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Journal articles on the topic 'Strategic innovation'

Author: Grafiati

Published: 4 June 2021

Last updated: 26 July 2025

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1

Sen, Saswati. "Strategic Innovation." Review of Professional Management- A Journal of New Delhi Institute of Management 6, no. 2 (2008): 24. http://dx.doi.org/10.20968/rpm/2008/v6/i2/100940.

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2

Abraham, Jay L., and Daniel J. Knight. "Strategic innovation:." Strategy & Leadership 29, no. 1 (2001): 21–27. http://dx.doi.org/10.1108/10878570110694625.

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3

Eppink, D. Jan. "Strategic innovation." Strategic Change 4, no. 3 (1995): 155–60. http://dx.doi.org/10.1002/jsc.4240040305.

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Antônio Scapini, Lucas. "STRATEGIC INNOVATION." Revista Gênero e Interdisciplinaridade 6, no. 02 (2025): 223–34. https://doi.org/10.51249/gei.v6i02.2468.

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This study investigates the insertion of an innovative culture in the administrative strategies of contemporary companies, with the objective of elucidating how organizations can integrate innovative practices to ensure competitiveness and sustainability. The current context is marked by rapid technological transformations, social responsibility pressures and constant adaptation demands, making innovation an essential strategic differentiator. The relevance of the theme is the need for companies to align their values, processes and objectives with creativity and experimentation, promoting a po

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5

Wanyama, Robert, Jared Deya, Paul Kariuki, and Patriciah Gachambi. "Strategic Innovation and Competitive Advantage." International Journal of Research and Innovation in Social Science VIII, no. XIV (2024): 47–58. http://dx.doi.org/10.47772/ijriss.2024.814mg005.

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This study explored the relationship between strategic innovation and competitive advantage through empirical studies across various industries. Strategic innovation, which involves the adoption of novel business models, processes, or technologies, is hypothesized to be a key driver of competitive advantage. The study measured strategic innovation through the dimensions of disruptive innovation, sustaining innovation and incremental innovation. The findings reveal that companies that effectively implement strategic innovations achieve significant improvements in market share, operational effic

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Heinonen, Kristina, and Tore Strandvik. "Reframing service innovation: COVID-19 as a catalyst for imposed service innovation." Journal of Service Management 32, no. 1 (2020): 101–12. http://dx.doi.org/10.1108/josm-05-2020-0161.

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PurposeThe empirical study draws on a crowdsourced database of 221 innovations associated with the COVID-19 pandemic.Design/methodology/approachAside from the health and humanitarian crisis, the COVID-19 pandemic has caused an acute economic downturn in most sectors, forcing public and private organizations to rethink and reconfigure service provision. The paper introduces the concept of imposed service innovation as a new strategic lens to augment the extant view of service innovation as a primarily discretionary activity.FindingsThe identified imposed service innovations were assigned to 11

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Korotchenia, Valerii Mikhailovich. "IDENTIFYING STRATEGIC INNOVATIONS FOR THE DEVELOPMENT OF RUSSIAN AGRICULTURE." Экономика сельского хозяйства России, no. 2 (February 1, 2025): 2–9. https://doi.org/10.32651/252-2.

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The article searches for strategic innovations for the development of Russian agriculture (crop production). For this purpose, the concept of strategic innovations and the methodology of their selection are preliminarily developed. The concept of strategic innovation is based on the ability of a particular radical innovation to lead to significant changes in production technologies in the industry in question. The methodology of selecting strategic innovations includes: 1) the economic principle according to which a strategic innovation should lead to a decrease in production costs (for all cr

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ROXENHALL, TOMMY. "NETWORK STRUCTURE AND INNOVATION IN STRATEGIC INNOVATION NETWORKS." International Journal of Innovation Management 17, no. 02 (2013): 1350002. http://dx.doi.org/10.1142/s1363919613500023.

