entertainment industry." International Journal of Islamic and Middle Eastern Finance and Management 13, no. 2 (April 4, 2020): 323–37. http://dx.doi.org/10.1108/imefm-12-2019-0521.

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Purpose Innovative undertakings play a critical role in the economic value creation and wealth generation of a nation. This paper aims to contribute to the literature that positions innovation at the core of the tourism industry in the context of emerging markets. Design/methodology/approach The authors adopt a case study approach and draw on secondary sources of data to examine how the UAE is reaping the benefits of innovation to transform itself into a leading international leisure and entertainment hub. Findings The strategy of significant financial investment in complex mega-projects and major infrastructure development have offered the UAE a relative advantage over other industry giants worldwide. Nonetheless, the local government should continue tapping into the multiple and diverse opportunities that product/service and process innovation has to offer if the UAE ambitions to enhance its competitiveness and acquire the status of a global tourism hub. Originality/value While most research efforts to date focused on Western markets, this study contributes to the development of a knowledge base about the role of innovation in the tourism industry in emerging market settings.

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Mohalajeng, Lerato E., and Japie Kroon. "Innovation through accelerators: A case for open innovation." Southern African Journal of Entrepreneurship and Small Business Management 8, no. 1 (December 9, 2016): 9. http://dx.doi.org/10.4102/sajesbm.v8i1.107.

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<p><strong>Background:</strong> Open innovation is becoming a progressive business practice in Southern Africa because it plays a significant role in economic development through promoting the commercialisation of new ideas. The challenge is that while the benefits of open innovation are widely spoken about, not much is understood about the challenges and successes of open innovation accelerators (OIAs) in taking ideas to market.</p><p><strong>Aim:</strong> The purpose of this research was to investigate an OIA in South Africa for taking ideas to market.</p><p><strong>Setting:</strong> The Innovation Hub is a science park in Pretoria, South Africa, using open innovation to stimulate entrepreneurship in South Africa. Through The Innovation Hub Open IX, a webbased platform, an opportunity to investigate the bridging from invention to commercialisation is presented.</p><p><strong>Methods:</strong> A qualitative research method using semi-structured, in-depth interviews was applied to collect data. Five key stakeholders of the OIA were interviewed.</p><p><strong>Results:</strong> The findings suggest that stakeholder buy-in is essential for commercialisation through OIAs in South Africa. By involving stakeholders in the initial phases of the open innovation process, the likelihood of a solution being incorporated and fitted into the organisation’s business strategy is increased.</p><p><strong>Conclusion:</strong> The insight gained from this research suggests policymakers, research institutions and commercial businesses ought to explore various innovations across industries relevant to their open innovation proficiencies. This research makes a significant contribution to an indepth understanding of what is needed to bridge the gap from invention to successful commercialisation through open innovation.</p>

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Balicer, Ran D., and Arnon Afek. "Digital health nation: Israel's global big data innovation hub." Lancet 389, no. 10088 (June 2017): 2451–53. http://dx.doi.org/10.1016/s0140-6736(17)30876-0.

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Ehrhardt-Joswig, Jana. "HEALTH INNOVATION HUB: Fest verankert in der realen Welt." kma - Klinik Management aktuell 25, no. 04 (April 2020): 56–59. http://dx.doi.org/10.1055/s-0040-1709873.

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Vor einem Jahr startete der Health Innovation Hub im Auftrag des Bundesgesundheitsministeriums mit seiner Arbeit. Zeit für ein Gespräch mit hih-Leiter Jörg Debatin: über Trüffelschweine, die elektronische Patientenakte und darüber, welchen Umgang mit Daten wir uns wünschen.

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Ferrero, Roberto, Elizabeth Beattie, and Joanne Phoenix. "Sensor city- A global innovation hub for sensor technology." IEEE Instrumentation & Measurement Magazine 21, no. 1 (February 2018): 4–16. http://dx.doi.org/10.1109/mim.2018.8278801.

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Siebert, Ernestine, Michael Wasserman, and Sandra Fisher. "Using Innovation Hubs as Global Educational Collaboration Centers: Changing the International Education Model." JOURNAL OF INTERNATIONAL BUSINESS RESEARCH AND MARKETING 4, no. 5 (2019): 19–23. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.45.3003.

