Academic literature on the topic 'Technology-Push/Needs-Pull'
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Journal articles on the topic "Technology-Push/Needs-Pull"
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Saidi, Edwin. "Technology-Push or Market-Pull?" International Journal of Innovation in the Digital Economy 2, no. 4 (October 2011): 33–44. http://dx.doi.org/10.4018/jide.2011100103.
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Technological advancements and market needs are some of the significant forces fuelling the introduction of products and services in a wide range of business sectors. Many product and service providers have utilized the so-called technology-push and market-pull, the simple linear views of innovation which prescribe the use of technological discoveries and the involvement of the market respectively to produce goods and services. Others have gone further to adopt models of innovation which recognize the interaction of the different functional units of a firm and the combination of the technology-push and market-pull views with feedback from the external environment. Malawi has witnessed the introduction of a complete array of technology-based products and services catering for different business sectors. This paper investigates how Malawian firms manage the process of innovation in the development or introduction of Information Technology (IT) products and services and proposes suitable models which firms can adopt in managing and strategizing around technological innovation in the Malawian environment. The results suggest that while firms must adhere to specific models of innovation, it is generally useful to take full advantage of the linear market-pull model and the conceptual framework of innovation.
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Ameka, Indriany. "Technology Push vs. Market Pull in Technology University Innovation Commercialization Case Study: ITB." Information Management and Business Review 5, no. 7 (July 30, 2013): 337–41. http://dx.doi.org/10.22610/imbr.v5i7.1060.
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Technology-based innovation can comes either from market needs (market pull) then obtained the discovery of new innovation technology to help meet the needs of the community or from new invention which was later adapted by the community (technology push) that become useful new needs. The purpose of this paper is to determine the implications that what works better between technology push or market pull in technological innovation carried out by researchers in creating new technologies. In this paper, the study used the example of one of the universities in Indonesia, the ITB because it has a research institute that more active than any other university in Indonesia. Sample taken from the new product invention that have been successfully commercialized or not. To know whether successfully commercialized inventions are more likely depart from the market pull or technology push. We got the result of this research from technology innovation product that has been patented, from dept interviews by the researchers in ITB, and from focus group discussion among the junior researchers. The result of technology innovation product that only has been patented and the technology innovation product that already is commercialized and used by many people will be different. We will see the beginning of the idea appearance and the commercialization of their product innovation in the market from the researchers.
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Wang, Xueqin, Yiik Diew Wong, Feng Liu, and Kum Fai Yuen. "A push–pull–mooring view on technology-dependent shopping under social distancing: When technology needs meet health concerns." Technological Forecasting and Social Change 173 (December 2021): 121109. http://dx.doi.org/10.1016/j.techfore.2021.121109.
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Khan, Zeyaur R., Jimmy O. Pittchar, Charles A. O. Midega, and John A. Pickett. "Push-Pull Farming System Controls Fall Armyworm: Lessons from Africa." Outlooks on Pest Management 29, no. 5 (October 1, 2018): 220–24. http://dx.doi.org/10.1564/v29_oct_09.
