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innovation</title> <meta name="description" content="Search results for: structure innovation"> <meta name="keywords" content="structure 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 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action="https://publications.waset.org/abstracts/search"> <div 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="structure 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> 9362</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: structure innovation</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9332</span> Introduction to Techno-Sectoral Innovation System Modeling and Functions Formulating</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S.%20M.%20Azad">S. M. Azad</a>, <a href="https://publications.waset.org/abstracts/search?q=H.%20Ghodsi%20Pour"> H. Ghodsi Pour</a>, <a href="https://publications.waset.org/abstracts/search?q=F.%20Roshannafasa"> F. Roshannafasa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In recent years ‘technology management and policymaking’ is one of the most important problems in management science. In this field, different generations of innovation and technology management are presented which the earliest one is Innovation System (IS) approach. In a general classification, innovation systems are divided in to 4 approaches: Technical, sectoral, regional, and national. There are many researches in relation to each of these approaches in different academic fields. Every approach has some benefits. If two or more approaches hybrid, their benefits would be combined. In addition, according to the sectoral structure of the governance model in Iran, in many sectors such as information technology, the combination of three other approaches with sectoral approach is essential. Hence, in this paper, combining two IS approaches (technical and sectoral) and using system dynamics, a generic model is presented for a sample of software industry. As a complimentary point, this article is introducing a new hybrid approach called Techno-Sectoral Innovation System. This TSIS model is accomplished by Changing concepts of the ‘functions’ which came from Technological IS literature and using them into sectoral system as measurable indicators. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation%20system" title="innovation system">innovation system</a>, <a href="https://publications.waset.org/abstracts/search?q=technology" title=" technology"> technology</a>, <a href="https://publications.waset.org/abstracts/search?q=techno-sectoral%20system" title=" techno-sectoral system"> techno-sectoral system</a>, <a href="https://publications.waset.org/abstracts/search?q=functional%20indicators" title=" functional indicators"> functional indicators</a>, <a href="https://publications.waset.org/abstracts/search?q=system%20dynamics" title=" system dynamics"> system dynamics</a> </p> <a href="https://publications.waset.org/abstracts/3605/introduction-to-techno-sectoral-innovation-system-modeling-and-functions-formulating" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/3605.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">439</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">9331</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">9330</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">9329</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">9328</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">9327</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">9326</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">9325</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">9324</span> Regional Competitiveness and Innovation in the Tourism Sector: A Systematic Review and Bibliometric Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S%C3%A9rgio%20J.%20Teixeira">Sérgio J. Teixeira</a>, <a href="https://publications.waset.org/abstracts/search?q=Jo%C3%A3o%20J.%20Ferreira"> João J. Ferreira</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Tourism frequently gets identified as one of the sectors with the greatest potential for expansion on a global scale and hence conveying the importance of attempting to better understand the regional factors of competitiveness prevailing in this sector. This study’s objective essentially strives to provide a mapping of the scientific publications and the intellectual knowledge therein contained while conveying past research trends and identifying potential future lines of research in the fields of regional competitiveness and tourism innovation. This correspondingly deploys a systematic review of the literature in keeping with the bibliometric approach based upon VOSviewer software, with a particular focus on drafting maps for visualising the underlying intellectual structure. This type of analysis encapsulates the number of articles published and their annual number of citations for the period between 1900 and 2016 as registered by the Web of Science database. The results demonstrate how the intellectual structure on regional competitiveness divides essentially into three major categories: regional competitiveness, tourism innovation, and tourism clusters. Thus, the main contribution of this study arises out of identifying the main research trends in this field and the respective shortcomings and specific needs for future scientific research in the field of regional competitiveness and innovation in tourism. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=regional%20competitiveness" title="regional competitiveness">regional competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=tourism%20cluster" title=" tourism cluster"> tourism cluster</a>, <a href="https://publications.waset.org/abstracts/search?q=bibliometric%20studies" title=" bibliometric studies"> bibliometric studies</a>, <a href="https://publications.waset.org/abstracts/search?q=tourism%20innovation" title=" tourism innovation"> tourism innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=systematic%20review" title=" systematic review"> systematic review</a> </p> <a href="https://publications.waset.org/abstracts/76753/regional-competitiveness-and-innovation-in-the-tourism-sector-a-systematic-review-and-bibliometric-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/76753.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">234</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">9323</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">9322</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">9321</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">9320</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">9319</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">9318</span> Juxtaposing South Africa’s Private Sector and Its Public Service Regarding Innovation Diffusion, to Explore the Obstacles to E-Governance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Petronella%20Jonck">Petronella Jonck</a>, <a href="https://publications.waset.org/abstracts/search?q=Freda%20van%20der%20Walt"> Freda van der Walt</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Despite the benefits of innovation diffusion in the South African public service, implementation thereof seems to be problematic, particularly with regard to e-governance which would enhance the quality of service delivery, especially accessibility, choice, and mode of operation. This paper reports on differences between the public service and the private sector in terms of innovation diffusion. Innovation diffusion will be investigated to explore identified obstacles that are hindering successful implementation of e-governance. The research inquiry is underpinned by the diffusion of innovation theory, which is premised on the assumption that innovation has a distinct channel, time, and mode of adoption within the organisation. A comparative thematic document analysis was conducted to investigate organisational differences with regard to innovation diffusion. A similar approach has been followed in other countries, where the same conceptual framework has been used to guide document analysis in studies in both the private and the public sectors. As per the recommended conceptual framework, three organisational characteristics were emphasised, namely the external characteristics of the organisation, the organisational structure, and the inherent characteristics of the leadership. The results indicated that the main difference in the external characteristics lies in the focus and the clientele of the private sector. With regard to organisational structure, private organisations have veto power, which is not the case in the public service. Regarding leadership, similarities were observed in social and environmental responsibility and employees’ attitudes towards immediate supervision. Differences identified included risk taking, the adequacy of leadership development, organisational approaches to motivation and involvement in decision making, and leadership style. Due to the organisational differences observed, it is recommended that differentiated strategies be employed to ensure effective innovation diffusion, and ultimately e-governance. It is recommended that the results of this research be used to stimulate discussion on ways to improve collaboration between the mentioned sectors, to capitalise on the benefits of each sector. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=E-governance" title="E-governance">E-governance</a>, <a href="https://publications.waset.org/abstracts/search?q=ICT" title=" ICT"> ICT</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20diffusion" title=" innovation diffusion"> innovation diffusion</a>, <a href="https://publications.waset.org/abstracts/search?q=comparative%20analysis" title=" comparative analysis"> comparative analysis</a> </p> <a href="https://publications.waset.org/abstracts/36376/juxtaposing-south-africas-private-sector-and-its-public-service-regarding-innovation-diffusion-to-explore-the-obstacles-to-e-governance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36376.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">354</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">9317</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">9316</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 btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31378.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">413</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">9315</span> The Challenges of Innovation Leadership in the Public Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shaker%20%20A.%20Aladwan">Shaker A. Aladwan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper aims to explore the Barriers to innovation leadership in Jordanian public sector organizations. Qualitative approach was adopted, and content analysis was used to analyze the 18 assessment reports which are extracted from the public innovation award in Jordan, then, 20 semi-structured interviews were conducted with the key persons who are involved with innovation initiatives in the public sector organizations in Jordan. Several Barriersthat face the innovation leadership in the Jordanian public sector organizations. Managerially, the challenges include lack of innovation vision, implementation lack of innovation core values, lack of strategic planning for innovation, bad bureaucracy culture, and excessive centralization. Technically, the challenges include lack of task assignment for employees, lack