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Journal articles on the topic 'Innovation/Technology Management'
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Коптева, Zhanna Kopteva, Варфоломеев, and Aleksandr Varfolomeev. "HUMAN RESOURCE MANAGEMENT AS AN INNOVATIVE TECHNOLOGY OF PERSONNEL MANAGEMENT." Central Russian Journal of Social Sciences 10, no. 6 (November 27, 2015): 276–84. http://dx.doi.org/10.12737/16821.
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Nowadays changes in economic conditions of functioning of Russian companies have led to a need to introduce an innovative approach to personnel management. The article discusses the main directions of building an effective system of innovative human resource management through the application of technologies of Human Resource Management. Creating a supportive atmosphere of innovation involves identifying the factors that influence the process of introducing innovations in the organization, which HR-managers should consider in their work with the staff. Based on the results obtained during the study, there are the following groups of factors: political; legal; organizational and economic; social and psychological; technical. The classification of the main functions of HR-managers is presented in detail in the article and an algorithm for constructing a corporate personnel training system using PESTEL analysis is given. The introduction of any innovation in the organization as a consequence requires training and development of staff. Innovative personnel management system will help to build a competent and efficient work of employees and improve communication within the organization, which in its turn, will have a positive impact on revenues and profitability of the company.
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Tuominen, Markku, and Marko Torkkeli. "Innovation of technology management." International Journal of Production Economics 80, no. 1 (November 2002): 1–2. http://dx.doi.org/10.1016/s0925-5273(02)00237-2.
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Lopes, Daniel Paulino Teixeira, Naldeir dos Santos Vieira, Allan Claudius Queiroz Barbosa, and Cristina Parente. "Management innovation and social innovation: convergences and divergences." Academia Revista Latinoamericana de Administración 30, no. 4 (November 6, 2017): 474–89. http://dx.doi.org/10.1108/arla-05-2016-0150.
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Purpose The purpose of this paper is to discuss recent developments in the fields of management innovation and social innovation, in order to discover any possible convergences and divergences between them. Design/methodology/approach By examining the state of the art of the literature in both fields of study, this paper proposes a framework of theoretical approaches, conceptual dimensions, goals and objectives, processes, agents, outcomes, methods, and literature gaps. Findings There are substantial differences between management and social innovation in terms of theoretical and conceptual foundations. Although both share similarities given the relevance of technology and their focus on social relations, their generation and diffusion processes, among their other characteristics, are distinct. Research limitations/implications As this is a theoretical paper concerning innovations that involve social elements at their core, the challenge is to incorporate technological innovation into the theoretical framework. This would help empirically oriented research on more types of innovation. Practical implications The agenda of practitioners, scholars, government, and civil society should take different types of innovation into account, particularly those that go beyond technology. Originality/value This paper contributes to a better understanding of innovations that go beyond technology, by analysing innovations (i.e. management and social innovation) that involve social aspects at their core. Few researchers have analysed these types of innovations jointly.
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Nathan, G. "Innovation process and ethics in technology: an approach to ethical (responsible) innovation governance." Journal on Chain and Network Science 15, no. 2 (December 7, 2015): 119–34. http://dx.doi.org/10.3920/jcns2014.x018.
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In general, innovation governance models, which deal with organizational structure, innovation process, strategy and leadership, are becoming increasingly important for innovative companies for effective innovation management. Moreover, responsible innovation (RI) as a topic among academic scholars and policy makers is gaining importance, in order to address some of the ethical concerns and dilemmas as issues of governance in general and with special reference to technological innovations. This article attempts to show that technological innovation processes require a circular RI process instead of a linear one with embedded ethical decision-making framework for ethical innovation governance.
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Ding, Zhikun, Shuanglong Jiang, Fungfai Ng, and Menglian Zhu. "A new TRIZ-based patent knowledge management system for construction technology innovation." Journal of Engineering, Design and Technology 15, no. 4 (August 7, 2017): 456–70. http://dx.doi.org/10.1108/jedt-03-2016-0017.
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Purpose The quantity of construction technology innovations in patent database grows at a high speed. More challenging technical problems require knowledge workers to make full use of the huge existing technology innovation knowledge base to propose new innovative solutions. Hence, it is critical to deliver the right knowledge to the right people at the right time. To improve innovation efficiency and effectiveness, this research explores the development of a new patent knowledge management system to satisfy the increasing demand of construction innovations. Design/methodology/approach TRIZ-based patent knowledge management system (TPKMS) development involves the integration of construction patent knowledge management, theory of inventive problem-solving (TRIZ) theory, database techniques and computer programing technology. The contradiction matrix in TRIZ theory serves as the patent knowledge extraction framework, while SQL Server 2000 database management system is employed to manage the extracted patent knowledge, TRIZ and user account information. Visual C++ 6.0 is adopted as the development tool. Findings The developed system to manage construction patent knowledge integrates TRIZ with the database design, enabling the system users to be more problem-focused, systematic and efficient. The system provides a heuristic environment to help improve the innovation effectiveness by motivating knowledge workers’ innovative thinking. Further development of the system is proposed in the context of the age of big data. Originality/value A new TRIZ-based patent knowledge management system for construction technology innovation was developed.
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Windahl, Charlotta. "Understanding solutions as technology-driven business innovations." Journal of Business & Industrial Marketing 30, no. 3/4 (May 1, 2015): 378–93. http://dx.doi.org/10.1108/jbim-11-2013-0253.
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Purpose – This paper aims to provide a better understanding of the innovation challenges firms face when developing and commercialising solutions in the capital goods sector; challenges related to the interdependencies between the supplier/innovator and the customers, as well as the solution’s impact on their competencies and activities. Design/methodology/approach – This paper draws upon the emerging body of literature on solutions and established frameworks within innovation management literature. It explores a real-time longitudinal case study of “Alpha” (an international specialist in centrifugal separation, heat exchange and fluid handling), including an R&D project, the project’s transformation into an internal corporate venture and the years of the venture up until its integration into the corporate. Findings – This paper characterises solutions as involving product and business innovation. By clarifying the differences between how the solution affects the customers and the suppliers, the use of the proposed framework develops a deeper understanding of the obstacles and difficulties involved in solution innovation. Research limitations/implications – Although some customers were interviewed in this study, a more in-depth study of the customers and the actors within the business network would provide further insight into solution innovations. Merging the two discussions on co-creation and role of users in innovation could provide an avenue for fruitful research within this area. Practical implications – This paper provides a framework for deconstructing solution innovation, enabling detailed comparison between the innovation’s impact on both suppliers’ and customer’s competencies. Such a tool is helpful for increased understanding of how to facilitate internal and external acceptance for a disruptive and radical business innovation. Originality/value – This paper links the development and commercialisation of solutions with established innovation frameworks. Understanding solutions as technology-driven business innovations provides a multifaceted and complex perspective on solutions and contributes to better understanding of radical business innovations.