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Fall armyworm (FAW) Spodoptera frugiperda invaded Africa, with the first detections being reported in Central and Western Africa in early 2016, and now affects at least 40 countries in Africa, causing up to total crop loss amounting to over $6.2 billion p.a. FAW is an invasive polyphagous pest that causes damage to economically important crops and has recently been reported in the Indian sub-continent. Effective control of FAW through use of synthetic chemical pesticides and genetically modified crops such as Bt maize faces challenges including improper use, unaffordability by smallholder farmers and development of resistance by the pest. Additionally, dispersal of FAW larvae into the lower maize plant canopy keeps them out of reach of topical insecticide applications. Integrated pest management (IPM) packages like the push-pull technology which eliminate pesticide use, and deploy natural processes are more suitable and cost-effective. Push-pull is a farming system intensification approach that involves attracting insect pests with trap plants (pull) such as Napier grass (Pennisetum purpureum) or Brachiaria grass, while driving them away from the main crop using a repellent intercrop (push), Desmodium spp., commonly known as desmodium, and attracting natural parasitoids and predators to the field. In the rhizosphere, chemicals secreted by desmodium roots inhibit attachment of germinated striga to maize or sorghum roots and abort germination of striga seeds which are rapidly depleted in the soil. Moreover, it improves soil fertility by fixing nitrogen, improving carbon sequestration, organic matter, moisture retention, and soil biota, and prevents further degradation of soil. The climate-adapted push-pull technology significantly reduces plant damage by FAW and is the first IPM management tool for the pest in Africa, and is well suited to agro-ecosystem intensification needs of smallholder mixed farming systems in Africa and beyond. Both the African and the Asian continents provide favourable climatic conditions for sustained reproduction of the FAW, which is expected to result in severe damage to crops; and being a new pest in both continents, it might have few natural enemies. Conventional control methods have limited effectiveness, as explained above. Therefore, an IPM approach that is compatible with mixed cropping farming systems of small and medium scale farmers is necessary. The climate adapted push-pull is the first demonstrated IPM management tool for the FAW in Africa. The technology combines this with other concomitant benefits including control of stemborers and the parasitic striga weeds, improvement of soil health through factors such as nitrogen fixation by desmodium, natural mulching, moisture retention and improvement of soil organic matter and soil biota. The combined benefits, including control of FAW, result in ecologically sustainable higher crop yields, and well suited to agro-ecosystem intensification needs of smallholder mixed farming systems in Africa and beyond.
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TANOGLU, ILDA, NURI BASOGLU, and TUGRUL DAIM. "EXPLORING TECHNOLOGY DIFFUSION: CASE OF INFORMATION TECHNOLOGIES." International Journal of Information Technology & Decision Making 09, no. 02 (March 2010): 195–222. http://dx.doi.org/10.1142/s0219622010003786.
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In today's rapidly changing competitive environment, Information Technology (IT) within an organization is continuously improved, driven by the external push of technological advances and internal pull of increasing organizational needs. In order to achieve the greatest return on IT investment, the diffusion process of IT within the organization should be examined carefully. This study aims to explore the effects of organizational, social, individual, and technological characteristics on the diffusion of different information technologies within organizations, and to discover the relationship between the diffusion of these technologies and the effectiveness, efficiency, and productivity of managerial decision-making processes. Based on a thorough review of theoretical background and prior empirical studies in the area, an integrated research framework concerning the IT diffusion context has been developed and tested via a survey applied on individuals from different organizations. Findings suggest that the antecedents of the diffusion and infusion patterns vary for two major categories of information technologies.
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Maia, Jonas Lucio, Aline Lamon Cerra, and Alceu Gomes Alves Filho. "Operations and Technology Strategy Trajectories followed by automotive engine manufacturers set up in Brazil." Journal of Operations and Supply Chain Management 3, no. 1 (June 30, 2010): 98. http://dx.doi.org/10.12660/joscmv3n1p98-113.
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This paper aims to identify and analyze recent trajectories followed by two engine assembly plants set up in Brazil (one mature company and one newcomer), regarding operations and technology strategies undertaken by them. In short, the mature company has made efforts to increase quality and flexibility, while the newcomer has prioritized cost reduction and quality enhancements, besides taken action to increase its product nationalization. The main findings indicate that (1) competitive priorities seem to "pull" the trajectories, translating market needs into specific tasks that must be fulfilled by each strategy, while the advances made in each step may "push" the trajectories, setting the basis for new strategies and making them capable of moving further; (2) although advances along trajectories are intended and planned, they cannot be foreseen and alternate decisions may be necessary and (3) secondary factors like the degree of autonomy assigned to firms and accumulated knowledge also influence trajectories.