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This paper adapts existing international educational models to address collaborative education using innovation hubs as the coordinating mechanism. Our goal is to improve global engagement and mobility of students during their educational path. In this paper, we address challenges in international education through an approach based on collaboration among universities with innovation hubs. We base our discussion on theories of organizational change and knowledge management. Qualitative data collected from three partner universities, two in Germany and one in the United States, are presented. Each had specific innovation hubs but none used these resources in a structured international context. We explore ways in which an innovation hub developed and operated by multiple international education partners might be an appropriate platform for new ways of collaboration. An innovation hub might provide a mechanism by which global partners learn in rich ways across diverse platforms, norms, and motivations. Theory grounded in organizational adaptation, open innovation and global education suggests that integrating an innovation hub with international education programs may yield effective results at the individual (students, staff, faculty) and the organizational (intellectual property, reputation, etc.) levels. Desired outcomes include creating mutual benefits through collective knowledge generation and implementation of new ideas. We conclude that implementation of this model would involve a change process, thus specific characteristics and indications for change management should be applied. We offer recommendations for implementing this model and discuss implementation options and the involvement of global partner faculty, students, and staff.

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Serugendo, Giovanna Di Marzo, and Lamia Friha. "Digital innovation process in the academic sector - The case of the University of Geneva." ITM Web of Conferences 38 (2021): 03004. http://dx.doi.org/10.1051/itmconf/20213803004.

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In this paper, we describe an innovative process towards digital transformation in the high-educational field, developed at the University of Geneva since 2016. It aims to provide novel services identified proactively as of high value for improving student and university members experience. This approach is made possible through our Digital Innovation Hub and its different tools. One of these tools is the “Accelerator of digital science and services”, born from the original combined effort of two main digital actors of the university: The Information Systems Division (DISTIC) entity, providing professional expertise in developing and deploying digital services, and the Computer Science Center (CUI), providing research-led innovations. Through the Accelerator, we experiment and incrementally build new innovative services to be scaled up and deployed. This paper reports on our experience gathered throughout the establishment of this innovative process and its impact on governance and structure.

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Bikard, Michaël, and Matt Marx. "Bridging Academia and Industry: How Geographic Hubs Connect University Science and Corporate Technology." Management Science 66, no. 8 (August 2020): 3425–43. http://dx.doi.org/10.1287/mnsc.2019.3385.

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Innovative firms rely increasingly on academic science, yet they exploit only a small fraction of all academic discoveries. Which discoveries in academia do firms build upon? We posit that hubs play the role of bridges between academic science and corporate technology. Tracking citations from patents to approximately 10 million academic articles, we find that hubs facilitate the flow of academic science into corporate inventions in two ways. First, hub-based discoveries in academia are of higher quality and are more applied. Second, firms—in particular young, innovative, science-oriented ones—pay disproportionate attention to hub-based discoveries. We address concerns regarding unobserved heterogeneity by confirming the role of firms’ attention to hub-based science in a set of 147 simultaneous discoveries. Importantly, hubs not only facilitate localized knowledge flow but also extend the geographic reach of academic science, attracting the attention of distant firms. This paper was accepted by Ashish Arora, entrepreneurship and innovation.

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Fáykiss, Péter, Dániel Papp, Péter Sajtos, and Ágnes Tőrös. "Regulatory Tools to Encourage FinTech Innovations: The Innovation Hub and Regulatory Sandbox in International Practice." Hitelintézeti szemle 2017, no. 2 (2018): 43–67. http://dx.doi.org/10.25201/fer.17.2.4367.

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Zhang, Jia Qi, Fang Hua Zhao, and Jin Yuan Huang. "Conception of Innovation of the Electric Vehicles." Applied Mechanics and Materials 215-216 (November 2012): 493–96. http://dx.doi.org/10.4028/www.scientific.net/amm.215-216.493.

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Late-model vehicles inevitably will replace the automobiles due to the non-renewable characteristic of the automobile fuel. This paper has analysed the development trend of the novel vehicles that are driven by wheel hub motor, and proposed the necessity and the research direction of the single electric vehicle.