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This paper seeks to improve our understanding of how network structure affects innovation outcomes in strategic innovation networks. The theoretical argument is illustrated by the case of a Swedish strategic innovation network. Asocial network analysis of the relationships between 58 network members was conducted. Roughly half of the network actors were involved in producing innovations; they had significantly larger, higher-density networks and occupied more central positions in their networks than did those not participating in the innovation or scientific work.

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Yankovoy, R. V. "VECTORS OF STRATEGIC INNOVATION MANAGEMENT OF ENTERPRISES." Market economy: modern management theory and practice 21, no. 2(51) (2023): 209–19. http://dx.doi.org/10.18524/2413-9998.2022.2(51).274375.

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The article substantiates the vectors of strategic innovation management of enterprises. It has been proven that invention and creation is only the initial stage of innovation, and the commercialization process at the final stage is the most important part of the entire innovation process. In the process of technological innovation, business uses internal and external additional innovation resources to achieve innovative development indicators, i.e. companies can realize the commercialization of innovative products with the help of internal technological channels and external ones. It is deter

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Dogan, Nilhun. "Strategic innovation approach." Pressacademia 4, no. 1 (2017): 213–17. http://dx.doi.org/10.17261/pressacademia.2017.536.

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Allio, Michael K. "Driving strategic innovation." Strategy & Leadership 49, no. 2 (2021): 41–43. http://dx.doi.org/10.1108/sl-03-2021-217.

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Bangerl, Mia, Sebastian Dennerlein, Katharina Maitz, Marie Nitschke, Martin Ebner, and Viktoria Pammer-Schindler. "Supporting Sustainable and User-Oriented Educational Technology Innovation with the University Innovation Canvas." Education Sciences 14, no. 5 (2024): 528. http://dx.doi.org/10.3390/educsci14050528.

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Innovating higher education teaching and learning is challenging due to structural, cultural, and resource-related reasons, and research indicates that university innovation benefits from a bottom-up approach as well as strategic alignment with university objectives. In this paper, we investigate such bottom-up innovation processes within higher education as supported by a specific tool: the University Innovation Canvas (UIC). Adapted from the Business Model Canvas and Lean Canvas, the UIC is designed to promote educational technology innovation and foster alignment of the innovation process w

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13

Oludoyi, Isaac Olakunle, Isaac Adesuyi, and Jamiu Adeniyi Yusuf. "Strategic Innovation and Performance of FinTech Enterprises in Ondo State, Nigeria." Indonesian Journal of Banking and Financial Technology 2, no. 4 (2024): 233–46. http://dx.doi.org/10.55927/fintech.v2i4.10984.

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The study focused on strategic innovation (product innovation, technological innovation and marketing innovation) and performance (customer satisfaction, trust and customer retention) of Fintech enterprises in Ondo State, Nigeria. The study adopted the survey research design. The data was analysed using the Statistical Package for the Social Sciences (SPSS) and the result was presented in tables using frequency, percentages, mean and standard deviation (descriptive statistics). Multiple regression (inferential statistics). Findings from the study reveals that strategic innovation have a positi

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Sindakis, Stavros, and Saloome Showkat. "Innovation Synergy." International Journal of Social Ecology and Sustainable Development 15, no. 1 (2024): 1–19. http://dx.doi.org/10.4018/ijsesd.345968.

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Amid the dynamic landscape of modern business, this research unveils the interplay between innovation and strategic management as a linchpin for organizational growth. By intertwining theory and empirical exploration, we explore how innovation's fusion with strategic management can create transformative trajectories. Through a qualitative case study approach and tools like NVivo, we dissect how technological and administrative innovation navigates the intricate web of grid management, offering insights that extend beyond academia. The implications underscore innovation's role as a strategic co

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CHUNIKHINA, Tetіana, Oksana BIELIAKOVA, Viktoriia DATSENKO, and Halyna CHMERUK. "Strategic management of open innovations." Economics. Finances. Law 3, no. - (2022): 26–29. http://dx.doi.org/10.37634/efp.2022.3.6.