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Chatti, Mohamed Amine, Mohammad Ridwan Agustiawan, Matthias Jarke, and Marcus Specht. "Toward a Personal Learning Environment Framework." International Journal of Virtual and Personal Learning Environments 1, no. 4 (October 2010): 66–85. http://dx.doi.org/10.4018/jvple.2010100105.
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Over the past decade, it has been argued that technology-enhanced learning (TEL) could respond to the needs of the new knowledge society and transform learning. However, despite isolated achievements, TEL has not succeeded in revolutionizing education and learning processes. Most current TEL initiatives still take a centralized technology-push approach in which learning content is pushed to a predefined group of learners in closed environments. A fundamental shift toward a more open and learner-pull model for learning is needed. Recently, the Personal Learning Environment (PLE) concept has emerged to open new doors for more effective learning and overcome many of the limitations of traditional TEL models. In this paper, the authors present theoretical, design, implementation, and evaluation details of PLEF, a framework for mashup personal learning environments. The primary aim of PLEF is to help learners create custom learning mashups using a wide variety of digital media and data.
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Corabian, Paula, Bing Guo, Carmen Moga, and N. Ann Scott. "Adaptive Evolution in Rapid Assessments: A 25-Year Perspective." International Journal of Technology Assessment in Health Care 35, no. 2 (2019): 77–81. http://dx.doi.org/10.1017/s0266462319000035.
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AbstractObjectivesThis article retrospectively examines the evolution of rapid assessments (RAs) produced by the Health Technology Assessment (HTA) Program at the Institute of Health Economics over its 25-year relationship with a single requester, the Alberta Health Ministry (AHM).MethodsThe number, types, and methodological attributes of RAs produced over the past 25 years were reviewed. The reasons for developmental changes in RA processes and products over time were charted to document the push–pull tension between AHM needs and the HTA Program's drive to meet those needs while responding to changing methodological benchmarks.ResultsThe review demonstrated the dynamic relationship required for HTA researchers to meet requester needs while adhering to good HTA practice. The longstanding symbiotic relationship between the HTA Program and the AHM initially led to increased diversity in RA types, followed by controlled extinction of the less fit (useful) “transition species.” Adaptations in RA methodology were mainly driven by changes in best practice standards, requester needs, the healthcare environment, and staff expertise and technology.ConclusionsRAs are a useful component of HTA programs. To remain relevant and useful, RAs need to evolve according to need within the constraints of HTA best practice.
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Marin, Alexandru, Alexandra Hadăr, Anca Alexandra Purcărea, and Laura Boanţă. "Business modeling process for university’s technology transfer offices." Proceedings of the International Conference on Business Excellence 11, no. 1 (July 1, 2017): 1033–49. http://dx.doi.org/10.1515/picbe-2017-0107.
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Abstract The present paper is devoted to analyze the appropriate recommendations to increase the effectiveness of technology transfer centers from Romanian National Network for Innovation and Technology Transfer - ReNITT, hosted by universities. The study is focused on the definition of a conceptual frame to develop specific business models, by the specialized compartments from technology/knowledge transfer entities, and using the specific instruments of business modeling process. The qualitative and quantitative analysis of the 8 steps scheduling of pairing the building blocks of the Business Models Canvas, corresponding to the specific technology transfer models, and taking into account the elements of the value chain of technology transfer and making connections with technology readiness level, allows a clarification of this relative “fuzzy” and complicated modeling process of university’s Technology Transfer Offices activities, gathering in a concentrated format all necessary information. According to their mission, objectives and strategies, universities decide upon a certain business model for the Technology Transfer Offices, adaptable to client segment and value proposition to attain, by the offered services portfolio. In conclusion, during their activities, Technology Transfer Offices identify, validate and exploit the opportunities originated from applicative research results, by “technology push” methods. Also, there are necessary specific competences (human and material) to develop externally aware business models starting from real needs of the clients, by “market pull” techniques, that would contribute to enhance the endogenous innovation potential of firms.
