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innovation;</title> <meta name="description" content="Search results for: innovation;"> <meta name="keywords" content="innovation;"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler 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id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="innovation;"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 1770</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: innovation;</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1770</span> Models of Innovation Processes and Their Evolution: A Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maier%20Dorin">Maier Dorin</a>, <a href="https://publications.waset.org/abstracts/search?q=Maier%20Andreea"> Maier Andreea</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today, any organization - regardless of the specific activity - must be prepared to face continuous radical changes, innovation thus becoming a condition of survival in a globalized market. Not all managers have an overall view on the real size of necessary innovation potential. Unfortunately there is still no common (and correct) understanding of the term of innovation among managers. Moreover, not all managers are aware of the need for innovation. This article highlights and analyzes a series of models of innovation processes and their evolution. The models analyzed encompass both the strategic level and the operational one within an organization, indicating performance innovation on each landing. As the literature review shows, there are no easy answers to the innovation process as there are no shortcuts to great results. Successful companies do not have a silver innovative bullet - they do not get results by making one or few things better than others, they make everything better. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation" title="innovation">innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20process" title=" innovation process"> innovation process</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20success" title=" business success"> business success</a>, <a href="https://publications.waset.org/abstracts/search?q=models%20of%20innovation" title=" models of innovation"> models of innovation</a> </p> <a href="https://publications.waset.org/abstracts/6877/models-of-innovation-processes-and-their-evolution-a-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6877.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">401</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1769</span> Breakthrough Innovation Thinking Technology of a Conglomerate for Next Generation Plan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dongkyu%20Lee">Dongkyu Lee</a>, <a href="https://publications.waset.org/abstracts/search?q=Doan-Quoc%20Hoan"> Doan-Quoc Hoan</a>, <a href="https://publications.waset.org/abstracts/search?q=Soomi%20Shin"> Soomi Shin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to suggest the Value Innovation type Breakthrough Innovation which is a Big Thinking Process that realizes a creative idea for the next generation innovation Master Plan of a company. The BI based on the PVI methodology is believed to contribute to the launching of a new business, the acquisition of new markets, and the development of an innovative management process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=value" title="value">value</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=breakthrough%20innovation" title=" breakthrough innovation"> breakthrough innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=Korean%20firm" title=" Korean firm"> Korean firm</a> </p> <a href="https://publications.waset.org/abstracts/31367/breakthrough-innovation-thinking-technology-of-a-conglomerate-for-next-generation-plan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31367.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">600</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1768</span> The Impact of Total Quality Management Practices on Innovation: An Empirical Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Oumayma%20Tajouri">Oumayma Tajouri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The relationship between total quality management (TQM) practices and innovation is conflictual. Some scholars suggest that TQM has an effect on incremental improvement and would not lead to innovation and creativity. The purpose of this paper is to analyse the association between TQM and different types of innovation. Our goal is to examine to what extent the implementation of TQM practices is indeed supporting innovation in the Tunisian ISO 9001 certified industries. Using a self-administered survey to sample ISO9001 certified industry companies, this study examines five hypotheses and tests the relation between TQM practices and innovation. The principal finding of this study is that TQM has significant and positive effects on innovation in the Tunisian context. The results support that TQM has an influence on incremental, radical, and administrative innovation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title="total quality management">total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=incremental%20innovation%20product%20and%2Fservice" title=" incremental innovation product and/service"> incremental innovation product and/service</a>, <a href="https://publications.waset.org/abstracts/search?q=radical%20innovation%20%20product%2Fservice" title=" radical innovation product/service"> radical innovation product/service</a>, <a href="https://publications.waset.org/abstracts/search?q=incremental%20innovation%20process" title=" incremental innovation process"> incremental innovation process</a>, <a href="https://publications.waset.org/abstracts/search?q=radical%20innovation%20%20process" title=" radical innovation process"> radical innovation process</a>, <a href="https://publications.waset.org/abstracts/search?q=administrative%20innovation" title=" administrative innovation"> administrative innovation</a> </p> <a href="https://publications.waset.org/abstracts/147719/the-impact-of-total-quality-management-practices-on-innovation-an-empirical-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147719.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">158</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1767</span> Policy Innovation and its Determinants: A Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Devasheesh%20Mathur">Devasheesh Mathur</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The presentation reviews the literature on the phenomenon of policy innovation. Policy innovation refers to a shift in the way policy is made or executed. The paper covers comprehensively on the definition and also the various types of policy innovations. The emphasis is on the antecedents or the determinants of innovation in policies. The author has then made an effort to discover the knowledge gap in the field of policy innovation so as to identify the future scope of research. The objective is to lend more clarity in the area of policy innovation and help in creating a framework for policy-makers as well as academics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=literature%20review" title="literature review">literature review</a>, <a href="https://publications.waset.org/abstracts/search?q=policy%20innovation" title=" policy innovation"> policy innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=determinants" title=" determinants"> determinants</a>, <a href="https://publications.waset.org/abstracts/search?q=antecedents" title=" antecedents"> antecedents</a> </p> <a href="https://publications.waset.org/abstracts/31540/policy-innovation-and-its-determinants-a-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31540.