of resources, lack of innovative training programs, lack of knowledge sharing, and the failure of governments to formulate policies and regulations. most of the studies focused on innovation in the non-public sector organizations, and most of them were conducted in the American and Western countries, which are different in terms of culture, kinds of innovation, barriers, and drivers. Thus, this paper provides new insights into barriers to innovation leadership in the public sector and in a new research context. This paper also provides a theoretical contribution by diagnosing the barriers facing innovation within the context of public administration in developing countries. <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=excellence%20award" title=" excellence award"> excellence award</a>, <a href="https://publications.waset.org/abstracts/search?q=challenges" title=" challenges"> challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20sector" title=" public sector"> public sector</a>, <a href="https://publications.waset.org/abstracts/search?q=jordan" title=" jordan"> jordan</a> </p> <a href="https://publications.waset.org/abstracts/153709/the-challenges-of-innovation-leadership-in-the-public-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/153709.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">127</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">9314</span> Proactive Approach to Innovation Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Andrus%20Pedai">Andrus Pedai</a>, <a href="https://publications.waset.org/abstracts/search?q=Igor%20Astrov"> Igor Astrov</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The focus of this paper is to compare common approaches for Systems of Innovation (SI) and identify proactive alternatives for driving the innovation. Proactive approaches will also consider short and medium term perspectives with developments in the field of Computer Technology and Artificial Intelligence. Concerning computer technology and large connected information systems, it is reasonable to predict that during current or the next century, intelligence and innovation will be separated from the constraints of human-driven management. After this happens, humans will no longer be driving the innovation and there is possibility that SI for new intelligent systems will set its own targets and exclude humans. Over long time scale, these developments could result in a scenario, which will lead to the development of larger, cross galactic (universal) proactive SI and Intelligence. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence" title="artificial intelligence">artificial intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=DARPA" title=" DARPA"> DARPA</a>, <a href="https://publications.waset.org/abstracts/search?q=Moore%E2%80%99s%20law" title=" Moore’s law"> Moore’s law</a>, <a href="https://publications.waset.org/abstracts/search?q=proactive%20innovation" title=" proactive innovation"> proactive innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=singularity" title=" singularity"> singularity</a>, <a href="https://publications.waset.org/abstracts/search?q=systems%20of%20innovation" title=" systems of innovation"> systems of innovation</a> </p> <a href="https://publications.waset.org/abstracts/11389/proactive-approach-to-innovation-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11389.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">478</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">9313</span> Designing a Legal Framework for Social Innovation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Prapin%20Nuchpiam">Prapin Nuchpiam</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The importance of social innovation has become increasingly significant as the process of developing effective solutions to social problems and being a force of change for people’s better quality of life. In order to promote social innovation, active collaboration between government, business organizations, and the civil society sector is needed. A proper legal framework also plays an important role in building the social innovation ecosystem. Currently, there is no specific law designed for social innovation or a so-called “social innovation law”. One of the legal frameworks for social innovation is the development of hybrid legal forms for social enterprises such as the UK’s Community Interest Company (CIC), the US’s Low-Profit Limited Liability Company (L3C) and the US’s Benefit Corporation (B-Corp), among others. This is because social enterprise is recognized as an organizational form of social innovation with its aim for social benefit goals and the achievement of financial sustainability. Nonetheless, there has been a debate over the differences and similarities between social innovation and social enterprise. Thus, social enterprise law might not fit well with social innovation, resulting in a search for a legal framework specially designed for social innovation. This paper aims to study the interrelationship between social innovation, social enterprise, and the role of law to see whether we need a specific law for social innovation. If so, what should such a legal framework look like? The paper will provide a critical analysis of innovative legal forms for social enterprise as a type of social innovation law. A proper legal framework for social innovation could help promote the sector, which could result in finding new solutions to social problems. It will also bring about a greater common understanding of the exciting development of legal scholarship in this way, which will, in turn, serve as a productive basis or direction for further research on this increasingly important topic. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20innovation" title="social innovation">social innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20enterprise" title=" social enterprise"> social enterprise</a>, <a href="https://publications.waset.org/abstracts/search?q=legal%20framework" title=" legal framework"> legal framework</a>, <a href="https://publications.waset.org/abstracts/search?q=regulation" title=" regulation"> regulation</a> </p> <a href="https://publications.waset.org/abstracts/174610/designing-a-legal-framework-for-social-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/174610.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">95</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">9312</span> Innovation as Entrepreneurial Drives in the Romanian Automotive Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alina%20Petronela%20Negrea">Alina Petronela Negrea</a>, <a href="https://publications.waset.org/abstracts/search?q=Valentin%20Cojanu"> Valentin Cojanu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The article examines the synergy between innovation and entrepreneurship by means of a qualitative research on actors in the automotive industry in the Romanian southern region, Muntenia. The region is of particular interest because most of the industry suppliers are located there, as well as because it gathers the full range of key actors involved in the innovation process. The research design aims (1) to reflect entrepreneurs’ approach to and perception on innovation; (2) to underline forces driving or stifling innovation in the automotive industry; and (3) to evaluate the awareness of the existing knowledge database and the communication channels through which it is transferred within and between innovation networks. Empirical evidence results from triangula¬tion of three data collection methods: statistical data and other publicly available materials; semi - structured inter¬views, and experiential visits. The conclusions emphasize the convergent opinion of the entrepreneurs about the vital role of innovation in their investment plans. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=automotive%20industry" title="automotive industry">automotive industry</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=Romania" title=" Romania"> Romania</a> </p> <a href="https://publications.waset.org/abstracts/22826/innovation-as-entrepreneurial-drives-in-the-romanian-automotive-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22826.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">549</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">9311</span> Measuring Science and Technology Innovation Capacity in Developing Countries: From a National Innovation System</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Haeng%20A.%20Seo">Haeng A. Seo</a>, <a href="https://publications.waset.org/abstracts/search?q=Changseok%20Oh"> Changseok Oh</a>, <a href="https://publications.waset.org/abstracts/search?q=Seung%20Jun%20Yoo"> Seung Jun Yoo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study attempts to examine the disparities in S&T innovation capacity from 14 developing countries to discuss how to support specific features in national innovation systems. It includes East-Asian, Middle-Asian, Central American and African countries. Here, we particularly focus on five dimensions- resources, activities, network, environment and performance- with 37 indicators. They were derived as structuring components of the relevant diagnostic model, which encompasses the whole process of S&T innovation from the input of resources to the output of economically valuable results. For many developing nations, economic industries remain weaker than actual S&T capabilities, and relevant regulatory authorities may not exist. This paper will be helpful to provide basic evidence and to set directions for better national S&T Innovation capacities and toward national competitiveness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=developing%20countries" title="developing countries">developing countries</a>, <a href="https://publications.waset.org/abstracts/search?q=measurement" title=" measurement"> measurement</a>, <a href="https://publications.waset.org/abstracts/search?q=NIS" title=" NIS"> NIS</a>, <a href="https://publications.waset.org/abstracts/search?q=S%26T%20innovation%20capacity" title=" S&T innovation capacity"> S&T innovation capacity</a> </p> <a href="https://publications.waset.org/abstracts/54869/measuring-science-and-technology-innovation-capacity-in-developing-countries-from-a-national-innovation-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54869.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">284</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">9310</span> Product Modularity, Collaboration and the Impact on Innovation Performance in Intra-Organizational R&D Networks </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Daniel%20Martinez">Daniel Martinez</a>, <a href="https://publications.waset.org/abstracts/search?q=Tim%20de%20Leeuw"> Tim de Leeuw</a>, <a href="https://publications.waset.org/abstracts/search?q=Stefan%20Haefliger"> Stefan Haefliger</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The challenges of managing a large and geographically dispersed R&D organization have been further increasing during the past years, concentrating on the leverage of a geo-graphically dispersed body of knowledge in an efficient and effective manner. In order to reduce complexity and improve performance, firms introduce product modularity as one key element for global R&D network teams to develop their products and projects in collaboration. However, empirical studies on the effects of product modularity on innovation performance are really scant. Furthermore, some researchers have suggested that product modularity promotes innovation performance, while others argue that it inhibits innovation performance. This research fills this gap by investigating the impact of product modularity on various dimensions of innovation performance, i.e. effectiveness and efficiency. By constructing the theoretical framework, this study suggests that that there is an inverted U-shaped relationship between product modularity and innovation performance. Moreover, this research work suggests that the optimum of innovation performance efficiency will be at a higher level than innovation performance effectiveness at a given product modularity level. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=modularity" title="modularity">modularity</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20performance" title=" innovation performance"> innovation performance</a>, <a href="https://publications.waset.org/abstracts/search?q=networks" title=" networks"> networks</a>, <a href="https://publications.waset.org/abstracts/search?q=R%26D" title=" R&D"> R&D</a>, <a href="https://publications.waset.org/abstracts/search?q=collaboration" title=" collaboration"> collaboration</a> </p> <a href="https://publications.waset.org/abstracts/35224/product-modularity-collaboration-and-the-impact-on-innovation-performance-in-intra-organizational-rd-networks" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/35224.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">9309</span> Human Capital and the Innovation System: A Case Study of the Mpumalanga Province, South Africa</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maria%20E.%20Eggink">Maria E. Eggink</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Human capital is one of the essential factors in an innovation system and innovation is the driving force of economic growth and development. Schumpeter focused on the entrepreneur as innovator, but the evolutionary economists shifted the focus to all participants in the innovation system. Education and training institutions are important participants in an innovation system, but there is a gap in literature on competence building as part of the analysis of innovation systems. In this paper the education and training institutions’ competence building role in the innovation system is examined. The Mpumalanga Province of South Africa is used as a case study. It was found that the absence of a university, the level of education, the quality and performance in the education sector and the condition of the education infrastructure have not been conducive to learning. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=education%20institutions" title="education institutions">education institutions</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20capital" title=" human capital"> human capital</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20systems" title=" innovation systems"> innovation systems</a>, <a href="https://publications.waset.org/abstracts/search?q=Mpumalanga%20Province" title=" Mpumalanga Province"> Mpumalanga Province</a> </p> <a href="https://publications.waset.org/abstracts/16145/human-capital-and-the-innovation-system-a-case-study-of-the-mpumalanga-province-south-africa" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16145.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">380</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">9308</span> Exploring the Sources of Innovation in Food Processing SMEs of Kerala</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bhumika%20Gupta">Bhumika Gupta</a>, <a href="https://publications.waset.org/abstracts/search?q=Jeayaram%20Subramanian"> Jeayaram Subramanian</a>, <a href="https://publications.waset.org/abstracts/search?q=Hardik%20Vachhrajani"> Hardik Vachhrajani</a>, <a href="https://publications.waset.org/abstracts/search?q=Avinash%20Shivdas"> Avinash Shivdas</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Indian food processing industry is one of the largest in the world in terms of production, consumption, exports and growth opportunities. SMEs play a crucial role within this. Large manufacturing firms largely dominate innovation studies in India. Innovation sources used by SMEs are often different from that of large firms. This paper focuses on exploring various sources of innovation adopted by food processing SMEs in Kerala, South India. Outcome suggests that SMEs use various sources like suppliers, competitors, employees, government/research institutions and customers to get new ideas. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=food%20processing" title="food processing">food processing</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> 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=sources%20of%20innovation" title=" sources of innovation"> sources of innovation</a> </p> <a href="https://publications.waset.org/abstracts/7589/exploring-the-sources-of-innovation-in-food-processing-smes-of-kerala" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/7589.