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Börner, Katy, Olga Scrivner, Mike Gallant, Shutian Ma, Xiaozhong Liu, Keith Chewning, Lingfei Wu, and James A. Evans. "Skill discrepancies between research, education, and jobs reveal the critical need to supply soft skills for the data economy." Proceedings of the National Academy of Sciences 115, no. 50 (December 10, 2018): 12630–37. http://dx.doi.org/10.1073/pnas.1804247115.
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Rapid research progress in science and technology (S&T) and continuously shifting workforce needs exert pressure on each other and on the educational and training systems that link them. Higher education institutions aim to equip new generations of students with skills and expertise relevant to workforce participation for decades to come, but their offerings sometimes misalign with commercial needs and new techniques forged at the frontiers of research. Here, we analyze and visualize the dynamic skill (mis-)alignment between academic push, industry pull, and educational offerings, paying special attention to the rapidly emerging areas of data science and data engineering (DS/DE). The visualizations and computational models presented here can help key decision makers understand the evolving structure of skills so that they can craft educational programs that serve workforce needs. Our study uses millions of publications, course syllabi, and job advertisements published between 2010 and 2016. We show how courses mediate between research and jobs. We also discover responsiveness in the academic, educational, and industrial system in how skill demands from industry are as likely to drive skill attention in research as the converse. Finally, we reveal the increasing importance of uniquely human skills, such as communication, negotiation, and persuasion. These skills are currently underexamined in research and undersupplied through education for the labor market. In an increasingly data-driven economy, the demand for “soft” social skills, like teamwork and communication, increase with greater demand for “hard” technical skills and tools.
Dissertations / Theses on the topic "Technology-Push/Needs-Pull"
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Jackson, David. "Innovation in Business to Business Payment Services: a contextual approach to future innovation." Thesis, KTH, Industriell Marknadsföring och Entreprenörskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-230617.
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Payments take place every day in exchange for goods and services. There are a large variety of different methods which can be used to make a payment, and multiple scenarios in which payments take place. Recently there has been a significant amount of innovation in the Payment Services sector, however the majority of this innovation has occurred in the Business-to-Consumer (B2C) market, leaving the Business-to-Business (B2B) market relatively devoid of innovations. This raises the question, why are there limited successful innovations in B2B Payment Services? Furthermore, are there areas for innovation in the realm of B2B Payments? To explore this perceived gap in innovation, the payment methods available to small B2B companies were examined to identify key challenges and areas for future innovation in B2B payments. The research contains primary data from semi-structured telephone interviews with five owners or managers in SME (Small or Medium-Sized Enterprise) B2B companies, located in the United Kingdom. It will be concluded that the payment methods available to small businesses are sufficient for their needs, and there were no real ‘pain points’ with the actual payments themselves – and this is posited as one reason why payment services innovation has been limited within B2Bs. However, each business experienced a number of challenges in the bigger-picture payment cycle and business purchasing flow. It is within this space - helping businesses manage payments, not make payments - that opportunities for innovation lie, and a conceptualisation of new business opportunities is discussed.Master of Entrepeneurship and Innovation Management (TEILM)
Book chapters on the topic "Technology-Push/Needs-Pull"
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Wei, James. "Product Innovation Opportunities." In Product Engineering. Oxford University Press, 2007. http://dx.doi.org/10.1093/oso/9780195159172.003.0018.