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Bodolica, Virginia, and Martin Spraggon. "Incubating innovation in university settings: building entrepreneurial mindsets in the future generation of innovative emerging market leaders." Education + Training 63, no. 4 (February 18, 2021): 613–31. http://dx.doi.org/10.1108/et-06-2020-0145.

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PurposeOne of the most discernible initiatives of entrepreneurial universities constitutes the launch of innovation centers, where students and alumni can incubate their business ideas and collaborate on innovative projects with the purpose of converting them into start-up ventures. While incubators and accelerators are quintessential in Western academic contexts, educational institutions in emerging economies are lagging behind in the preparation of future-ready business leaders via the establishment of hubs that stimulate entrepreneurial intention and diffusion of innovation.Design/methodology/approachIn this conceptual paper, the authors seek to contribute to the development of entrepreneurial education ecosystems in less advanced regions of the world through the activation of university-based centers of innovation. The authors rely on a general review of the specialized literature to identify best practice insights pertaining to curriculum design and draw on the combined expertise of the authors’ research team in delivering entrepreneurship and innovation (under)graduate courses and executive education programs in emerging countries.FindingsThe authors conceptualize the mission, vision and curriculum of an innovation hub that can be adopted by any institution of higher education from transitional and emerging market settings to build powerful entrepreneurial mindsets in the future generation of innovative leaders. The proposed innovation hub curriculum incorporates a number of practically relevant and learning boosting activities, including the “So, You Think You Can Innovate?” competition, networking events and guest speakers and training seminars and workshops.Originality/valueTo keep up with changing industry dynamics and secure the relevance of their programs, institutions of higher education in emerging economies need to embrace entrepreneurial models of instruction. They ought to allocate temporal, physical and mental spaces and infrastructure to students to facilitate the generation of innovative concepts and encourage them toward commercialization.

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Knight, Danica, Jennifer Becan, David Olson, Noah Painter Davis, Justin Jones, Amanda Wiese, Pam Carey, Dona Howell, and Kevin Knight. "Justice community opioid innovation network (JCOIN): The TCU research hub." Journal of Substance Abuse Treatment 128 (September 2021): 108290. http://dx.doi.org/10.1016/j.jsat.2021.108290.

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Lustosa, Bernardo C., Alberto L. Albertin, and Fernando Moreira. "Pricing in Information Orchestrators and Maximizing Stable Networks." International Game Theory Review 21, no. 03 (September 2019): 1850013. http://dx.doi.org/10.1142/s0219198918500135.

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In innovation networks based on information exchange, an orchestrating actor, or hub, captures information from peripheral actors, promotes innovation and then distributes it to the network in the form of added value. This paper identifies the pricing options proposed by the orchestrating hub that would result in the network’s stability and efficiency. Since all the companies in this ecosystem can be seen as rational agents, game theory is an appropriate framework for studying pricing as a mechanism to promote network stability. We analyze the equilibrium conditions in this context and conclude that the Nash equilibrium entails the network’s stability. Our findings indicate that, in order to maximize the innovation power of the network, the agents should be charged a price proportional to the financial benefit obtained by the net innovation. This study fills relevant gaps in the literature on monopolistic orchestrated innovation and the pricing structures of network connections.

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KIMURA, Tetsuya, Toshiro HOSHI, Yoshiharu MUTOH, and Takanori MIYOSHI. "Senior Care Innovation via Local Area Collaboration A Case Study in Nagaoka Care Innovation Hub." Proceedings of JSME annual Conference on Robotics and Mechatronics (Robomec) 2020 (2020): 1P1—E03. http://dx.doi.org/10.1299/jsmermd.2020.1p1-e03.

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Koottatep, Thammarat, Krisakorn Sukavejworakit, and Thanaphol Virasa. "Roadmap for Innovators in the Process of Innovation for Development." Sustainability 13, no. 1 (December 23, 2020): 84. http://dx.doi.org/10.3390/su13010084.