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Paes, Wander de Moraes. "Management Technology: guidelines for innovation." Latin American Journal of Development 3, no. 5 (September 3, 2021): 2879–98. http://dx.doi.org/10.46814/lajdv3n5-010.
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Nowadays the concept and practice about technology management should be thought inside a complex environment in relation with the dynamics information came from other areas. A interdisciplinary concept involved with the dynamic relationship that should be oriented to harness collaboration and integration among the actors and knowledge into digital environment. This perspective reflects the technology management practices and concepts in the context related with other areas, therefore, this point of view is necessary to apply innovated process in order to develop product and service onto Internet environment. So, this article fills a knowledge gap lived currently in most organizations.
Objective: Development a set of directives to be considers during managements practices within organizations and project for developing product and services onto digital environment. This article does not have a proposal to present a method for enabling a kind of innovation solution, but a set of policies and recommendations necessary to achieve the best result in order to develop a product and services via innovation mindset.
Method: Review and analysis problems with adaptive comprehension involved with management practices and concept. We present these approaches with and interrelationship environment, which can improve the comprehension analyzing approaches from others areas and body of knowledge. This mindset is necessary to mitigate many of the problems and improve the innovation idea applied on developing product and services on internet environment. We present this concept of a “management oriented to innovation” as a pattern of thinking to be argue from managers, used to perform an innovation process and task at various levels and development product and services. A kind of prototype implementation called Innovation that is a process related with a some others areas outside technology .
Results : On the basis of these analyses, we propose a policy and guidelines for supporting an innovation initiative is a result of interactions with others areas and concept not necessary inside of technology respects. We develop an mind set architecture for innovation system based on the metaphor of a “innovation” . Finally, we describe this architecture, with an interface with others concept , for planning and implementing products and services for WEB. A set of adaptive and interrelationship subjects to insight management practices necessary to improve and follow the tendency of technology applied to new market and business.
Conclusion: This article offers multi-level reflections and references to enhance the performance manager skill at manageable practices to deal with developing process to create innovative environment, products and services for digital environment.
Hoje em dia, o conceito e a prática sobre gestão tecnológica devem ser pensados dentro de um ambiente complexo em relação com a informação dinâmica proveniente de outras áreas. Um conceito interdisciplinar envolvido com a relação dinâmica que deve ser orientada para aproveitar a colaboração e a integração entre os actores e o conhecimento no ambiente digital. Esta perspectiva reflecte as práticas e conceitos de gestão tecnológica no contexto relacionado com outras áreas, portanto, este ponto de vista é necessário para aplicar processos inovadores a fim de desenvolver produtos e serviços no ambiente da Internet. Assim, este artigo preenche uma lacuna de conhecimento vivida actualmente na maioria das organizações.
Objectivo: Desenvolver um conjunto de directivas a serem consideradas durante as práticas de gestão dentro das organizações e projectos de desenvolvimento de produtos e serviços para o ambiente digital. Este artigo não tem uma proposta para apresentar um método que permita uma espécie de solução inovadora, mas um conjunto de políticas e recomendações necessárias para alcançar o melhor resultado, a fim de desenvolver um produto e serviços através de uma mentalidade inovadora.
Método: Revisão e análise de problemas de compreensão adaptativa envolvidos com práticas e conceitos de gestão. Apresentamos estas abordagens com e ambiente de inter-relação, que podem melhorar a compreensão analisando abordagens de outras áreas e corpo de conhecimento. Esta mentalidade é necessária para mitigar muitos dos problemas e melhorar a ideia de inovação aplicada no desenvolvimento de produtos e serviços no ambiente da Internet. Apresentamos este conceito de "gestão orientada para a inovação" como um padrão de pensamento a ser defendido pelos gestores, utilizado para realizar um processo e tarefa de inovação a vários níveis e desenvolvimento de produtos e serviços. Uma espécie de implementação de protótipo chamada Inovação que é um processo relacionado com algumas outras áreas fora da tecnologia .
Resultados : Com base nestas análises, propomos uma política e orientações para apoiar uma iniciativa de inovação é o resultado de interacções com outras áreas e conceitos não necessários dentro dos aspectos tecnológicos. Desenvolvemos uma arquitectura de conjunto de mentes para um sistema de inovação baseado na metáfora de uma "inovação" . Finalmente, descrevemos esta arquitectura, com uma interface com outros conceitos , para o planeamento e implementação de produtos e serviços para a WEB. Um conjunto de temas adaptativos e de inter-relação com as práticas de gestão de insight necessárias para melhorar e seguir a tendência da tecnologia aplicada a novos mercados e negócios.
Conclusão: Este artigo oferece reflexões e referências a vários níveis para melhorar a capacidade do gestor de desempenho em práticas geríveis para lidar com o desenvolvimento de processos para criar um ambiente inovador, produtos e serviços para o ambiente digital.
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SCHEWE, GERHARD. "Integrating Innovation and Technology Management." R&D Management 21, no. 3 (July 1991): 255–56. http://dx.doi.org/10.1111/j.1467-9310.1991.tb00767.x.
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Gaynor, Gus. "Management of technology and innovation." IEEE Engineering Management Review 45, no. 4 (2017): 6–8. http://dx.doi.org/10.1109/emr.2017.2769738.
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Silva, Luan Carlos Santos, Silvia Gaia, Carla Schwengber ten Caten, and Renata Tilemann Facó. "Technology Transfer and Innovation Management." International Journal of Knowledge Management 13, no. 2 (April 2017): 49–64. http://dx.doi.org/10.4018/ijkm.2017040104.
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The goal consisted in analyzing the innovation management process and the technology transfer between Industry-University in the TTOs of the public universities in the state of Paraná, Brazil. The research is of Practical Research nature. The approach is qualitative and as a technical procedure it was used the case study. The research analyzed the faced challenges, strategies and actions taken in the TTOs that got a better result in stage 1. It was possible to identify that the offices have highly capacitated in a level of excellency in different areas of graduation, however with difficulties to stablish an internal relationship between its members, professors and research groups from the university. They find it difficult external problems. The government, universities and institutions must create transfer mechanisms connected to the form of the technology demand, innovation and the enterprises characteristics.
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Simpson, Joseph J. "4.3.1 Innovation and Technology Management." INCOSE International Symposium 12, no. 1 (August 2002): 596–603. http://dx.doi.org/10.1002/j.2334-5837.2002.tb02515.x.
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Vdovichen, Anatolii, and Olha Vdovichena. "MANAGEMENT MODEL OF THE TOURISM BUSINESS TERRITORY DEVELOPMENT BASED ON INNOVATION APPROACH." Economic Analysis, no. 28(2) (2018): 9–20. http://dx.doi.org/10.35774/econa2018.02.009.