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The paper considers the features of theoretical and methodological aspects of strategic management of open innovations. Theoretical and methodological basis of the study are modern theories, concepts, hypotheses of enterprise management. Content analysis used. Methodological and informational basis of the work are scientific works, materials of periodicals, Internet resources. It has been proven that ecosystem management based on open innovations as an opportunity to access additional assets is a priority factor in the company's competitive advantages in world markets. It is emphasized that in

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Kundu, Goutam Kumar, and Jayachandra Bairi. "Strategic management and innovation." Quality Assurance in Education 24, no. 2 (2016): 259–77. http://dx.doi.org/10.1108/qae-01-2015-0001.

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Purpose – The purpose of this paper is to introduce the concept of a checklist, focusing on the detailed analysis of the requirement of the Association to Advance Collegiate Schools of Business (AACSB) standards related to strategic management and innovation area, for evaluation of implementation readiness in a business school setting. Design/methodology/approach – The paper presents an articulated procedure for the development of the checklist. The study adopted a multi-method approach for developing the final content for the checklist. Findings – The introduction of the checklist has provide

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Stankovic, Ljiljana, and Suzana Djukic. "Strategic innovation portfolio management." Marketing 46, no. 4 (2015): 252–62. http://dx.doi.org/10.5937/markt1504252s.

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Ren, Chaoran. "Strategic Aggressiveness and Innovation." Frontiers in Business, Economics and Management 6, no. 1 (2022): 45–46. http://dx.doi.org/10.54097/fbem.v6i1.2260.

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Innovation-driven development is currently an important tool for countries to build new engines of economic growth and participate in international competition, while companies are the main innovation agents in market activities, and strategically aggressive companies rely more on enhancing company value through innovation, therefore, how to promote strategically aggressive companies to improve the efficiency of innovation and thus increase company value is a key issue in the implementation of innovation-driven development strategies. By analyzing the impact of strategic aggressiveness on firm

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19

Matriano, Maria Teresa. "Strategic Approach to Innovation Management and Strategic Changes to Improve Innovation Management." Advances in Social Sciences Research Journal 8, no. 7 (2021): 323–29. http://dx.doi.org/10.14738/assrj.87.10518.

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Innovation can be described as developing new ideas and processes that aims to create new products or improving business processes. Organizations today looks into the concept of innovation as a way to increase value and develop new ways of doing business. On the other hand, adopting an innovation requires strategic management approaches in order to ensure that the current innovation implementations will yield significant improvements. With innovation comes change and organizations will need not only to adopt innovative processes, but should also be able to implement change; this is when innova

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Liu, Mingxia, Liqian Liu, and Amei Feng. "The Impact of Green Innovation on Corporate Performance: An Analysis Based on Substantive and Strategic Green Innovations." Sustainability 16, no. 6 (2024): 2588. http://dx.doi.org/10.3390/su16062588.

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Green innovation is a new approach to achieving sustainable social development. Examining whether firms can reap the rewards of this costly and risky endeavor is essential to assessing whether they can sustainably adhere to a green strategy. This study was conducted on a sample of Chinese A-share-listed firms from 2010 to 2021 and employed a two-way fixed-effects approach. We found that substantive and strategic green innovations significantly impact firms’ financial and environmental performance. Specifically, substantive green innovation leads to a significant improvement in financial perfor

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Gupta, Vijay, and Bindu Gupta. "Flexible strategic framework for managing innovation from perspective of continuity and change." Business Process Management Journal 20, no. 3 (2014): 502–22. http://dx.doi.org/10.1108/bpmj-05-2013-0061.

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Purpose – This research study identifies the factors influencing innovation and technology management in Indian manufacturing small- and medium -sized enterprises (SMEs) with a focus on the auto-ancillary sector. The study further investigates the impact of types of innovation on business performance. The purpose of this paper is to come up with a flexible strategic framework for managing innovation and technology in SMEs from a perspective of continuity and change. Design/methodology/approach – The data on which this study is based were generated through secondary research using published sou

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Aaltola, Pasi. "Investing in strategic development." Qualitative Research in Accounting & Management 15, no. 2 (2018): 206–30. http://dx.doi.org/10.1108/qram-05-2017-0044.