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This study aims to provide valuable insights into the process of innovation for development. We selected the “Reinvent the Toilet Challenge”, an initiative of the Gates Foundation, with the objective of creating sustainable sanitation solutions for the 2.5 billion people across the globe who lack access to safe and affordable sanitation. The Naturally Acceptable and Technologically Sustainable (NATS) team at the Asian Institute of Technology (AIT), Thailand was appointed by the Gates Foundation to serve as an innovative fecal sludge management (FSM) hub in Southeast Asia and collaborate with other researchers in the region, as well as with other teams from around the world to develop innovative FSM techniques that can help to solve the world sanitation problem. By gaining insights into how innovators interact with key stakeholders, we can understand the process of innovation for development and the role of innovation brokers in the innovation process, and then suggest a roadmap from the perspective of responsible research and innovation (RRI) to guide innovators, project leaders, industry partners, local government, and policy makers in the process of innovation for development.

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Bashary, Rahma, and Dennis M. Lupiana. "Leveraging Patent Information to Improve ICT Innovations in Tanzania." International Journal of ICT Research in Africa and the Middle East 6, no. 1 (January 2017): 40–49. http://dx.doi.org/10.4018/ijictrame.2017010104.

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Patent information is an essential ingredient for fostering innovations. Although most of developed countries have been using patent information as a source of technological information to assist R&D companies and organizations, Tanzania is lagging behind. Recognizing the critical role of patent information in nurturing innovations, Tanzania has recently engaged in conducting awareness training on patent information to researchers and innovators. Despite the effort, ICT Innovators in Tanzania are not keen in using patent information. The authors' preliminary study indicated that 47% of respondents had knowledge of patent databases and 61% of them believe that the information can improve their innovative ideas. In contrary, 77% of the respondents had never access the databases. These revelations led us to conduct a study to determine factors that hinder ICT Innovators in Tanzania from using patent information to improve their innovative ideas. The study was conducted at BUNI Innovation Hub and DTBi Incubator in Dar es Salaam where 70 ICT Innovators and 3 Innovation Managers were involved. The study employed self-administered questionnaires and interview for collecting data. The study revealed that lack of patent search skills, language used in patent documents, subscription fees, unreliable electricity supply and limited access to the Internet are among the factors.

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Haught, Matthew J., and David L. Morris. "Hubs for innovation: Examining the effects of consolidated news design on quality." Newspaper Research Journal 39, no. 2 (May 23, 2018): 145–54. http://dx.doi.org/10.1177/0739532918775656.

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In an effort to cut costs, newspaper chains nationwide have consolidated design operations at a few sites. These design hubs have changed the newspaper production process and removed designers from newsrooms; yet, top designers are able to work with their peers in a major city to produce all titles for a chain. This study uses a quantitative analysis of front pages collected from 435 newspapers throughout the United States to examine the quality of newspaper designs at hub and nonhub-designed newspapers. It concludes that hub designed newspapers are generally better designed than nonhub newspapers.

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Cantù, Chiara, Juho Ylimäki, Charlotta Agneta Sirén, and David Nickell. "The role of knowledge intermediaries in co-managed innovations." Journal of Business & Industrial Marketing 30, no. 8 (October 5, 2015): 951–61. http://dx.doi.org/10.1108/jbim-02-2014-0032.

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Purpose – The purpose of this paper is to investigate how technological hubs (THs), defined as knowledge intermediaries, can assist companies in creating successful partnerships to develop innovations. Specifically, the authors ask how THs can help firms connect with horizontal networks and how THs can assist firms on finding suppliers and customers from the vertical network with whom to collaborate. By answering these two main questions, the paper sheds light on the important role of THs and its incubators as knowledge intermediaries in innovation co-creation. Design/methodology/approach – The research is founded on a longitudinal case study of an Italian technologic hub, ComoNExT, that aims to improve the competitiveness of its local economy. Specific attention is given to the role of the incubator that was formed as a joint effort in the technology hub. Findings – The authors find that THs can facilitate networking among tenants and among tenants and external actors within the same epistemic network. The TH that the authors studied is characterized by a new business model that is founded on providing value-added services and networking. The TH sustains the networking at different levels: within tenants, with local actors, extra-local and international actors. The authors’ analysis suggest that THs become knowledge intermediaries who allow firms to identify innovation parties and transform them into innovation partners and, thus, outline the shift from outsourced innovation to co-managed innovation. Originality/value – The paper shows how knowledge intermediaries facilitate the intermediation between heterogeneous organizations who are located at different network positions and characterized by relational proximity that is the basis for reaching effective innovation. The research depicts how knowledge intermediaries reinforce the drivers of a co-membership network to co-create innovation to improve the strength of a relationship characterized by a shared vision.