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">585</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1766</span> Constructing Service Innovation Model for SMEs in Automotive Service Industries: A Case Study of Auto Repair Motorcycle in Makassar City</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Farid">Muhammad Farid</a>, <a href="https://publications.waset.org/abstracts/search?q=Jen%20Der%20Day"> Jen Der Day</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to explore the construct of service innovation model for Small and medium-sized enterprises (SMEs) in automotive service industries. A case study of repair shop of the motorcycle at Makassar city illustrates measure innovation implementation, the degree of innovation, and identifies the type of innovation by the service innovation model for SMEs. In this paper, we interview 10 managers of SMEs and analyze their answers. We find that innovation implementation has been slowly; only producing new service innovation 0.62 unit average per year. Incremental innovation is the present option for SMEs, because they choose safer roads to improve service continuously. If want to create radical innovation, they still consider the aspect of cost, system, and readiness of human resources. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=service%20innovation" title="service innovation">service innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=incremental%20innovation" title=" incremental innovation"> incremental innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs" title=" SMEs"> SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=automotive%20service%20industries" title=" automotive service industries"> automotive service industries</a> </p> <a href="https://publications.waset.org/abstracts/57400/constructing-service-innovation-model-for-smes-in-automotive-service-industries-a-case-study-of-auto-repair-motorcycle-in-makassar-city" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/57400.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">360</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1765</span> Organizational Performance and Impact of Social Innovation </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alfonso%20Unceta">Alfonso Unceta</a>, <a href="https://publications.waset.org/abstracts/search?q=Javier%20Castro-Spila"> Javier Castro-Spila </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper offers a conceptual and empirical exploration between the organizational performance and the impact of social innovation. The paper contributes on the social innovation field in three domains: a) It provides analytical and empirical evidence linking organizational performance to the impact of social innovation; b) it provides a first outline of impact assessment of social innovation when it is developed by a diversity of heterogeneous actors (systemic social innovation); c) it provides a first outline for the development of innovation policies to support social innovations according to a typology of organizations and a typology of impact. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=absorptive%20capacity" title="absorptive capacity">absorptive capacity</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20innovation%20impact" title=" social innovation impact"> social innovation impact</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=RESINDEX" title=" RESINDEX"> RESINDEX</a>, <a href="https://publications.waset.org/abstracts/search?q=Basque%20Country" title=" Basque Country"> Basque Country</a> </p> <a href="https://publications.waset.org/abstracts/31783/organizational-performance-and-impact-of-social-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31783.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">486</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1764</span> Creative Culture to Innovative Culture: Transformal Operation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Peer%20M.%20Sathikh">Peer M. Sathikh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Creativity and innovation have become an important phenomenon today, whose potential is being realized through the success of Apple, Google/Android, Nike, Virgin, Dyson and other multinationals that are a household name today. Creativity and Innovation are, many times, used interchangeably, causing confusion as to what each represents and are capable of. Attempts to understand creativity and innovation clearly point to the difference, and at the same time, inter-dependency of one on the other. The assumption that having more creative personnel in a team will translate into innovation sooner or later seems generally counterproductive. What helps define the role of creativity and innovation in an organization and how can one build an innovative team? This paper points to the importance of understanding creative culture and innovation culture in order to bring about the desired innovation outcome and proposes a means to transform one to another as ideas move from mere ideas to useful innovation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=creativity" title="creativity">creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=creative%20culture" title=" creative culture"> creative culture</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20culture" title=" innovation culture"> innovation culture</a>, <a href="https://publications.waset.org/abstracts/search?q=transformal%20operators" title=" transformal operators"> transformal operators</a> </p> <a href="https://publications.waset.org/abstracts/58838/creative-culture-to-innovative-culture-transformal-operation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/58838.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">406</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1763</span> The Moderating Effect of Intellectual Capital on the Relationship of Innovation Practices in SME’s Performance </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hussen%20Nasir">Hussen Nasir</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohd%20Fitri%20Mansor"> Mohd Fitri Mansor</a>, <a href="https://publications.waset.org/abstracts/search?q=Noor%20Hidayah%20Abu"> Noor Hidayah Abu </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Liberation of the SME market led to a dynamic competitive business environment. SMEs are considered as an engine for economic growth of most nations. SMEs must be willing to adopt the latest technology and incorporate innovation as part of their business strategies. The aim of this study is to examine the innovation practices (innovation strategy and innovation culture) towards sustaining SME’s performance and the moderating effect of intellectual capital on the relationship of innovation practices on SME’s performance. The study will identify the strongest variables that influence the SMEs performance and proposed several hypothesis toward innovation and intellectual capital. Finally, the study will propose a theoretical framework. The current study will contribute to the knowledge of important on the element of intellectual capital as well as innovation practices in the SMEs performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=intellectual%20capital" title="intellectual capital">intellectual capital</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20practices" title=" innovation practices"> innovation practices</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs" title=" SMEs"> SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20strategy" title=" innovation strategy"> innovation strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20culture" title=" innovation culture "> innovation culture </a> </p> <a href="https://publications.waset.org/abstracts/19706/the-moderating-effect-of-intellectual-capital-on-the-relationship-of-innovation-practices-in-smes-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19706.