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Introduction. The article focuses on achievements, both foreign and domestic scientists, considering the need to use innovative management for effective development of tourism in Ukraine. Purpose. The article aims to analyse and systematize the main approaches to the development of innovative tourism business area in terms of disproportionality global and local tourist market. Method (methodology). In order to achieve the goal, the following tasks have been defined: to investigate the categorical apparatus of the concept of "innovation in tourism" (it will define the essence of this category); to offer a classification of types of innovations in the tourism business on the basis of the views of both domestic and foreign scholars; to provide a basic model for the development of innovative IT projects in the field of tourism services. The object of the research is the process of applying innovations in the tourism business in the conditions of disproportionate development of national and regional tourism services markets. The theoretical and practical approaches to the application of innovations in the development of tourism in Ukraine have become the subject of the study Results. We have investigated that the development of innovative IT start-ups (IT projects) in tourism occurs if the following three components: tourism business, innovating technology and information systems and technology management. The essence of the innovative approach in tourism is the creation of new and improvement of existing services, development of new markets, strategic business alliances, active introduction of modern information technology, new forms and methods of management. The effective use of innovations will lead to the creation of competitive tourism products and services both in the national and international markets.
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Henao-García, Edwin, José Arias-Pérez, and Nelson Lozada. "Fostering big data analytics capability through process innovation: Is management innovation the missing link?" Business Information Review 38, no. 1 (January 8, 2021): 28–39. http://dx.doi.org/10.1177/0266382120984716.
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Big data is heralded as the next big thing for organizations to gain competitive advantages. New data-driven firms need to control key resources in order to develop the new data-driven capabilities they need. The present paper analyzes the relationships between process innovation capability, management innovation and big data analytics capability, covering aspects related to a better understanding of how firms can obtain benefit from their investments in big data. PLS-SEM models with data from 195 firms are used. The main results suggest that management innovation and process innovation capabilities have an important role in the development of big data analytics capability. Big data analytics capability is much more than just investing in technology, collecting vast amounts of data, and allowing the technology department to experiment with analytics. The outcomes of this study present evidence on how innovative managers who promote innovations in process as well as innovations in different aspects of the organization favor the development of capabilities in big data analytics.
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Vasyaycheva, Vera A. "Industrial enterprise innovative design management technology map." Vestnik of Samara University. Economics and Management 13, no. 3 (November 22, 2022): 71–78. http://dx.doi.org/10.18287/2542-0461-2022-13-3-71-78.
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The ongoing global economic changes necessitate the formation of new approaches to innovation management that will contribute to sustainable development, economic growth and competitiveness of domestic industrial enterprises in the domestic and foreign markets. Solving the problems of rationalization and unification of innovation management is becoming increasingly important. The key goal of the scientific research is to develop scientific and practical recommendations for building a map of innovative design management technology that ensures the rapid adaptation of the enterprise to the conditions of constant change. In the process of achieving this goal, methods of structural analysis and synthesis, generalization, analogy, system analysis, and optimization were used. Based on the results of the analysis carried out by the author, a map of innovative design management technologies is presented, which provides managers of an industrial enterprise with management tools that contribute to the formation of a sustainable architecture for the innovation management process and make it possible to improve the current organizational and management structure using modern digital platforms and management decision-making tools. Scientific conclusions and proposals are of high importance for adjusting the innovation policy, determining the prospects and the basic vector of economic growth of domestic enterprises in the current operating conditions. Thus, the scientific recommendations and conclusions formed in the work can act as methodological tools for the management of industrial enterprises in determining options for solving the problems of economic growth and increasing competitiveness. A strategic guideline for further research is the development of existing approaches to enterprise innovation management, the unification of methodological tools for innovation management using modern digital technologies.
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Martynchuk, Mariya. "Innovative technology in agriculture as a component of environmental management." Management Theory and Studies for Rural Business and Infrastructure Development 36, no. 2 (June 11, 2014): 363–71. http://dx.doi.org/10.15544/mts.2014.033.
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Innovative technologies in contemporary agriculture appear as an efficient instrument of introduction of ecological management to agricultural companies. The aim of the research is to investigate ecological consequences of agro-innovations. The research is based on methods of analysis, synthesis and logical generalization. The analysis of the publications of national scientists studying the issue of innovation in the agricultural sector has been studied. Terminological identification of the concept of "ahroinnovation" has been made. Best innovative technology for each type of agricultural activities has been singled out and grouped. Possible ecological and economic consequences of introduction the innovative technologies in national agricultural production have been predicted.
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Collins, L. "Innovation everywhere [innovation technology]." Engineering Management 17, no. 2 (April 1, 2007): 14–18. http://dx.doi.org/10.1049/em:20070202.
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Ding, Shu Kui. "Independent Technology of CBTC System and Management Innovation in Urban Rail Transit." Applied Mechanics and Materials 236-237 (November 2012): 671–76. http://dx.doi.org/10.4028/www.scientific.net/amm.236-237.671.
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This paper introduces two technical innovations in the signal demonstration project of Beijing Subway Yizhuang Line: the “free wave antenna + waveguide” combined transmission and the "minimum system" simulation. It also summaries the demonstration project management concepts and innovative practice experiences. Analyzing the technology and management innovation, we expect to provide a reference for the progress of the autonomy of the other rail transport high-end and core technology.
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Wonglimpiyarat, Jarunee. "From SME Bank to Technology Bank." International Journal of Entrepreneurship and Innovation 7, no. 4 (November 2006): 251–59. http://dx.doi.org/10.5367/000000006779111602.
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This paper is concerned with the attempts of the Small and Medium Enterprise Development Bank of Thailand (SME Bank) to move towards becoming a technology bank to support the generation of new businesses and innovations. Being the bank for technology-based businesses to increase the nation's innovation capacity is the great challenge for SME Bank, as it needs to garner integrated financial and entrepreneurial support as well as a network of alliances. The paper proposes a model based on venture capital management for changing the innovative environment to create a technology economy. These innovative initiatives at SME Bank would be useful for economies in other developing countries to launch programmes supporting the diffusion and commercialization of innovations.
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Liu, Wan, Ren-huai Liu, Hui Chen, and Jet Mboga. "Perspectives on disruptive technology and innovation." International Journal of Conflict Management 31, no. 3 (March 25, 2020): 313–31. http://dx.doi.org/10.1108/ijcma-09-2019-0172.