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There is an endless list of exciting new products that are waiting to be invented, developed, and introduced to the marketplace, which would bring honor and profit to the innovators. We will discuss in this chapter some of the methods to identify the most exciting challenges and some of the most tantalizing targets. What is a good target? An investigator should begin by making a self-examination on what are the internal competitive strengths of this individual or organization as the starting point. The internal competitive strength may be the ability to make keen observations on a market segment and its unsatisfied needs, plus the ability to connect with potential technological solutions; it may be the possession of a unique technological capability, or the observation of an underutilized technology. A good product development project should also have a large and profitable market that is growing, should have barriers of entry (such as patents) against imitators for a period of time, and should not have safety or environmental problems. In Chapter 1, we discussed historic product innovations, both motivated by external market-pull and by internal technology-push motivations. Figure 12.1 shows a quadrant that was popularized by the Boston Consulting Group as the “stars and dogs” chart, and later popularized by Donald Stokes as Pasteur’s quadrant. The horizontal axis shows the strength of external market-pull, and the vertical axis shows the level of internal technology-push. The lower right quadrant represents market needs that are not matched by adequate technology, and the upper left quadrant represents technical capabilities that are not matched by adequate market demand. The mission of product innovation is to find ways to go from these two quadrants to the upper right quadrant, which is the promised land combining high external need with high internal capabilities, and a wonderful place to do business. We ignore the dog in the lower left quadrant. Marketing people pay attention to major market trends in the world, as well as individual segments of opportunity. The normal assignment of a research and development organization in a manufacturing company is innovations in response to market needs in the current product areas.
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Shawyun, Teay. "Strategic Market Driven IS/IT Planning Model." In Strategic Information Technology and Portfolio Management, 39–58. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-687-7.ch003.
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IS literature continues to highlight the issues of strategic business and IT planning alignment to achieve business performance. As an alternative to the mainstream models in the planning and implementation of the IS/IT by an organization, this chapter proposes an externalized approach by identifying the market driven needs through the firm’s value proposition to the customer derived from the product/service consumption. The market based push-pull framework is to ensure that the push strategy of the firm in what it wants to offer and at a price that it intends to offer is matched with the pull strategy of the market in what it wants to buy and at a price it is willingly to pay. This externalized customer value is reconciled by the internalized firm’s creation and delivery of the value as proposed by the firm based on the reconciliation of the market-pull and firm-push value proposition affecting customer satisfaction. Once the market pull and firm push strategy is identified, the alignment of the IT would be based on the pushpull effect of the business requirement to serve and satisfy not only the internal customer needs but also the more important external customer needs and requirements in term of the firm’s value proposition. The IT as a key enabler would be the main enabling mechanism to create and deliver on the value as proposed to the customer. A case study of how a university revamp its Information Management System by aligning the external and the internal elements is used to illustrate this reconciliation in its market driven IS/IT planning. The “market driven IS/IT” planning model is the base of the strategic integration of the internal and external elements that is contended to address the key planning issues in a more integrated and comprehensive way.
Conference papers on the topic "Technology-Push/Needs-Pull"
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Ashihara, Kosuke, and Kosuke Ishii. "Application of Quality Function Deployment for New Business R&D Strategy Development." In ASME 2005 International Mechanical Engineering Congress and Exposition. ASMEDC, 2005. http://dx.doi.org/10.1115/imece2005-81956.
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This paper describes a decision-making framework for Research and Development (R&D) strategy development using an adaptation of quality function deployment (QFD). Many manufacturing companies are facing challenges in strengthening their competitiveness to survive in an uncertain and fierce competitive businesses environment. Decision-making on R&D strategy, not only for incremental innovation, but also for radical innovation, is essential for the sustainable future of the company. There are well-structured methodologies for routine product development tasks that help planning and decision-making. QFD is one of the most well known tools for product development that uses matrices to identify relative worth of product requirements from market information and flow the requirements down to more detailed decisions. However, in the R&D strategic planning process that occurs prior to product development, there is little work utilizing structured methodologies such as QFD. This paper presents a new usage of QFD in the R&D strategy development process to cover both incremental and radical innovation. Market-pull R&D leads to incremental innovation of the company, and QFD helps identify new technology requirements using future market predictions. On the other hand, technology-push R&D seeks radical innovation; an inverse usage of QFD that defines new customer needs from new technology development can support a step-by-step approach for future business creation in this context. The paper includes a detailed example from the medical device industry that demonstrates the utility of the method in R&D strategy decision process.