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">471</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1762</span> Thoughts on the Informatization Technology Innovation of Cores and Samples in China</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Honggang%20Qu">Honggang Qu</a>, <a href="https://publications.waset.org/abstracts/search?q=Rongmei%20Liu"> Rongmei Liu</a>, <a href="https://publications.waset.org/abstracts/search?q=Bin%20Wang"> Bin Wang</a>, <a href="https://publications.waset.org/abstracts/search?q=Yong%20Xu"> Yong Xu</a>, <a href="https://publications.waset.org/abstracts/search?q=Zhenji%20Gao"> Zhenji Gao</a> </p> <p class="card-text"><strong>Abstract:</strong></p> There is a big gap in the ability and level of the informatization technology innovation of cores and samples compared with developed countries. Under the current background of promoting the technology innovation, how to strengthen the informatization technology innovation of cores and samples for National Cores and Samples Archives, which is a national innovation research center, is an important research topic. The paper summarizes the development status of cores and samples informatization technology, and finds the gaps and deficiencies, and proposes the innovation research directions and content, including data extraction, recognition, processing, integration, application and so on, so as to provide some reference and guidance for the future innovation research of the archives and support better the geological technology innovation in China. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cores%20and%20samples%3B" title="cores and samples;">cores and samples;</a>, <a href="https://publications.waset.org/abstracts/search?q=informatization%20technology%3B" title=" informatization technology;"> informatization technology;</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%3B" title=" innovation;"> innovation;</a>, <a href="https://publications.waset.org/abstracts/search?q=suggestion" title=" suggestion"> suggestion</a> </p> <a href="https://publications.waset.org/abstracts/167580/thoughts-on-the-informatization-technology-innovation-of-cores-and-samples-in-china" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/167580.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">126</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1761</span> Review of Innovation Management Frameworks and Assessment Tools</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Qiang%20Fu">Qiang Fu</a>, <a href="https://publications.waset.org/abstracts/search?q=Abu%20Saleh"> Abu Saleh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Research studies are highly fragmented when an innovation management framework is being discussed. With the aim to identify an innovation management framework/assessment tool suitable for small & medium enterprises (SMEs) in the service industry, this researcher critically reviewed existing innovation management frameworks and assessment models/tools and discovered a number of literature gaps. It is established that existing literature lacks generally agreed innovation management dimensions, commonly accepted knowledge creation through empirical studies on innovation management in SMEs, effective innovation management performance measurements, and studies on innovation management in the service industry, in particular in retail SMEs. As such, there is a dire need to develop an appropriate firm-level innovation management framework suitable for SMEs in the service industry for a future research project and further study. In addition, this researcher also discussed the significance of establishing such an innovation management framework. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation%20management" title="innovation management">innovation management</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20management%20framework" title=" innovation management framework"> innovation management framework</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20management%20assessment%20tools" title=" innovation management assessment tools"> innovation management assessment tools</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs" title=" SMEs"> SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20industry" title=" service industry"> service industry</a> </p> <a href="https://publications.waset.org/abstracts/135335/review-of-innovation-management-frameworks-and-assessment-tools" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/135335.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">216</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1760</span> Governing External Innovation: Lessons from Apple’s iOS and Google’s Android</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amir%20Mohagheghzadeh">Amir Mohagheghzadeh</a>, <a href="https://publications.waset.org/abstracts/search?q=Solaleh%20Salimi"> Solaleh Salimi</a>, <a href="https://publications.waset.org/abstracts/search?q=Ramin%20Tafazzoli"> Ramin Tafazzoli</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Ecosystem and networks plays significant roles in product innovation. External innovation within developing firms can bring a wide range of advantages for a firm in a competitive market. Using external innovation can be mentioned as one of the most significant concepts regarding the firm’s transition phase into openness. Derivative concepts such as open or shared platform and app stores are the main result of this thinking within the firms. However, adopting this concept and leverage the defined advantages of external innovation should be aligned with other strategies and policies of a firm. Consequently, one of the key aspects that have been raised while using external innovation is how to govern external innovation within a developing firm. This paper describes the frameworks that two pioneer companies in mobile operating system development have used in order to control and govern external innovation through platform. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=external%20innovation" title="external innovation">external innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20innovation" title=" open innovation"> open innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=governance" title=" governance"> governance</a>, <a href="https://publications.waset.org/abstracts/search?q=governance%20mechanisms" title=" governance mechanisms"> governance mechanisms</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=Apple" title=" Apple"> Apple</a>, <a href="https://publications.waset.org/abstracts/search?q=iOS" title=" iOS"> iOS</a>, <a href="https://publications.waset.org/abstracts/search?q=Google" title=" Google"> Google</a>, <a href="https://publications.waset.org/abstracts/search?q=Android" title=" Android"> Android</a> </p> <a href="https://publications.waset.org/abstracts/15277/governing-external-innovation-lessons-from-apples-ios-and-googles-android" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15277.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">515</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1759</span> Innovation Strategies and Challenges in Emerging Economies: The Case of Research and Technology Organizations in Turkey</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=F.%20Demir">F. Demir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation is highly critical for every company, especially for technology-based organizations looking to sustain their competitive advantage. However, this is not an easy task. Regardless of the size of the enterprise, market and location, all organizations face numerous challenges. Even though huge barriers to innovation exist in different countries, firm- and industry-specific challenges can be distinguished. This paper examines innovation strategies and obstacles to innovation in research and technology organizations (RTO) of Turkey. From the most important to the least, nine different challenges are ranked according the results of this survey. The findings reveal that to take the lead in innovation, financial constraint is the biggest challenge, which is consistent with the related literature. It ranked number one in this study. Beyond that, based on a sample of 40 RTOs, regional challenges such as underdeveloped regional innovation ecosystem plays a significant role in hampering innovation. Most of the organizations (55%) embrace an incremental approach to innovation, while only few pursue radical shifts. About 40% of the RTOs focus on product innovation, and 27.5% of them concentrate on technological innovation, while a very limited number aim for operational excellence and customer engagement as the focus of their strategic innovation efforts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation%20strategies" title="innovation strategies">innovation strategies</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20challenges" title=" innovation challenges"> innovation challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=emerging%20economies" title=" emerging economies"> emerging economies</a>, <a href="https://publications.waset.org/abstracts/search?q=research%20and%20technology%20organizations" title=" research and technology organizations"> research and technology organizations</a> </p> <a href="https://publications.waset.org/abstracts/68412/innovation-strategies-and-challenges-in-emerging-economies-the-case-of-research-and-technology-organizations-in-turkey" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/68412.