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PurposeThis paper aims to explore management control in the strategic development of business model and managerial innovations. The issue is approached from the perspective of managerial work, aiming to outline what managers consider as essential elements of management control in these often iterative and learning-intensive developmental activities.Design/methodology/approachThe study is based on the views of 20 managers engaged in strategic development and its control in various organisations. The interview data consist of the respondents’ experiences and project cases involving non-technolog

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Bahri, Efri Syamsul, Mohd Mizan Mohammad Aslam, and Yudan Hermawan. "Innovation in Non-formal Education in Indonesia." JOURNAL OF PSYCHOLOGY AND SUSTAINABLE EDUCATION 1, no. 2 (2024): 51–56. http://dx.doi.org/10.62886/jpse.v1i2.7.

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Non-formal education has a strategic role in improving the quality of Indonesia's human resources. One effort to maximize the strategic role of non-formal education is to innovate non-formal education. This research aims to identify innovations in non-formal education in Indonesia. This research uses a qualitative, descriptive approach and literature study. Research data comes from journal articles related to non-formal education innovation from the Google Scholar database. The research results show that non-formal education innovation has been carried out in nine dimensions: social innovation

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Izmaylova, Marina Alekseevna, and Mikhail Yakovlevich Veselovskiy. "Role of innovations in strategic development of Russian industrial corporations." Vestnik of Astrakhan State Technical University. Series: Economics 2023, no. 2 (2023): 15–22. http://dx.doi.org/10.24143/2073-5537-2023-2-15-22.

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In modern conditions, the strategic development of Russian industrial corporations is unthinkable without their innovative activities that require an integrated approach to implementing all types of innovations. Successful innovations provide businesses with a significant advantage over the competitors by increasing the loyalty of consumers, business partners and investors, strengthening leadership in the industry, expanding market share and developing new markets, improving corporate image and financial performance. Among the problems in the innovation activities of the Russian companies ther

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Ra, Keehyuk, Suengjae Hong, and Daegyu Yang. "How Are a Firm’s Strategic Motives for Environmental Innovation Impeded? The Negative Influences of Institutional Pressures." Systems 11, no. 2 (2023): 79. http://dx.doi.org/10.3390/systems11020079.

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In recent years, firms are intensively being asked to build up the capabilities of dealing with environmental issues. While most firms are proactively inspired by their strategic motives for the environmental innovations, they are also exposed to the external pressures for environmental innovations that are institutionally established. This study is an early attempt to theoretically examine how firms’ strategic motives for environmental innovation are affected by the institutional pressures of environmental issues in a single empirical setting. Based on the institutional theory, this study sug

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PILLANIA, Rajesh K. "Innovations in Teaching Strategic Management." Journal of Research in Educational Sciences 15, no. 1 (2024): 45. http://dx.doi.org/10.14505/jres.v15.1(17).04.

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Strategy is a very important but complex discipline. Innovation is necessary for effective teaching of strategy and strategy management. Innovations in teaching strategy and strategic management must focus on four important areas: the teaching goal, the teaching approach, the teaching content, and the learning outcomes. Continuous innovation in teaching strategy and strategic management is necessary to add value to the participants and, through them, to the organizations they work for. When participants and the organizations for which they work realize value by learning strategy and strategic

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Yang, Xu. "Different choice of strategic innovation among companies in China market." Journal of Science and Technology Policy Management 5, no. 2 (2014): 106–21. http://dx.doi.org/10.1108/jstpm-02-2014-0006.

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Purpose – The purpose of this paper is to test the difference among foreign and domestic cosmetics firms in terms of types of strategic innovations they chose in the Chinese market, and the difference between domestic large-sized cosmetics firms and cosmetics small- to medium-sized enterprises (SMEs) about types of strategic innovation they choose in the Chinese market. Design/methodology/approach – The independent-sample t-test was used to compare foreign and domestic cosmetics firms and domestic SMEs and large-sized cosmetics firms. Findings – Foreign and domestic cosmetics firms should not

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Kuszewski, Piotr. "STRATEGIC USE OF COSTLY INNOVATION." Scientific Papers of Silesian University of Technology Organization and Management Series 2024, no. 208 (2024): 253–71. https://doi.org/10.29119/1641-3466.2024.208.15.