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Purpose Disruptive technology and innovation represent complex conflicts in nature. This paper aims to present an analytical review of the heterogeneity and conflicts that exist in the disruptive technology/innovation between the eastern and western countries using Chinese high-speed railways to illustrate disruptive innovation. Design/methodology/approach The emerging economy brings about other theoretical and practical conflicts. Qualitative analysis is conducted on Chinese high-speed railways to assess the validity of innovation characteristics using Professor Clayton M. Christensen’s theories of disruptive technology/innovation and conflict. The authors explore the conflicts that can accompany the introduction of disruptive technologies in the current platform and how appropriately this specific context can lessen these conflicts. Findings The study revealed that Christensen’s theories could be applied 100per cent to the Chinese context if the western disruptive innovation theory can meet the practical requirements of Chinese disruptive technology/innovation. Qualitative analysis showed that Chinese high-speed railways had experienced greater success with disruptive innovation mechanism. The authors conclude that while the Chinese market is critical in shaping the kind of innovations that are emerging there, many disruptive technologies/innovations in China have their roots in the low-end market and new market. Implications for theory and practice are discussed. Originality/value There exists a research gap in the literature on the Chinese context. Conflict of disruptive technology and innovation within China and the characteristics of the Chinese high-speed railway prompt further research for scholars and practitioners.
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Kulakova, L., O. Popova, and V. Matveev. "INNOVATION MANAGEMENT ENTREPRENEURIAL ACTIVITY." Actual directions of scientific researches of the XXI century: theory and practice 10, no. 2 (July 19, 2022): 79–96. http://dx.doi.org/10.34220/2308-8877-2022-10-2-79-96.
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The innovative activity of entrepreneurial structures in Russia does not meet the requirements of the modern level of scientific and technological progress. One of the reasons for this appearance is an unfavorable economic climate, characterized by the underdevelopment of the institutional and infrastructure environment, market conditions and business conditions, the need for knowledge and technology from the business community, and the creativity of the pre-resiners. At the same time, for modern domestic entrepreneurship, the characters are weak with the main contingent of its stakeholders, which is why the consideration of the requirements and capabilities of the main part of potential partners is difficult. The proposed al-city development of the strategy and tactics of innovation in entrepreneurship will eliminate identified flaws. The subject is the socio-economic processes and relations that arise in the process of managing innovation in entrepreneurial activity. The direction of the study is the definition and methodological justification of the approach to the development of an innovation management policy in entrepreneurial activity in the context of an unfavorable innovative climate based on a stakeholder approach. The purpose of the study is to justify the influence of the innovative climate and accounting for the interests of the main stakeholders on innovative activity and innovative policy of entrepreneurial structures. Development of an algorithm for the formation of an innovative strategy and tactics of the company. In the process of research, general scientific (analysis and synthesis, induction and deduction, analogy, generalization) and special (monographic, statistical-economic, abstract-logical) methods of scientific knowledge were used. Based on the analysis of the innovative climate formed in the conditions of the formation of Industry 4.0, the need to take into account its key parameters in the development of strategy and tactics for managing innovation in entrepreneurial activity is substantiated. The influence of relationships with internal and external stakeholders on the activity and success of innovative processes in business structures has been clarified. The algorithm for developing a strategy and tactics for managing innovations in entrepreneurship has been developed and substantiated. Promising mechanisms for the activation of innovative activity in internal development are substantiated. The results of the study can be used by the legislative and executive state authorities, the academic community in the development of areas of improving the innovative climate, as well as business entities for the development and development of internal policy of innovation management.
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Wang, Kai Bao, Jian Yong Li, Yao Juan Zhang, Xue Chen, and Bo Wang. "The Construction and Management of Technology Innovation Base on College Students." Applied Mechanics and Materials 464 (November 2013): 436–40. http://dx.doi.org/10.4028/www.scientific.net/amm.464.436.
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It is important and necessary for the colleges and universities to cultivate the consciousness of science and technology innovation and improve the creativities of undergraduates according to the training objectives of the innovative ability of outstanding innovative talents. The construction of the college students science and technology innovation base was introduced mainly, including science and technology innovation base management and operation mechanism, the content and incentive system. The organic combination of the teaching in class and extracurricular was realized in the college students science and technology innovation base. The innovation base played an important role in cultivating and improving college students' science and technology innovation practice ability. The young college teachers produced irreplaceable function in the cultivation of creative personnel. With the operation mode that the science and technology innovation practice ability of college students was improved obviously, the good atmosphere of scientific research and teaching was formed, the student cultivation quality was improved obviously, the study ethos was improved obviously.
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Omelyanenko, Vitaliy, Inna Semenets-Orlova, Olena Khomeriki, Lyudmyla Lyasota, and Yuliia Medviedieva. "Technology transfer management culture (education-based approach)." Problems and Perspectives in Management 16, no. 3 (September 20, 2018): 454–63. http://dx.doi.org/10.21511/ppm.16(3).2018.36.
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Research deals with the analysis of theoretical aspects of increasing the competence of scientists and experts, whose task is to work with technology as a good promotion of technology on the market with a view to its commercialization or search for technological solutions according to the tasks of the organization and to examine the startup methodology as a tool of improving the technology transfer skills efficiency. The new specifics of technology transfer management within the Education 3.0 paradigm are considered. In the paper, the authors analyze the technology transfer as important source of innovation creation and an integral part of business development. Target result of technologies introduction, implemented within limited period with limited resources as an innovative purpose of technology transfer, which is aimed at the best possible development of organization, is identified. The paper also suggests consider¬ing processes of technology development and technology transfer based on startup methodology.
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Fulbright, Ron. "Innovation assurance using BACUP and Jobs Theory." International Journal of Innovation Science 9, no. 1 (March 6, 2017): 38–52. http://dx.doi.org/10.1108/ijis-11-2016-0052.
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Purpose Companies and organizations use various innovation governance structures, processes and metrics to make decisions about allocation of resources to the development of an innovative idea. Although many metrics measuring the process of innovation and the performance of the enterprise have been developed, a fundamentally solid and complete metric speaking to the quality and viability of the innovative idea itself is lacking. The business, applied innovation, creativity, unmet user needs and problem-solving (BACUP) model of innovation quality is proposed as such a metric based on viewing innovation from the five different viewpoints mentioned in its definition. BACUP is shown to facilitate discussion and analysis in innovation theory and is proposed as a tool allowing any innovation governance structure to achieve innovation assurance by mitigating risk and uncertainty and maximizing an innovation’s chance for success. Design/methodology/approach The BACUP framework was inspired by researching definitions of innovation and coming upon a survey in which different definitions were obtained from several different roles in companies and organizations. To use BACUP as a metric, the author and research assistants made qualitative judgments about innovations. Several judgments were obtained independently and consensus was plotted on the BACUP graphs. Findings BACUP can be used to illustrate and discuss major concepts in innovation theory. BACUP can be used to compare the relative viability of different innovative ideas. BACUP can be used to detect vulnerabilities in innovative ideas and provide information to innovation management and governance so that corrective measures can be taken. BACUP can be extended by other researchers and practitioners. Research limitations/implications In its current form, BACUP is not a quantitative tool; however, the authors envision other researchers applying existing quantitative tools and incorporating them into the BACUP framework. Practical implications BACUP is an innovative idea quality metric employable in any existing innovation management/governance structure or methodology. BACUP also gives practitioners a way to engineer innovative ideas into successful innovations. Social implications BACUP can lead to predictable and repeatable improved innovation outcomes, resulting in superior solutions to problems in all domains. Originality/value The BACUP framework is a novel, multi-dimensional view of innovation. Application of BACUP as a metric yields a new type of capability for innovation governance called innovation assurance.