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">415</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1758</span> Mechanisms for Strategic Adoption of Innovation Procurement</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Carolina%20B.%20A.%20Morais">Carolina B. A. Morais</a>, <a href="https://publications.waset.org/abstracts/search?q=Antonio%20Bob%20Santos"> Antonio Bob Santos</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In order to determine how innovation procurement can strengthen public efficiency and foster the modernization of public services, while at the same time promoting the opening of new private markets, this paper aims to present the two key instruments for the practice of innovation procurement at a European, national, and regional level – Pre-Commercial Procurement (PCP), and Public Procurement of Innovative Solutions (PPI). Thus, it starts with a theoretical framework on the emergence of this topic in the European Innovation Policy (Section 2), then continues with the identification and systematization of the main mechanisms for its effective adoption, both on the demand and supply side of the market (Section 3), as well as to expose and describe methods and tools for positioning innovation at the heart of public entities. The innovative projects best distinguished by the European Commission for their good practices in innovation procurement are identified, and the main methodology for the development and management of innovation procurement – Forward Commitment Procurement (FCP) – is applied to them in a pioneering way (Section 4). The relevance of innovation in public procurement is systematized and reflected upon in Section 5. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation%20procurement" title="innovation procurement">innovation procurement</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20policy" title=" innovation policy"> innovation policy</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=pubic%20procurement" title=" pubic procurement"> pubic procurement</a> </p> <a href="https://publications.waset.org/abstracts/162173/mechanisms-for-strategic-adoption-of-innovation-procurement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162173.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">120</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1757</span> Driving Innovation by Enhancing Employee Roles: The Balancing Act of Employee-Driven Innovation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=L.%20Tirabeni">L. Tirabeni</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20E.%20Soderquist"> K. E. Soderquist</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20Pisano"> P. Pisano</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Our purpose is to investigate how the relationship between employees and innovation management processes can drive organizations to successful innovations. This research is deeply related to a new way of thinking about human resources management practices. It’s not simply about improving the employees’ engagement, but rather about a different and more radical commitment: the employee can take on the role traditionally played by the customer, namely to become the first tester of an innovative product or service, the first user/customer and eventually the first investor in the innovation. This new perception of employees could create the basis of a novelty in the innovation process where innovation is taken to a next level when the problems with customer driven innovation on the one hand, and employees driven innovation on the other can be balanced. This research identifies an effective approach to innovation where the employees will participate throughout the whole innovation process, not only in the idea creation but also in the idea definition and development by giving feedback in parallel to that provided by customers and lead-users. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee-driven%20innovation" title="employee-driven innovation">employee-driven innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=engagement" title=" engagement"> engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=innovative%20companies" title=" innovative companies"> innovative companies</a> </p> <a href="https://publications.waset.org/abstracts/40114/driving-innovation-by-enhancing-employee-roles-the-balancing-act-of-employee-driven-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40114.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">412</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1756</span> The Affect of Total Quality Management on Firm's Innovation Performance: A Literature Review </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Omer%20Akkaya">Omer Akkaya</a>, <a href="https://publications.waset.org/abstracts/search?q=Nurullah%20Ekmekc%C4%B1"> Nurullah Ekmekcı</a>, <a href="https://publications.waset.org/abstracts/search?q=Muammer%20Zerenler"> Muammer Zerenler</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation for businesses means a new product and service and sometimes a new implementation. Total Quality Management is a management philosophy which focus on customer, process and system.There is a certain relationship between principles of Total Quality Management and innovation performance. Main aim of this study is to show how the implementation and principles of Total Quality Management (TQM) affect a firm's innovation performance. Also, this paper discusses positive and negative affects of Total Quality Management on innovation performance and demonstrates some examples. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation" title="innovation">innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20types" title=" innovation types"> innovation types</a>, <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title=" total quality management"> total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=principles%20of%20total%20quality%20management" title=" principles of total quality management"> principles of total quality management</a> </p> <a href="https://publications.waset.org/abstracts/26814/the-affect-of-total-quality-management-on-firms-innovation-performance-a-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26814.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">630</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1755</span> A Framework for Defining Innovation Districts: A Case Study of 22@ Barcelona </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Arnault%20Morisson">Arnault Morisson</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation districts are being implemented as urban regeneration strategies in cities as diverse as Barcelona (Spain), Boston (Massachusetts), Chattanooga (Tennessee), Detroit (Michigan), Medellin (Colombia), and Montréal (Canada). Little, however, is known about the concept. This paper aims to provide a framework to define innovation districts. The research methodology is based on a qualitative approach using 22@ Barcelona as a case study. 