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Purpose: The aim of this paper is to examine reasons for lagging in innovation of past technological leaders and incentives of entrants to a market to invest more despite smaller market share. Approach: Examples of banks vs. fintechs and combustion engine carmakers vs. electric carmakers are used as motivation to construct an oligopolistic competition model that demonstrates reasons for giving up development by existing market leaders. Findings: In the presented model, an impact of costly innovation is non-monotone and hence some incumbents have limited incentives to innovate. Those findings j

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Drejer, Anders. "Strategic innovation: a new perspective on strategic management." Handbook of Business Strategy 7, no. 1 (2006): 143–47. http://dx.doi.org/10.1108/10775730610618756.

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Weng, Calvin S. "Innovation Intermediaries in Technological Alliances." International Journal of Innovation and Technology Management 14, no. 02 (2017): 1740013. http://dx.doi.org/10.1142/s0219877017400132.

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Technological alliances play an important role in generating innovations but face the challenge of effective matchmaking when finding suitable partners in “open innovation” among networks of innovating firms. Intermediaries refer to those external mechanisms/institutions that can appropriately support companies in their innovation-related activities. They are frequently used to build a bridge between different competency constraints among companies. The purpose of this paper was to try to understand the role of a firm’s alliances within the context of open innovation. What do innovation interm

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Petrenko, Lyudmyla. "Strategic determinants for introduction of innovation to the market." Socio-Economic Problems of the Modern Period of Ukraine, no. 6(140) (2019): 63–66. http://dx.doi.org/10.36818/2071-4653-2019-6-11.

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All innovative products implemented by enterprises can be classified into two categories: radical innovation or improvements. If the first category is almost exclusively the result of breakthrough scientific research, then the second is a consequence of management actions to further improve previous innovative products. Improvements, in contrast to radical innovations, are a relatively less studied direction. In most cases, the moment the radical innovations enter the market is difficult to predict. However, the introduction of improvements to the market is determined by management. At the sam

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Denning, Stephen. "The next frontier for Agile: strategic management." Strategy & Leadership 45, no. 2 (2017): 12–18. http://dx.doi.org/10.1108/sl-02-2017-0021.

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Purpose While some large organizations are preoccupied with mastering operational Agility as a way to upgrade existing products and services, they and the wider management community need to realize that the main financial benefits from Agile management will flow from the next frontier: achieving Strategic Agility, a market-making approach to innovation. Design/methodology/approach The author proposes that firms adopt Agile management as a way to promote market-creating innovations through a process of imagining and delivering something that unexpectedly delights whole new groups of customers,

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Mbalya, Richard, and Justice Mutua. "Strategic Innovation and Performance of Hydrogen Fuel Consumption in Kenya." East African Scholars Journal of Economics, Business and Management 7, no. 05 (2024): 194–204. http://dx.doi.org/10.36349/easjebm.2024.v07i05.006.

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The utilization of hydrogen fuel represents a global shift towards sustainable energy sources, yielding significant reductions in carbon dioxide and greenhouse gas emissions. Despite the abundance of renewable energy options, widespread adoption has been slow, with persistent reliance on fossil fuels. The purpose of this study was to establish the effect of strategic innovation on the performance of hydrogen fuel consumption in Kenya. The proposed objectives of this study were: to determine the effect of product innovation on the performance of hydrogen fuel consumption in Kenya, and to assess

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Adventy, Maria Immaculata Yovita, and Raniasa Putra. "Model Strategi Agenda Penanganan Kekerasan Seksual Melalui Media Konvergen." JIAP (Jurnal Ilmu Administrasi Publik) 12, no. 1 (2024): 89. http://dx.doi.org/10.31764/jiap.v12i1.22438.