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Brivio, Eleonora, Erica Negro Cousa, Vahé Heboyan, Francesco Beltrame, and Gianluca De Leo. "A Synopsis of Incubators in Non-hub Cities in the Southeast United States." Journal of Entrepreneurship 29, no. 2 (June 24, 2020): 428–44. http://dx.doi.org/10.1177/0971355720930574.

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Business incubators are organisations that support the growth of small companies, including start-ups, by providing various resources and services. The aims of this article were to assess the characteristics of business incubators in non-hub cities located in Georgia and South Carolina and to describe the major differences between incubators located in non-hub and hub cities. We surveyed 5 non-hub incubators and visited and analysed qualitatively 10 incubators, 5 in hub cities and 5 in non-hub cities. Results showed that incubators in non-hub cities have less focus and less access to funding capital compared with incubators in hub cities. The implementation of a mesh network among incubators in non-hub cities may help sharing resources, know-how, talents and investments with the goal of being able to compete with incubators in hub cities. While currently incubators in non-hub cities cannot offer the same services to their members, they can still play an important role in giving the people in their communities an opportunity to start a new business, find jobs and increase their income. Business incubators in non-hub cities can ultimately positively impact the overall quality of life of the population they serve. Finally, we proposed that a focus on public health innovation may help incubators in non-hub cities to be successful.

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Omidi, Yadollah, and Hossein Omidian. "Transformative dynamism in pharmaceutical and biomedical research: Complexity of integration of innovative R & D hubs." BioImpacts 11, no. 3 (February 24, 2021): 227–33. http://dx.doi.org/10.34172/bi.2021.29.

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Introduction: To be fully functional, pharmaceutical, and biomedical research centers need to be transformed to become innovative research and development (R & D) hubs. Such transformation, however, is a dynamic complex matter. Methods: To establish an innovative R & D hub, a simple and concise manifesto is conceptualized for the nonlinear dynamic transformation towards an innovative research hub to reinforce the transition of the 2nd generation R & D centers. Results: Interdisciplinary research is the most demanded field of research to overcome various multi-sided health issues. To become an innovative R & D hub, pharmaceutical centers must function as a small-scale physical infrastructure to support the inter-communication of scientists and provide specific technological needs to promote the related innovation and entrepreneurship with advanced business plans and prototypes. Given that a success paradigm within an unorderly surrounding setting has already been condemned to fail, the orderly integration of nested systems and groups should be carefully implemented towards a shared vision with formal and tacit agreements among all parties, including academia, industry, and finance team. Conclusion: To achieve a fully functional innovative R & D hub, a "know-how" approach with the systems thinking mindset within all the parties is of paramount necessity. The healthier the order of the whole working system is, the more effective will be the encompassed entitles and players. However, systems should have several checkpoints to enhance clarity and evade discrepancy and divergence. Since the medication is a highly trusted and needed public enterprise, the drug discovery and development paradigm should be practiced at the highest speed with maximum transparency and accountability.

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Pollard, Eileen. "Building Compassion Capacity: Chester Retold and Storyhouse, a Case Study." Journal of Perspectives in Applied Academic Practice 6, no. 3 (September 25, 2018): 75–82. http://dx.doi.org/10.14297/jpaap.v6i3.369.

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This article is a case study of a level five experiential learning module that I designed and taught at the University of Chester in the summer term of 2018 in collaboration with the city’s innovative new arts hub, Storyhouse. As a case study, it will demonstrate how ‘compassion’ can be placed at the heart of module design within Higher Education Arts and Humanities teaching, as well as how compassionate practice can emerge organically from innovation.

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