22@ Barcelona was the first innovation district ever created and has been a model for the innovation districts of Medellin (Colombia) and Boston (Massachusetts) among others. Innovation districts based on the 22@ Barcelona’s model can be defined as top-down urban innovation ecosystems designed around four multilayered and multidimensional models of innovation: urban planning, productive, collaborative, and creative, all coordinated under strong leadership, with the ultimate objectives to accelerate the innovation process and competitiveness of a locality. Innovation districts aim to respond to a new economic paradigm in which economic production flows back to cities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation%20ecosystem" title="innovation ecosystem">innovation ecosystem</a>, <a href="https://publications.waset.org/abstracts/search?q=governance" title=" governance"> governance</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20park" title=" technology park"> technology park</a>, <a href="https://publications.waset.org/abstracts/search?q=urban%20planning" title=" urban planning"> urban planning</a>, <a href="https://publications.waset.org/abstracts/search?q=urban%20policy" title=" urban policy"> urban policy</a>, <a href="https://publications.waset.org/abstracts/search?q=urban%20regeneration" title=" urban regeneration"> urban regeneration</a> </p> <a href="https://publications.waset.org/abstracts/57967/a-framework-for-defining-innovation-districts-a-case-study-of-22-at-barcelona" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/57967.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">372</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1754</span> The Relationship between Absorptive Capacity and Green Innovation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=R.%20Hashim">R. Hashim</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20J.%20Bock"> A. J. Bock</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Cooper"> S. Cooper </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Absorptive capacity generally facilitates the adoption of innovation. How does this relationship change when economic return is not the sole driver of innovation uptake? We investigate whether absorptive capacity facilitates the adoption of green innovation based on a survey of 79 construction companies in Scotland. Based on the results of multiple regression analyses, we confirm that existing knowledge utilisation (EKU), knowledge building (KB) and external knowledge acquisition (EKA) are significant predictors of green process GP), green administrative (GA) and green technical innovation (GT), respectively. We discuss the implications for theories of innovation adoption and knowledge enhancement associated with environmentally-friendly practices. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=absorptive%20capacity" title="absorptive capacity">absorptive capacity</a>, <a href="https://publications.waset.org/abstracts/search?q=construction%20industry" title=" construction industry"> construction industry</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental" title=" environmental"> environmental</a>, <a href="https://publications.waset.org/abstracts/search?q=green%20innovation" title=" green innovation"> green innovation</a> </p> <a href="https://publications.waset.org/abstracts/18052/the-relationship-between-absorptive-capacity-and-green-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18052.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">526</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1753</span> Mastering the Paradox: Five Unexpected Qualities of Innovation Leaders</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Murtuza%20Ali%20Lakhani">Murtuza Ali Lakhani</a>, <a href="https://publications.waset.org/abstracts/search?q=Michelle%20Marquard"> Michelle Marquard</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Given the paradoxical nature of innovation, we propose that leaders of innovation-centered organizations need certain specific qualities focused on developing higher-order structures, fostering self-organization, and nurturing constructive dissonance and conciliation. Keeping in view the prolific literature on leadership and innovation, we carry out a quantitative study with data collected over a five-year period involving 31 leaders and 209 observers (direct reports, peers, and managers) from across five companies based in the United States. Rather than accepting, as some scholars and practitioners do, that leadership is all-encompassing, we argue that it is specific to a given context, e.g., innovation. We find that leadership is the locus of innovation and that leaders able to effectively lead the innovation agenda demonstrate five specific behaviors and characteristics, namely stewardship, communication, empowerment, creativity, and vision. We demonstrate that the alignment (or misalignment) between a leader’s “self view” and “other view” is a tell-tale sign of whether (or not) the leader’s organization will succeed at innovation. We propose a scale, iLeadership, and test it psychometrically for assessment of leaders and organizational units charged with innovation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation" title="innovation">innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20leadership" title=" innovation leadership"> innovation leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20creation" title=" knowledge creation"> knowledge creation</a> </p> <a href="https://publications.waset.org/abstracts/10840/mastering-the-paradox-five-unexpected-qualities-of-innovation-leaders" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10840.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">475</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1752</span> Reverse Innovation in Subsistence and Developed Markets</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hailu%20Getnet">Hailu Getnet</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study focus on reverse innovation on performance outcomes across developed and subsistence markets context. The subsistence market consists two third of the world population and the largest international market. To date, it has been neglected because of its issues of perceived challenges and seeming unattractiveness compared to the established markets in the west. However, subsistence markets are becoming source of reverse innovation; an innovation that is likely to be adopted first in developing world and successfully traded globally. In response, there is a growing interest on reverse innovation to power the future. Based on the theories of innovation and growing subsistence market literatures, the study propose drivers and outcomes of reverse innovation, a potential similarities and difference in benefiting and challenging firms and consumers in subsistence and developed markets. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=reverse%20innovation" title="reverse innovation">reverse innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=subsistence%20market" title=" subsistence market"> subsistence market</a>, <a href="https://publications.waset.org/abstracts/search?q=developing%20world" title=" developing world"> developing world</a>, <a href="https://publications.waset.org/abstracts/search?q=developed%20market" title=" developed market "> developed market </a> </p> <a href="https://publications.waset.org/abstracts/36544/reverse-innovation-in-subsistence-and-developed-markets" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36544.