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Abstrak : Maraknya media konvergen, termasuk media sosial, memudahkan mengakses informasi tentang kekerasan seksual, baik korban maupun pelakunya, baik yang dilakukan oleh saudara maupun orang yang tidak dikenal. Tinjauan literatur ini bertujuan untuk mengidentifikasi temuan positif dan negatif terkait kekerasan seksual. Metode penelitian yang digunakan adalah deskriptif kualitatif, dengan menggunakan teori Michael Howlet dan M. Ramesh 1995 dalam penetapan agenda pemerintah. Hasilnya menunjukkan pentingnya memasukkan kekerasan seksual sebagai agenda utama pemerintah, dengan menghasilkan dua in

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СОЛОВЬЕВ, К. А. "INNOVATION AS A KEY ELEMENT OF STRATEGIC BUSINESS DEVELOPMENT." Экономика и предпринимательство, no. 7(168) (August 6, 2024): 771–74. http://dx.doi.org/10.34925/eip.2024.168.7.151.

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В статье рассмотрена проблема инноваций как ключевого элемента стратегического развития бизнеса, указана роль инноваций в современной экономической ситуации в России, приведены основные проблемы активации инноваций в деятельности бизнеса, факторы, которые дестабилизируют инновационную обстановку. Приведены причины, по которым инновации нужны и важны в деятельности практически каждой предпринимательской структуры. В статье приведены статистические цифровые данные по отраслям в сфере внедрения инноваций, а также данные по динамике уровня инновационной активности предприятий. Перечислены отрасли

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BERGHMAN, LISELORE ANN. "STRATEGIC INNOVATION IN ESTABLISHED COMPANIES: AN EMPIRICAL STUDY OF APPROPRIATE AMBIDEXTERITY STRATEGIES." International Journal of Innovation Management 16, no. 01 (2012): 1250007. http://dx.doi.org/10.1142/s1363919611003520.

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As strategic innovation may lead to high revenue and profit growth a deeper understanding of any enabling organizational capabilities is highly relevant to both researchers and managers. Therefore, in this paper we focus on the concept of "ambidexterity". More specifically, we use a qualitative research in five Dutch industrial sectors to study the ambidexterity strategies that established firms use for their systematic creation of strategic innovations. We find that established companies have to cope with different ambidexterity frictions in the initiation and commercialization phases of stra

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TOMAREVA-PATLAKHOVA, Victoria, and Victoria KOKORINA. "Strategic priorities of the national innovation system of Ukraine in favorable innovation environmental for economy." Scientific Bulletin of Flight Academy. Section: Economics, Management and Law 6 (2022): 29–35. http://dx.doi.org/10.33251/2707-8620-2022-6-29-35.

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The article systematizes measures to increase the international innovation capacity of Ukraine's economy within globalization. The strategic directions to ensure favorable innovative environment of Ukraine's economy within globalization are defined. The principles for developing innovative activity within the national innovation system of Ukraine are systematized. The study substantiates priority directions of the strategic innovation policy of Ukraine. Key words: innovation capacity, innovation environment, national innovation system, strategic priorities, innovation model, innovation policy,

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Stoyanova, Polina. "Digital Cultural Heritage as a Strategic Resource for Innovations." Strategies for Policy in Science and Education-Strategii na Obrazovatelnata i Nauchnata Politika 32, no. 1s (2024): 108–15. http://dx.doi.org/10.53656/str2024-1s-8-dig.

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This article explores the role of digital cultural heritage as a strategic resource for fostering innovations across various sectors. Beyond its traditional cultural and historical significance, cultural heritage is recognized as a valuable resource for innovation, necessitating strategic management to unlock its economic potential in the digital era. The article suggests utilizing the intellectual property system to achieve economic realization of digital cultural heritage and foster innovation. The strategic management at the national level is emphasized to yield returns on investments, espe

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Andriy, Shpakov, Bilous Bohdan, Ostapenko Igor, and Bodianskyi Oleksii. "Analysis of the impact of current strategic management concepts on the choice of strategic innovation options in construction projects and for their stakeholders." Market Relations Development in Ukraine 180, no. 2(285) (2025): 67–78. https://doi.org/10.5281/zenodo.15315992.