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Dror, Israel. "Technology Innovation Indicators." R&D Management 19, no. 3 (July 1989): 243–49. http://dx.doi.org/10.1111/j.1467-9310.1989.tb00645.x.
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O'Sullivan, David, and Lawrence Dooley. "Collaborative Innovation for the Management of Information Technology Resources." International Journal of Human Capital and Information Technology Professionals 1, no. 1 (January 2010): 16–30. http://dx.doi.org/10.4018/jhcitp.2010091102.
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All organisations are now facing one of the largest upheavals in business practice since the ‘great depression’. Information technology organisations, who frequently lead the development of change based around ICT, are being asked to develop new products and services that add significant value for customers and to radically change their internal processes so that they are more cost effective. Innovation is process of creating positive change to any organisation and that adds value to customers—internal and external. Innovation is now widely accepted at the only sustainable engine of renewed growth for organisations. Organisations that do not embrace innovation and learn to apply its principles will simply stagnate or be obliterated by competition. ICT organisations that can learn to apply innovation effectively will become key strategic assets in driving costs down and also in adding new dimensions to product and service development. This article presents an approach to applying innovation in any ICT based organisation, be it a service department within a larger organisation or a commercial business that generates ICT solutions for clients. The process of innovation in ICT based organisations is similar to innovation in any organisation and requires an in-depth understanding and practice of developing innovation goals, the management of innovative actions or projects, the empowerment of human capital or teams and the continuous monitoring of innovation performance. This article presents a methodology for applying innovation and a case study of how innovation related knowledge can be managed in any ICT organisation.
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Kravchenko, Olena I., Dmytro S. Tymchuk, Tetiana H. Pavlych, Dmytro P. Kyslenko, and Olena V. Lutsenko. "Educational Management of Innovative Pedagogical Process in Higher Education Institutions (HEIs)." International Journal of Higher Education 9, no. 7 (August 4, 2020): 1. http://dx.doi.org/10.5430/ijhe.v9n7p1.
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The article proves that one of the objectives of the contemporary high school is developing the potential of all participants of the pedagogical process, giving them opportunities for revealing creative abilities. Such a change in the role of education in society has led to innovative processes. We distinguish the following elements of innovative activity in HEIs: the goal (increasing the efficiency of resource use in the HEIs), the content (the processes of creating and applying the innovations, including regular ones) and the product (the quality of training the graduates of the HEIs). We also identified the following types of innovation: organizational, processive and productive, which are the subjects of innovative activity in the HEIs. Under these circumstances, the planning and application of innovations are considered as the area of involving teachers into innovation activity. We specified the factors increasing the number of innovative activities: organizational and technological preparation of creating innovations is considered pre-innovation activity; the production of innovations depends on research and scientific work; the application of innovations includes the stages of implementation, design and dissemination. We distinguished contextual, educational, scientific and innovative processes and the process of strategic development of human potential. We identified the prospects of researching the innovative environment of HEIs as a condition for effective innovative activity of teachers. Generally, the structure of indirect management of the innovative process includes the main stages of the reflexive regulation of searching a new idea: the stages of criticism, conscious rethinking and normalization of the activity. The organizational structure of such management includes the following stages: diagnostic, regulatory, analytical and verification. Knowledge of the varieties of structures and their main stages is necessary to define the whole system of reflective management, because the innovation process consists of micro-innovation processes, which need to be adjusted in communication. We analysed the basic structural components of the authors’ technology of managing the innovation process at the department level as a structural part of НЕІs.
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Shehada, Muna, and F. V. Akulinin. "Innovation and information technology in management." Normirovanie i oplata truda v promyshlennosti (Rationing and remuneration of labor in industry), no. 9 (September 1, 2021): 68–72. http://dx.doi.org/10.33920/pro-3-2109-09.
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Information technology, artificial intelligence and other innovative areas of economic development allow manufacturers to reduce their operating costs by improving resource planning. Optimizing supply chain management (SCM) can improve the efficiency of all business processes in an organization, while reducing costs and increasing financial sustainability.
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Hwang, Ahn-Sook. "Integrating Technology, Marketing and Management Innovation." Research-Technology Management 47, no. 4 (July 2004): 27–31. http://dx.doi.org/10.1080/08956308.2004.11671638.
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Seeley, Charles P. "Technology management: Case studies in innovation." Journal of Engineering and Technology Management 10, no. 3 (September 1993): 307–10. http://dx.doi.org/10.1016/0923-4748(93)90073-r.
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Hanushchak-Yefimenko, Liudmyla M. "КОНЦЕПТУАЛЬНІ ПРИНЦИПИ УПРАВЛІННЯ РОЗВИТКОМ ІННОВАЦІЙНО АКТИВНИХ ПІДПРИЄМСТВ АГРАРНОЇ СФЕРИ." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 151, no. 5 (March 30, 2021): 87–93. http://dx.doi.org/10.30857/2413-0117.2020.5.9.
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The article presents the research findings on managing the development of innovation active agribusiness enterprises along with providing a well-reasoned approach to managing agricultural innovations. An in-depth analysis of fundamental conceptual premises revealed the presence of a strong correlation between scientific and technological progress and economic innovation process putting special emphasis on the dominant role of science and technology advances, the core of which is innovation. Innovations being a separate segment of the investment market and its object, both at a time, are closely intertwined with investment since investment beyond innovation often does not make sense, as far as it is hardly possible to keep effectively reproducing the same capital equipment, technology or organizational structure. Moreover, innovations are doomed to fail without attracting investment. Given the crucial significance of innovations for the agribusiness development, the need to build an innovation strategy that ensures the overall alignment of business innovation goals and investment objectives is considered paramount. Apart from the above, the study also offers a detailed overview on the best practices of implementing effective incentive mechanisms to encourage new forms of interaction and cooperation in science and technology between research institutions and industry which operate as integrated structures of different types. Such organizational paradigm of agribusiness innovative activities contributes to tackle the issues of fundamentally new innovative development associated with building new technological modes that spur the emergence of new management patterns for the “science – technology – industry” cycle. It is argued that the ultimate assessment of management effectiveness of innovative agribusiness development could be performed only after the completion of the final phase of innovation implementation since only after bringing a novelty to market one can evaluate the market demand satisfaction rate.