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">416</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">9307</span> Traditional Industries Innovation and Brand Value Analysis in Taiwan: Case Study of a Certain Plastic Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ju%20Shan%20Lin">Ju Shan Lin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The challenges for traditional industries in Taiwan the past few years are the changes of overall domestic and foreign industry structure, the entrepreneurs not only need to keep on improving their profession skills but also continuously research and develop new products. It is also necessary for the all traditional industries to keep updating the business strategy, let the enterprises continue to progress, and won't be easily replaced by the other industries. The traditional industry in Taiwan attach great importance to the field of enterprises upgrading and innovation in recent years, by the enterprise innovation and transformation can enhance the overall business situation also enable them to obtain more additional profits than in the past. Except the original industry structure's need to transform and upgrade, the brand's business and marketing strategy are also essential. This study will take a certain plastic company as case analysis, for the brand promotion of traditional industries, brand values and business innovation model for further exploration. It will also be mentioned that the other traditional industries cases which were already achieved success on the enterprise's upgrading and innovation, at the same time, the difficulties which they faced with and the way they overcome will be explored as well. This study will use the case study method combined with expert interviews to discuss and analyze this certain plastic company's current business situation, the existing products and the possible trends in the future. Looking forward to providing an innovative business model that will enable this plastic company to upgrade its corporate image and the brand could transform successfully. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=brand%20marketing%20strategy" title="brand marketing strategy">brand marketing strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=enterprise%20upgrade" title=" enterprise upgrade"> enterprise upgrade</a>, <a href="https://publications.waset.org/abstracts/search?q=industrial%20transformation" title=" industrial transformation"> industrial transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=traditional%20industry" title=" traditional industry"> traditional industry</a> </p> <a href="https://publications.waset.org/abstracts/69058/traditional-industries-innovation-and-brand-value-analysis-in-taiwan-case-study-of-a-certain-plastic-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69058.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">239</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">9306</span> Impact of Foreign Migration on Innovation in Thailand </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Siriwan%20Saksiriruthai">Siriwan Saksiriruthai</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper reviews and analyzes impact of foreign migration on innovation for Thailand. With the analysis of decades of industrial and economic development, Thailand has attracted investment by providing cheap labor and low cost of production. Foreign migrant substantially contribute to the development by supplying lower wages with low-skilled workers. However, it is revealed that foreign low-skilled labor influx has a negative effect on innovation. Firms concentrate on benefits from low cost of production and are not motivated to invest for innovation. Therefore, with the emerging of new economies where lower wage laborers are offered, Thailand has to promote innovation to maintain economic development sustainability. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=migration" title="migration">migration</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=Thailand" title=" Thailand"> Thailand</a>, <a href="https://publications.waset.org/abstracts/search?q=foreign" title=" foreign"> foreign</a> </p> <a href="https://publications.waset.org/abstracts/9736/impact-of-foreign-migration-on-innovation-in-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9736.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">378</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">9305</span> Comparatives Studies about Moser´s Light and Conventional Lights</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Carlos%20Tadeu%20Santana%20Tatum">Carlos Tadeu Santana Tatum</a>, <a href="https://publications.waset.org/abstracts/search?q=Suzana%20Leit%C3%A3o%20Russo"> Suzana Leitão Russo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper aims to show comparative studies of different types of innovation applied to lighting, along with a theoretical review by means of a bibliographic method. We demonstrate that it is possible to understand the impacts of industries with a conventional innovation that uses natural resources to manufacture lights, and the opposite, when a frugal innovation solves the problems of a society at the bottom of the pyramid, helping people without access to electricity to get home lighting. The frugal innovation is simply the use of recycled PET bottles. We achieved the objective of our study by gathering data from environment, electrical engineering, international rules, and innovation, which gave us the best results. With all these variables, we can characterize this work as an interdisciplinary study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=frugal" title="frugal">frugal</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=PET%20bottle" title=" PET bottle"> PET bottle</a>, <a href="https://publications.waset.org/abstracts/search?q=light" title=" light"> light</a> </p> <a href="https://publications.waset.org/abstracts/77627/comparatives-studies-about-mosers-light-and-conventional-lights" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/77627.