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">325</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1751</span> Crowdsourcing as an Open Innovation Tool for Entrepreneurship</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zeynep%20Ayfer%20Bozat">Zeynep Ayfer Bozat</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As traditional innovation has already taken its place in managers’ to do lists; managers and companies have started to look for new ways to go beyond the traditional innovation. Because of its cost, traditional innovation became a burden for companies since they only use inner sources. Companies have intended to use outer innovation sources to decrease the innovation costs and Open Innovation has become a new solution for companies at this point. Crowdsourcing is a tool of Open Innovation and it consists of two words: Outsourcing and crowd. Crowdsourcing aims to benefit from the efforts and ideas of a virtual crowd via Internet technologies. In addition to that, crowdsourcing can help entrepreneurs to innovate and grow their businesses. They can crowd source anything they can use to grow their businesses: Ideas, investment, new business, new partners, new solutions, new policies, data, insight, marketing or talent. Therefore, the aim of the study is to be able to show some possible ways for entrepreneurs to benefit from crowdsourcing to expand or foster their businesses. In the study, the term crowdsourcing has been given in details and these possible ways have been searched and given. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=crowdsourcing" title="crowdsourcing">crowdsourcing</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title=" entrepreneurship"> entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20innovation" title=" open innovation"> open innovation</a> </p> <a href="https://publications.waset.org/abstracts/55450/crowdsourcing-as-an-open-innovation-tool-for-entrepreneurship" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55450.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">293</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1750</span> Building Organisational Culture That Stimulates Creativity and Innovation </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ala%20Hanetite">Ala Hanetite </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this article is to present, by means of a model, the determinants of organisational culture which influence creativity and innovation. A literature study showed that a model, based on the open systems theory and the work of Schein, can offer a holistic approach in describing organisational culture. The relationship between creativity, innovation and culture is discussed in this context. Against the background of this model, the determinants of organisational culture were identified. The determinants are strategy, structure, support mechanisms, behaviour that encourages innovation, and open communication. The influence of each determinant on creativity and innovation is discussed. Values, norms and beliefs that play a role in creativity and innovation can either support or inhibit creativity and innovation depending on how they influence individual and group behaviour. This is also explained in the article. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=attitudes" title="attitudes">attitudes</a>, <a href="https://publications.waset.org/abstracts/search?q=creativity" title=" creativity"> creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title=" organisational culture"> organisational culture</a> </p> <a href="https://publications.waset.org/abstracts/14816/building-organisational-culture-that-stimulates-creativity-and-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14816.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">591</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1749</span> Types of Innovation Management Office and Their Roles and Responsibilities in Supporting the Innovation Management Process from Organisational Strategic Foresight to Managing Innovation Project Portfolios</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bakr%20Zade">Bakr Zade</a>, <a href="https://publications.waset.org/abstracts/search?q=Paolo%20Cervera"> Paolo Cervera</a> </p> <p class="card-text"><strong>Abstract:</strong></p> With the aim of maximising return on innovation investments, organisations create central units to support successful implementation of innovation management initiatives. The support units–referred to in this research as innovation management offices (IMOs)–range from small teams of innovation management champions to fully resourced centres of excellence for innovation management. However, roles and responsibilities of IMOs vary in different organisations. This research investigates the different types of IMO in organisations, based on their different roles and responsibilities in supporting innovation management processes. The research uses grounded theory methodology to uncover an IMO taxonomy from emergent concepts during innovation management maturity assessment exercises in twelve organisations from the United Kingdom and the United Arab Emirates. The taxonomy distinguishes five types of IMO, based on their roles and responsibilities in supporting innovation management processes, from organisational strategic foresight to managing innovation management project portfolios. The IMO taxonomy addresses a gap in research into innovation management support in organisations and offers a practical framework that diverse organisations can appreciate and use in designing IMOs that are aligned with their innovation management visions and strategies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=future%20foresight" title="future foresight">future foresight</a>, <a href="https://publications.waset.org/abstracts/search?q=future%20shaping" title=" future shaping"> future shaping</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20management" title=" innovation management"> innovation management</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20management%20office" title=" innovation management office"> innovation management office</a>, <a href="https://publications.waset.org/abstracts/search?q=portfolio%20management" title=" portfolio management"> portfolio management</a> </p> <a href="https://publications.waset.org/abstracts/80156/types-of-innovation-management-office-and-their-roles-and-responsibilities-in-supporting-the-innovation-management-process-from-organisational-strategic-foresight-to-managing-innovation-project-portfolios" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/80156.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">396</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1748</span> The Keys to Innovation: Defining and Evaluating Attributes that Measure Innovation Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Samarah">Mohammad Samarah</a>, <a href="https://publications.waset.org/abstracts/search?q=Benjamin%20Stark"> Benjamin Stark</a>, <a href="https://publications.waset.org/abstracts/search?q=Jennifer%20Kindle"> Jennifer Kindle</a>, <a href="https://publications.waset.org/abstracts/search?q=Langley%20Payton"> Langley Payton</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation is a key driver for companies, society, and economic growth. However, assessing and measuring innovation for individuals as well as organizations remains difficult. Our i5-Score presented in this study will help to overcome this difficulty and facilitate measuring the innovation potential. The score is based on a framework we call the 5Gs of innovation which defines specific innovation attributes. Those are 1) the drive for long-term goals 2) the audacity to generate new ideas, 3) the openness to share ideas with others, 4) the ability to grow, and 5) the ability to maintain high levels of optimism. To validate the i5-Score, we conducted a study at Florida Polytechnic University. The results show that the i5-Score is a good measure reflecting the innovative mindset of an individual or a group. Thus, the score can be utilized for evaluating, refining and enhancing innovation capabilities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Change%20Management" title="Change Management">Change Management</a>, <a href="https://publications.waset.org/abstracts/search?q=Innovation%20Attributes" title=" Innovation Attributes"> Innovation Attributes</a>, <a href="https://publications.waset.org/abstracts/search?q=Organizational%20Development" title=" Organizational Development"> Organizational Development</a>, <a href="https://publications.waset.org/abstracts/search?q=STEM%20and%20Venture%20Creation" title=" STEM and Venture Creation"> STEM and Venture Creation</a> </p> <a href="https://publications.waset.org/abstracts/100675/the-keys-to-innovation-defining-and-evaluating-attributes-that-measure-innovation-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/100675.