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The subject of the study is the impact of modern strategic management concepts on theprocess of selecting strategic innovations in construction projects and their influence on stakeholders.The focus is on identifying key principles of strategic management that contribute to the effectiveimplementation of innovations in the construction industry. The study covers the analysis of theoreticalfoundations of strategic management used to shape innovative strategies, as well as the assessmentof their practical implementation in construction. Factors influencing strategic decision–making inconst

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Scupola, Ada. "The relation between innovation sources and ICT roles in facility management organizations." Journal of Facilities Management 12, no. 4 (2014): 368–81. http://dx.doi.org/10.1108/jfm-11-2013-0059.

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Purpose – The purpose of this paper is to present research findings on the relation between internal/external sources of innovation and information and communication technology (ICT) as a supporter/enabler of facilities management (FM) organizations, as well as on the strategic orientation towards open innovation of FM organizations. Design/methodology/approach – This study uses a qualitative research approach. The data collection includes qualitative semi-structured interviews with key FM managers and directors and secondary material such as company brochures, reports and information provided

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Kyrylenko, V. I., O. V. Tkachenko, A. G. Kotenok, H. O. Sarkisian, and A. O. Sitkovska. "The role of innovative technologies in ensuring the competitiveness of the enterprise." Naukovyi Visnyk Natsionalnoho Hirnychoho Universytetu, no. 5 (October 30, 2022): 185–90. http://dx.doi.org/10.33271/nvngu/2022-5/185.

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Purpose. To establish the reasons for the slowdown of the innovation process in Ukraine and the Ukrainian peculiarities of this process in providing competitive advantage. To develop a conceptual model of the impact of information technology on the formation of competitive advantages. Methodology. The research uses general and special methods of cognition: content analysis for an analytical review of the literature, identifying unresolved aspects of the problem; induction and deduction to establish conditions for formation of a positive impact of innovations on competitiveness; system analysis

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Omelyanenko, Vitaliy. "National strategic innovation security conceptualization." Technology audit and production reserves 3, no. 5(41) (2018): 36–42. http://dx.doi.org/10.15587/2312-8372.2018.134242.

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Dogan, Ebru. "A strategic approach to innovation." Pressacademia 4, no. 3 (2017): 290–300. http://dx.doi.org/10.17261/pressacademia.2017.491.

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Hong, Sung Min, Choelsoon Park, and Kihwan Kwon. "J.ESTINA’s Strategic Innovation and Diversification." Korea Business Review 21, no. 3 (2017): 47–78. http://dx.doi.org/10.17287/kbr.2017.21.3.47.

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Sastry, M. Anjali, Michael L. Tushman, and Philip Anderson. "Managing Strategic Innovation and Change." Administrative Science Quarterly 44, no. 2 (1999): 420. http://dx.doi.org/10.2307/2667003.

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Bueger, Christian, Timothy Edmunds, and Scott Edwards. "Innovation and New Strategic Choices." RUSI Journal 166, no. 4 (2021): 66–75. http://dx.doi.org/10.1080/03071847.2021.1981777.

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Govindarajan, Vijay, and Chris Trimble. "Organizational DNA for Strategic Innovation." California Management Review 47, no. 3 (2005): 47–76. http://dx.doi.org/10.2307/41166306.

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Prahalad, C. "A Strategic Perspective of Innovation." International Journal of Innovation Science 1, no. 4 (2009): 161–66. http://dx.doi.org/10.1260/1757-2223.1.4.161.

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Roy, Pierre, and Said Yami. "Managing strategic innovation through coopetition." International Journal of Entrepreneurship and Small Business 8, no. 1 (2009): 61. http://dx.doi.org/10.1504/ijesb.2009.024105.

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Noel, Michael, and Mark Schankerman. "Strategic Patenting and Software Innovation." Journal of Industrial Economics 61, no. 3 (2013): 481–520. http://dx.doi.org/10.1111/joie.12024.

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