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">288</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">9304</span> Classification of Regional Innovation Types and Region-Based Innovation Policies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seongho%20Han">Seongho Han</a>, <a href="https://publications.waset.org/abstracts/search?q=Dongkwan%20Kim"> Dongkwan Kim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The focus of regional innovation policies is shifting from a central government to local governments. The central government demands that regions enforce autonomous and responsible regional innovation policies and that regional governments seek for innovation policies fit for regional characteristics. However, the central government and local governments have not arrived yet at a conclusion on what innovation policies are appropriate for regional circumstances. In particular, even if each local government is trying to find regional innovation strategies that are based on the needs of a region, its innovation strategies turn out to be similar with those of other regions. This leads to a consequence that is inefficient not only at a national level, but also at a regional level. Existing researches on regional innovation types point out that there are remarkable differences in the types or characteristics of innovation among the regions of a nation. In addition they imply that there would be no expected innovation output in cases in which policies are enforced with ignoring such differences. This means that it is undesirable to enforce regional innovation policies under a single standard. This research, given this problem, aims to find out the characteristics and differences in innovation types among the regions in Korea and suggests appropriate policy implications by classifying such characteristics and differences. This research, given these objectives, classified regions in consideration of the various indicators that comprise the innovation suggested by existing related researches and illustrated policies based on such characteristics and differences. This research used recent data, mainly from 2012, and as a methodology, clustering analysis based on multiple factor analysis was applied. Supplementary researches on dynamically analyzing stability in regional innovation types, establishing systematic indicators based on the regional innovation theory, and developing additional indicators are necessary in the future. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=regional%20innovation%20policy" title="regional innovation policy">regional innovation policy</a>, <a href="https://publications.waset.org/abstracts/search?q=regional%20innovation%20type" title=" regional innovation type"> regional innovation type</a>, <a href="https://publications.waset.org/abstracts/search?q=region-based%20innovation" title=" region-based innovation"> region-based innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=multiple%20factor%20analysis" title=" multiple factor analysis"> multiple factor analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=clustering%20analysis" title=" clustering analysis"> clustering analysis</a> </p> <a href="https://publications.waset.org/abstracts/20599/classification-of-regional-innovation-types-and-region-based-innovation-policies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20599.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">9303</span> A Study of the Effects of Nurse Innovation on Service Quality and Service Experience</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rhay-Hung%20Weng">Rhay-Hung Weng</a>, <a href="https://publications.waset.org/abstracts/search?q=Ching-Yuan%20Huang"> Ching-Yuan Huang</a>, <a href="https://publications.waset.org/abstracts/search?q=Wan-Ping%20Chen"> Wan-Ping Chen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Recently, many hospitals have put much emphasis upon the development of nurse innovation. The present study aimed to clarify how nurse innovation is related to medical service quality and medical service experience. This study adopted questionnaire-survey method with nurses and customers of the inpatient wards from three Taiwanese hospitals as the research subjects. After pairing, there were 294 valid questionnaires. Hierarchical regression analysis was utilized to test the possible impact of nurse innovation on medical service quality and experience. In terms of the dimensions of nurse innovation, “innovation behavior” ranked the highest (3.24), followed by knowledge creation and innovation diffusion; in terms of the degree of the medical service quality, 'reliability' ranked the highest (4.35). As for the degree of the medical service experience, 'feel experience' ranked the highest (4.44). All dimensions of nurse innovation have no significant effects on medical service quality and medical service experience. Of these three dimensions of nurse innovation, the level of innovation behavior was perceived by the nurses as the highest. The study found that nurse innovation has no significant effects on medical service quality and medical service experience. Managers shall provide sufficient resources and budget for fostering innovation development and encourage their nurses to develop nursing innovation for patents. The education and training courses on “patient-centered ” shall be enhanced among hospital nurses. Health care managers shall also explore the difficulties about innovation diffusion and find the solutions for nurses. <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=employee%20innovative%20behavior" title=" employee innovative behavior"> employee innovative behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20quality" title=" service quality"> service quality</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20experience" title=" service experience"> service experience</a> </p> <a href="https://publications.waset.org/abstracts/45838/a-study-of-the-effects-of-nurse-innovation-on-service-quality-and-service-experience" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45838.pdf" target="_blank" class="btn btn-primary 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