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">169</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1747</span> New Innovation and Sustainability in a Developing Country: The Case of Cameroon</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lema%20Catherine%20Forje">Lema Catherine Forje</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation activates the system of an economy to a new level. Innovation follows a process. The first step in innovation is the idea-generation process. There is widespread appreciation that people go to great lengths, incur expenses: energy and materials to generate innovative ideas. People get inspired, create, and connect. The inspiration also enables the building of a culture of innovation. Data collection was done through a face-to-face interview with the producer of the first Cameroon beer that came out in the early 1960s, a rice producing company, a cement producing company, and 100 women following a type of dressing commonly worn by Cameroonian women (wrappa). There were a total number of one hundred and three interviewees. The implication of this study is for everybody. It sheds light on the factors that are likely to sustain an innovation. Conclusion emphasises continuous research to keep giving the innovation a face lift. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title="entrepreneurship">entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=ideas" title=" ideas"> ideas</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a> </p> <a href="https://publications.waset.org/abstracts/12102/new-innovation-and-sustainability-in-a-developing-country-the-case-of-cameroon" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12102.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">296</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1746</span> Mastering the Innovation Paradox: The Five Unexpected Qualities of Innovation Leaders</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Murtuza%20Ali%20Lakhani">Murtuza Ali Lakhani</a>, <a href="https://publications.waset.org/abstracts/search?q=Michelle%20Marquard"> Michelle Marquard</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Given the paradoxical nature of innovation, we propose that leaders of innovation-centered organizations need certain specific qualities focused on developing higher-order structures, fostering self-organization, and nurturing constructive dissonance and conciliation. Keeping in view the prolific literature on leadership and innovation, we carry out a quantitative study with data collected over a five-year period involving 31 leaders and 209 observers (direct reports, peers, and managers) from across five companies based in the United States. Rather than accepting, as some scholars and practitioners do, that leadership is all-encompassing, we argue that it is specific to a given context, e.g., innovation. We find that leadership is the locus of innovation and that leaders able to effectively lead the innovation agenda demonstrate five specific behaviors and characteristics, namely stewardship, communication, empowerment, creativity, and vision. We demonstrate that the alignment (or misalignment) between a leader’s “self view” and “other view” is a tell-tale sign of whether (or not) the leader’s organization will succeed at innovation. We propose a scale, iLeadership, and test it psychometrically for assessment of leaders and organizational units charged with innovation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20creating%20organizations" title=" knowledge creating organizations"> knowledge creating organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20behavior" title=" leadership behavior"> leadership behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20assessment" title=" leadership assessment"> leadership assessment</a> </p> <a href="https://publications.waset.org/abstracts/6788/mastering-the-innovation-paradox-the-five-unexpected-qualities-of-innovation-leaders" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6788.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">328</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1745</span> FDI, Environmental Regulations and Innovation Performance of Chinese Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yan%20Chen">Yan Chen</a>, <a href="https://publications.waset.org/abstracts/search?q=Hongbing%20Li"> Hongbing Li</a>, <a href="https://publications.waset.org/abstracts/search?q=Ruirui%20Zhai"> Ruirui Zhai</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation driven and innovation in the process of new-type urbanization is a major strategic choice for the introduction of foreign capital and the process of economic development. This research investigates the effect of urbanization, FDI and environmental regulations on innovation performance of enterprises, based on Chinese Industrial Statistics Database of 2004 to 2007 and data at province-level. It is found that the FDI from U.S. and environmental regulations will hinder the creativity of Chinese industry through reducing the R&D of them. However, the FDI from U.S. enhances the ability of domestic enterprises to attain “compensation from innovation” following the environmental regulations. Meanwhile, we confirm that environmental regulation can contribute to the innovation spillover of FDI from U.S. Furthermore, the channel of effect is discussed. In addition, FDI from EU and Japan are further examined. Unlike the FDI from U.S., the FDI from EU and Japan both have the positive innovation spillover effect, but through the same channel referred above which exist in FDI. Further analysis based on "innovation-driven effect" of urbanization is developed, and it is found that urbanization has an innovation-driven effect on environmental regulation and FDI spillover. The regulation of FDI from the United States and the European Union outperforms the FDI from Japan at a restrained degree. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=environmental%20regulations" title="environmental regulations">environmental regulations</a>, <a href="https://publications.waset.org/abstracts/search?q=FDI" title=" FDI"> FDI</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation-driven" title=" innovation-driven"> innovation-driven</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20performance" title=" innovation performance"> innovation performance</a> </p> <a href="https://publications.waset.org/abstracts/42213/fdi-environmental-regulations-and-innovation-performance-of-chinese-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/42213.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">442</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1744</span> Open Innovation Strategy (OIS) Paradigm and an OIS Capabilities Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anastasis%20D.