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Koster, Ferry, and Luc Benda. "Innovative human resource management: measurement, determinants and outcomes." International Journal of Innovation Science 12, no. 3 (August 24, 2020): 287–302. http://dx.doi.org/10.1108/ijis-03-2020-0027.
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Purpose External factors such as global competition and new technologies, require organizations to be innovative. Such organizational innovations also ask for innovative human resource management (HRM). However, in the current literature, it is not completely clear what innovative HRM means, as it is conceptualized in different ways. This study aims to provide clarity about innovative HRM by suggesting a new measurement scale; formulating hypotheses about some core determinants of innovative HRM; and investigating how innovative HRM relates to organizational innovation. Design/methodology/approach Using a sample of 719 Dutch organizations it was possible to investigate the properties of the inventory and examining several determinants of innovative HRM and how it relates to organizational innovation. Findings The innovative HRM scale is internally consistent and differs from other HRM indicators. It is explained by external developments, organizational size and stability of the organization. Finally, innovative HRM is a predictor of organizational innovation. Originality/value The measure that was developed in this paper is new to the literature. Innovative HRM has not been measured in a similar way to date. Besides that, the innovative HRM Survey is a novel data set.
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Huhul, Oksana, and Kateryna Muhyl. "DIRECTIONS OF INNOVATIVE DEVELOPMENT OF INFORMATION AND TECHNOLOGICAL PROCESS MANAGEMENT OF TOURIST ENTERPRISES." INNOVATIVE ECONOMY, no. 7-8 (2021): 43–48. http://dx.doi.org/10.37332/2309-1533.2021.7-8.6.
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Purpose. The aim of the article is a systematization of approaches to innovative areas of development of information technology management in tourism enterprises. Methodology of research. The following methods were used to achieve this goal: a systematic approach – to summarize the main views of the authors on this issue; comparative – to compare the positions of the authors on the issues under study; comprehensive – to create a unified list of approaches to the composition of innovation in this area. Findings. The following approaches to innovative areas of management of information technology processes in tourism were identified, in particular: the approach related to the introduction of smart (intellectual) innovations in the field of information technology processes, developed taking into account the cultural values of tourists; the approach to the creation of information technology innovations in the organization of excursion services, based on the situational behaviour of tourists; approach to the introduction of information technology innovations within the organization of excursion services, based on the use of interactive travel guides; the approach to innovative development of information and technological processes of tourist services, which provides for the emergence and emergence of new types of tourism in the market. Originality. The scientific novelty of the presented material is based on the fact that for the first time a complex list of innovative directions of development of management of information and technological processes at tourist enterprises in modern conditions is offered. Practical value. The submitted proposals of the authors in the framework of selected approaches to innovative areas of management of information technology processes in tourism can be used by Ukrainian tourism enterprises to improve the efficiency of their activities. Key words: innovation areas; information and technology processes; tourism enterprises; Internet of Things; travel guides; smart (intellectual) innovations; cultural values; situational behaviour; virtual tourism.
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Sahay, A. "Managing Innovation and Technology." Vision: The Journal of Business Perspective 9, no. 4 (October 2005): 65–70. http://dx.doi.org/10.1177/097226290500900406.
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Bucea-Manea-Tonis, Radu, and Rocsana Tonis (Bucea Manea ). "Management of Innovative Projects through Agile Technology." Journal of Economic Development, Environment and People 3, no. 3 (September 30, 2014): 59. http://dx.doi.org/10.26458/jedep.v3i3.76.
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Because of the globalization and the evolution of internet and technologies, nowadays the innovation is associated with open collaboration conducted by a legal framework. The paper analyses the methods that allow a better management for innovative projects and focuses on agile projects within a technological network.
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Komarov, Sergey, Mariya Kudina, Gulnaz Suzdaleva, and Dmitriy Shishkin. "Lean management as the innovative technology of an enterprise." SHS Web of Conferences 116 (2021): 00008. http://dx.doi.org/10.1051/shsconf/202111600008.
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The paper is devoted to the problem of management of innovative activity of an enterprise on the basis of Lean technology. The study shows that there are no generally accepted theoretical models for understanding this relationship and its unambiguous assessment. The paper discusses a pilot study of the relationship of Lean management factors and innovative activity for large Russian enterprises taking into account their life cycle and type of innovation. The results of the study demonstrate the correlation between lean production and innovative activity of the enterprise. The conclusions on the impact of the type of enterprise (business), the stage of its life cycle and the type of innovation on this relationship are innovative and important. The study is aimed at testing the methodology of future research, the purpose of which is to build a mathematical model of such a relationship.
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An, Eugene, and Valentine Kundius. "FORMATION OF THE EURASIAN TECHNOLOGY PLATFORM AS A BASIS OF INNOVATIONAL DEVELOPMENT OF THE ECONOMY OF THE TRANSBOUNDARY REGIONS." Economics Profession Business 3, no. 3 (September 9, 2019): 5–14. http://dx.doi.org/10.14258/epb201928.
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In article the main components of the innovation economy are defined, each of which reaches competitive level by world criteria: first of all it is the innovation potential; institutional innovation system; the innovation infrastructure and highly organizational forms of interaction of economic subjects, including the innovation centers, clusters, venture business and others. Results of a research of the innovation processes in cross-border territories of Russia and Kazakhstan, the problems constraining development of the innovation economy, a form and mechanisms of development of the innovation economies of the countries are presented. Scientific justification is given to creation International it is innovative — production consortium “R&IID” of the countries of participants of the Eurasian Economic Union (EEU), the first results of its activity, an action for further development of cooperation are shown and the expected results of introduction of a new paradigm of management of innovative processes — “business models of open innovations’ and technologies of “innovative engineering” are proved.
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Musso, Fabio. "Technology in Marketing Channels." International Journal of Applied Behavioral Economics 1, no. 2 (April 2012): 41–51. http://dx.doi.org/10.4018/ijabe.2012040104.
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The paper analyses the contribution of technological innovations to improve the relations and interactions among all members of marketing channels and those with the end consumer. The analysis focuses on marketing channel as a whole, aiming at providing a conceptual framework for future investigations and insights that can be conducted to capture the extent and effects of the changes in technology. The technological perspective of innovation is analyzed by taking into account all types of channels, not just those at the retail distribution level. This perspective can be divided into an area of innovation in vertical relationships between channel members and an area of innovation in relationships with final demand. The main fronts of innovation in vertical relations between firms are: logistics, the joint management of supplying activities, and those joint activities with a high level of integration among partners, such as Vendor Managed Category Management. As regard to relationships with final demand main innovation fields are: checkout technologies, electronic and mobile payments, distance and on-line selling, and self-service technologies.
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Harada, Tsutomu. "Managing Innovation Probabilities: Core-driven vs. Bottleneck-removing Innovations." Business and Management Studies 1, no. 2 (June 11, 2015): 66. http://dx.doi.org/10.11114/bms.v1i2.875.
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This paper provides a simplified framework of focusing devices that generate different patterns of innovation, i.e., core-driven and bottleneck-removing innovations, and discusses the managerial implications. We show that core-driven innovation should be undertaken when technology components are independent (independent technology system), while bottleneck-removing innovation should be pursued when they are interdependent (interdependent technology system). Different types of focusing device should therefore be adopted based primarily on the degree of interdependence among technology components, which in turn maximizes underlying innovation probabilities. One of the implications of the results is that the effective management of innovation is made possible when innovative activities and corresponding focusing devices are appropriately arranged and coordinated to maximize innovation probability. We discuss these managerial challenges in terms of incentives, governance, and competitive strategies.
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SAVORY, CLIVE. "DOES THE UTTO MODEL OF TECHNOLOGY TRANSFER FIT PUBLIC SECTOR HEALTHCARE SERVICES?" International Journal of Innovation and Technology Management 03, no. 02 (June 2006): 171–87. http://dx.doi.org/10.1142/s0219877006000740.
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Public sector healthcare services are both large users and innovators of health technologies. In the UK's National Health Service (NHS) initiatives have been developed to manage the process of technological innovation more effectively. This has two main aims, to maximize potential commercial returns from innovations developed within the NHS; and to improve levels of patient care through appropriate diffusion of innovations. The initiatives have been devised using approaches and processes already used in other public sector organizations, in particular, universities. Central to the approach taken by many universities is the setting up of a university technology transfer office (UTTO) to provide innovation management services. This paper assesses the extent to which the UTTO-based approach to technology transfer matches the needs of the NHS. Several significant factors are identified that suggest that the two sectors merit different approaches to innovation management. An agenda for further research into health service innovation management processes is suggested that emphasises issues including: the relative roles of formal and informal innovation processes; contingent variables affecting design of innovation processes; limitations of technology-push approaches to managing practice-based innovation; and cultural fit of innovation management models.
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GOSWAMI, SANGHAMITRA, and MARY MATHEW. "DEFINITION OF INNOVATION REVISITED: AN EMPIRICAL STUDY ON INDIAN INFORMATION TECHNOLOGY INDUSTRY." International Journal of Innovation Management 09, no. 03 (September 2005): 371–83. http://dx.doi.org/10.1142/s1363919605001307.
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In spite of increased attention and resulting vibrancy within the field of innovation, earlier research has not yielded a widely accepted consensus regarding how to define innovation. Without a good working definition, we still lack good measures of innovation. One of the greatest obstacles in understanding innovation has been the lack of a meaningful measure. The present study is carried out to find a generic definition of innovation in Information Technology organisations. We also did a comparative study between innovative and less innovative organisations with respect to the way these organisations define innovation. Results showed that there are differences between these two groups of organisations with respect to the way these organisations define innovation. Finally, the implications of findings on these organisations are discussed.
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Vega-Jurado, Jaider, David Juliao-Esparragoza, Carlos D. Paternina-Arboleda, and Milena C. Velez. "Integrating Technology, Management and Marketing Innovation through Open Innovation Models." Journal of technology management & innovation 10, no. 4 (December 2015): 85–90. http://dx.doi.org/10.4067/s0718-27242015000400009.
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Kara, Nataliya, and L. Zynych. "Peculiarities of innovative management in the activities of international companies." Management and Entrepreneurship in Ukraine: the stages of formation and problems of development 2021, no. 2 (December 2021): 40–46. http://dx.doi.org/10.23939/smeu2021.02.040.
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The article considers the role of innovation management in the enterprise on the experience of foreign companies. The essence of innovation management, its tasks and functions are substantiated. Innovation management - is one of the areas of strategic management, carried out at the highest level of the organization. Its purpose is to determine the main directions of production and scientific and technical activities of the enterprise. This is primarily the development and implementation of new technology and products, modernization and improvement of products and technology, further development of production of traditional products and withdrawal from production of obsolete products. Innovation management is characterized by goal setting and strategy selection, as well as four stages of the cycle: planning, setting conditions and organization, implementation, leadership. The allocation of functions in innovation management is due to the diversity of management activities in the chain idea - research - development - design - production - implementation of innovations. Under the functions of management means the type of activity that is necessary for the implementation of the general objectives of innovation management. On the example of foreign companies: Whirlpool, General Electric, DuPon, Visa the results of the introduction of innovation management are shown. The practice of the leading companies of the developed countries of the world shows that their success is connected with the development of a holistic system of innovation management, which is in constant and continuous development in accordance with changes in both the organization and the external environment. These companies create such an innovative structure and management culture in which the directions of innovative development are integrated into general strategic plans related to the constant development of promising new products and the creation of new business areas. Innovation management creates a long-term advantage if it meets one or more of three conditions: innovation is based on a new principle that challenges the orthodoxy of management; system innovation, covering a number of processes and methods; and this is part of the current program of the invention, where progress is combined with the passage of time.
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Kyoo Kim, Song. "Alternative Approach of Inventive Problem Solving for Digital Right Management Technology Innovation." International Journal of Engineering and Technology 3, no. 4 (2011): 338–41. http://dx.doi.org/10.7763/ijet.2011.v3.249.
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GOSWAMI, SANGHAMITRA, and Mary Mathew. "COMPETENCIES FOR ORGANIZATIONAL INNOVATION POTENTIAL: AN EMPIRICAL ANALYSIS ON INDIAN INFORMATION TECHNOLOGY (IT) ORGANIZATIONS." International Journal of Innovation Management 15, no. 04 (August 2011): 667–85. http://dx.doi.org/10.1142/s1363919611003271.
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This study examines competencies that contribute to innovation in Indian Information Technology organizations (n = 42). These competencies were conceptualized and measured in this paper. Their measurement is described. A cluster of low and high potentially innovative organizations, based on measures from an earlier study by the authors, is used to understand the competencies in the context of innovation. An organizational innovation potential score categorized organizations as innovative (high) and less innovative (low) organizations. Logistic regression was done to assess the competencies of low and high innovative organizations. Results showed that product breadth competency, innovation adaptability competency, new business development competency and organizational learning competency contribute to organizational innovation potential. The paper discusses research and managerial implications.