%20Petrou">Anastasis D. Petrou</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation and strategy discussions do highlight open innovation as a new paradigm in business. Yet, a number of stumbling blocks in the form of closed innovation principles weaved into the fabric of a traditional business model stand in the way of the new paradigm’s momentum to increase value in various business contexts. The paper argues that businesses considering an engagement with the open innovation paradigm would need to take steps to improve their multiplicative, absorptive and relational capabilities, respectively. The needed improvements would amount to a business model evolutionary transformation and eventually bring about a paradigm overhaul in business. The transformation is worth staging over time to ensure that open innovation is developed across interconnected and partnered areas of strategic importance. This article develops an open innovation strategy (OIS) capabilities model, and employs examples from different industries to briefly discuss OIS’s potential to augment business value in a number of suggested areas for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=close%20innovation" title="close innovation">close innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20innovation%20paradigm" title=" open innovation paradigm"> open innovation paradigm</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20innovation%20strategy%20%28OIS%29%20paradigm" title=" open innovation strategy (OIS) paradigm"> open innovation strategy (OIS) paradigm</a>, <a href="https://publications.waset.org/abstracts/search?q=OIS%20capabilities%20model" title=" OIS capabilities model"> OIS capabilities model</a>, <a href="https://publications.waset.org/abstracts/search?q=multiplicative%20capability" title=" multiplicative capability"> multiplicative capability</a>, <a href="https://publications.waset.org/abstracts/search?q=absorptive%20capability" title=" absorptive capability"> absorptive capability</a>, <a href="https://publications.waset.org/abstracts/search?q=relational%20capability" title=" relational capability"> relational capability</a> </p> <a href="https://publications.waset.org/abstracts/14432/open-innovation-strategy-ois-paradigm-and-an-ois-capabilities-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14432.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">520</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1743</span> Technology Planning with Internal and External Resource for Open Innovation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jeonghwan%20Jeon">Jeonghwan Jeon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Technology planning with both internal capacity and external resource is necessary for successful open innovation. Until now, many types of research have been conducted for this issue. However, technology planning for open innovation at the national level has not been researched sufficiently. This study proposes Open roadmap for open innovation at the national level. The proposed open roadmap can manage the inflow & outflow open innovation systematically. Six types of open roadmap are classified with respect to the innovation direction and characteristics. The proposed open roadmap is applied to the open innovation cases of the Roman period. The proposed open roadmap is expected to be helpful tool for technology policy planning at the national level. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=technology%20planning" title="technology planning">technology planning</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20innovation" title=" open innovation"> open innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20resource" title=" internal resource"> internal resource</a>, <a href="https://publications.waset.org/abstracts/search?q=external%20resource" title=" external resource"> external resource</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20management" title=" technology management"> technology management</a> </p> <a href="https://publications.waset.org/abstracts/66834/technology-planning-with-internal-and-external-resource-for-open-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/66834.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">494</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1742</span> Exploring Open Innovation Practice in Start-Ups within an Innovation Ecosystem</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yassine%20Mehros">Yassine Mehros</a>, <a href="https://publications.waset.org/abstracts/search?q=Jean-Michel%20Degeorge"> Jean-Michel Degeorge</a>, <a href="https://publications.waset.org/abstracts/search?q=Abdelaziz%20Elabjani"> Abdelaziz Elabjani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation has long been considered the key to the survival, development, and growth of companies. It is a process in which start-ups play a key role, but they suffer from a structural lack of resources, which hinders the development of new innovations and their commercialization. The use of alternative channels to access resources is therefore becoming a necessity to overcome this constraint and identify opportunities. This is why they can be part of large communities of interdependent actors, namely innovation ecosystems that are part of a logic of sharing and open innovation. This research aims to explore and better understand OI in start-ups within an innovation ecosystem. We offer an exploratory qualitative study with start-ups and other actors in the Saint-Étienne innovation ecosystem. Our paper explored the characteristics and main actors of the Saint-Etienne innovation ecosystem, focusing on start-ups. We have identified the motivations of start-up’s adopting OI, its difficulties, its risks, and its impact on their growth. Also, our results show the existence of strong links between the different actors in the ecosystem. In addition, a strong trust has been established between these actors thanks to the geographical proximity; the start-ups manage to get in touch with the different actors of their innovation ecosystem by practicing OI. The actors collaborate on projects involving companies and, in particular, start-ups. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=open%20innovation" title="open innovation">open innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=start-ups" title=" start-ups"> start-ups</a>, <a href="https://publications.waset.org/abstracts/search?q=Innovation%20ecosystem" title=" Innovation ecosystem"> Innovation ecosystem</a>, <a href="https://publications.waset.org/abstracts/search?q=actors" title=" actors"> actors</a> </p> <a href="https://publications.waset.org/abstracts/151442/exploring-open-innovation-practice-in-start-ups-within-an-innovation-ecosystem" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151442.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">78</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1741</span> Use of Integrated Knowledge Networks to Increase Innovation in Nanotechnology Research and Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=R.%20Byler">R. Byler</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation, particularly in technology development, is a crucial aspect of nanotechnology R&D and, although several approaches to effective innovation management exist, organizational structures that promote knowledge exchange have been found to be most effect in supporting new and emerging technologies. This paper discusses Integrated Knowledge Networks (IKNs) and evaluates its use within nanotechnology R&D to increase technology innovation. Specifically, this paper reviews the role of IKNs in bolstering national and international nanotechnology development and in enhancing nanotechnology innovation. Both physical and virtual IKNs, particularly IT-based network platforms for community-based innovation, offer strategies for enhanced technology innovation, interdisciplinary cooperation, and enterprise development. Effectively creating and managing technology R&D networks can facilitate successful knowledge exchange, enhanced innovation, commercialization, and technology transfer. As such, IKNs are crucial to technology development processes and, thus, in increasing the quality and access to new, innovative nanoscience and technologies worldwide. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=community-based%20innovation" title="community-based innovation">community-based innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=integrated%20knowledge%20networks" title=" integrated knowledge networks"> integrated knowledge networks</a>, <a href="https://publications.waset.org/abstracts/search?q=nanotechnology" title=" nanotechnology"> nanotechnology</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20innovation" title=" technology innovation"> technology innovation</a> </p> <a href="https://publications.waset.org/abstracts/31378/use-of-integrated-knowledge-networks-to-increase-innovation-in-nanotechnology-research-and-development" class="btn btn-primary 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