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Drahunova, V. V. "Innovative management in the system of modern secondary education." All Ukrainian scientific-practical magazine Principal of School Liceum Gymnasium, no. 6 (2019): 86–92. http://dx.doi.org/10.37836/2309-7744-2019-6-11.
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In this article the scientific-theoretical analysis of innovative management in the system of secondary education is carried out; the basic conditions of their implementation are determined. The model, which will be implemented in the management process, is characterized by the use of pedagogical conditions, the production and implementation of innovation changes, taking into account regional specifics, external and internal factors. The technology of implementation of the implementation and models of implementation of innovation management in the secondary education system is disclosed; the step-by-step introduction of the components of the model technology based on the pedagogical conditions, application of modern principles and innovations for the perspective development of the secondary education system of the region is reflected. The level of pedagogical conditions in the implementation of innovation management is determined; The significance of innovation management for the management of secondary education system is determined and the factors that stimulate the managerial activity of the head of the institution of general secondary education are identified and ensure the progressive development of the institution of education and the system of secondary education in general.
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Badrinas, Joan, and Joaquim Vilà. "An Innovation Management System to Create Growth in Mature Industrial Technology Firms." International Journal of Innovation Science 7, no. 4 (December 1, 2015): 263–79. http://dx.doi.org/10.1108/ijis-07-04-2015-b004.
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In business terms, the ultimate purpose of innovation is to generate profitable growth. However, in mature industrial technology segments, endeavours of innovation often result merely in the maintenance of market share and rarely in net lasting growth. Expectations from the market for radical changes are unusual, and firms tend to focus on short term exploitation activities. In this environment, the creation of significant innovations with value that cannot be rapidly contested by competitors is a major challenge. Based on the analysis of innovation management systems of six European companies operating in mature technology segments, this paper presents a framework based on multi-case study research that links key components of the innovation system to growth performance. The analysis of innovation drivers is structured with constituent factors of culture, leadership, resources, and processes. The article concludes with a proposal of an innovation system construct that has shown to be effective to guide the best companies to break through the exploitation glass ceiling and create new uncontested growth streams.
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Golja, Tea, and Morena Paulišić. "Managing-technology enhanced tourist experience." Management 26, no. 1 (June 30, 2021): 63–95. http://dx.doi.org/10.30924/mjcmi.26.1.5.
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Many of the recent research studies in tourist behavior pointed to the fact that contemporary tourists, particularly millennials, are very prone to innovative experiences and enjoy co-creating the tourist experience. Technological advancements drive changes in the way tourists experience their vacation and have transferred power to the tourists in terms of decision-making. Scattered hotels bring back life into empty and abandoned homes in the old parts of the city. They boost the trickle-down effect on the local economy, contribute to the revival of villages and old parts of the town, preservation of the local culture and identity of the place, and minimization of negative social and ecological impacts of over-tourism. With the implementation of innovative technological solutions, customized to such particular accommodation establishments and the ecosystem of the tourist destination, this product would be able to modify the complete nature of the tourism experience. In this paper, the authors aim to explore how technology reinvigorates creativity and boosts destinations’ innovativeness and competitiveness by enriching the overall customer experience and by creating ecosystems in which tourism contributes to sustainable development. Technological advancements that can unlock innovation potential in scattered hotels are presented, as well as perceptions of tourism suppliers on personalized experiences, boosted with technological innovations. Factors hampering innovation are identified, as well as other important obstacles in delivering such services (financing, cooperation with other stakeholders, uncertain demand, etc.). From a possible functional angle, this study presents significant implications for small entrepreneurs – experience providers in horizontally developed accommodation structures, as well as destination managers and all levels of government.
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ZWECK, AXEL. "TOWARDS AN INTEGRATED TECHNOLOGY AND INNOVATION MANAGEMENT." International Journal of Innovation and Technology Management 10, no. 02 (April 2013): 1340002. http://dx.doi.org/10.1142/s0219877013400026.
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The issues of innovation accompanying measures like technology forecasting, technology assessment, evaluation, technology transfer, and others are discussed frequently but handled more or less separately in practice. The lack of adjustment between these innovation accompanying measures causes a suboptimal result in supporting the innovation process. The development of the nanotechnology funding strategy in Germany which was guided by an integrated approach of technology and innovation management activities is presented in the following article. This approach is discussed as a way to overcome this deficit of insufficient conjunction between innovation accompanying measures. This activity ranges from technological forecasting activities, the definition of application fields and market surveys to early technological assessment activities in different dimensions combined with communication measures. The integrated approach facilitated the early detection of relevant actors of further innovation process as well as possible "show stoppers" and corresponding actions. Herewith, the importance of accompanying innovation measures and their adjustment in research funding of new technologies is underlined.
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Savović, Slađana, Dejana Zlatanović, and Jelena Nikolić. "Technology acquisitions as a supporting tool for improving companies' innovative potential." Ekonomski horizonti 23, no. 1 (2021): 3–18. http://dx.doi.org/10.5937/ekonhor2101003s.
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In line with the open innovation paradigm, technology acquisitions which seek to gain access to new technologies and knowledge are becoming an important strategic tool for enhancing the innovative potential of companies. This research study is aimed at showing how technology acquisitions can help companies be more successful in making an innovation a reality. In that sense, various possibilities of improving companies' innovative potential after the implementation of technology acquisitions are analyzed in the paper. The challenges that companies are faced with in a period after technology acquisitions are explained and possible ways to overcome those challenges are indicated as well. The results of the conducted empirical research in the impact of technology acquisitions on a company's innovation are presented. The paper confirms the fact that the process of acquiring technology and knowledge from external sources and the harmonization of external knowledge with the internally developed knowledge base improve a company's innovative potential. Additionally, the research results show that acquisitions increase the likelihood of innovation in integration companies. Innovations are also made a reality much faster than they would be without the cooperation of companies.
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BERGFORS, MARKUS, and THOMAS LAGER. "INNOVATION OF PROCESS TECHNOLOGY: EXPLORING DETERMINANTS FOR ORGANIZATIONAL DESIGN." International Journal of Innovation Management 15, no. 05 (October 2011): 1113–40. http://dx.doi.org/10.1142/s1363919611003635.
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At present, R&D managers have little guidance on how to design organizations with respect to organizational affiliation of process innovation. While process innovation in the process industries traditionally accounts for a large share of the company's total development resources it has nevertheless not received much attention in academic studies. In this paper four variables: (1) Industry category, (2) Size of R&D organization, (3) Process innovation intensity and (4) Newness of process innovation are statistically tested against the organizational affiliation of process innovation, based within either R&D or production. The study provides new empirical support for the positive association between the degree of newness and the organization of process innovations. By extensively analysing and discussing the findings in terms of both pros and cons for different organizational structural choices for process innovation, the paper also offers managers practical guidance in making organizational design decisions.