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innovation</title> <meta name="description" content="Search results for: incremental innovation"> <meta name="keywords" content="incremental 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 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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="incremental 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> 1981</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: incremental innovation</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1981</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">1980</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">1979</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">1978</span> An Investigation of the Relationship between Organizational Culture and Innovation Type: A Mixed Method Study Using the OCAI in a Telecommunication Company in Saudi Arabia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20Almubrad">A. Almubrad</a>, <a href="https://publications.waset.org/abstracts/search?q=R.%20Clouse"> R. Clouse</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Aljlaoud"> A. Aljlaoud</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational culture (OC) is recognized to have an influence on the propensity of organizations to innovate. It is also presumed that it may impede the innovation process from thriving within the organization. Investigating the role organizational culture plays in enabling or inhibiting innovation merits exploration to investigate organizational cultural attributes necessary to reach innovation goals. This study aims to investigate a preliminary matching heuristic of OC attributes to the type of innovation that has the potential to thrive within those attributes. A mixed methods research approach was adopted to achieve the research aims. Accordingly, participants from a national telecom company in Saudi Arabia took the Organizational Culture Assessment Instrument (OCAI). A further sample selected from the respondents’ pool holding the role of managing directors was interviewed in the qualitative phase. Our study findings reveal that the market culture type has a tendency to adopt radical innovations to disrupt the market and to preserve its market position. In contrast, we find that the adhocracy culture type tends to adopt the incremental innovation type and found this tends to be more convenient for employees due to its low levels of uncertainty. Our results are an encouraging indication that matching organizational culture attributes to the type of innovation aids in innovation management. This study carries limitations while drawing its findings from a limited sample of OC attributes that identify with the adhocracy and market culture types. An extended investigation is merited to explore other types of organizational cultures and their optimal innovation types. <p class="card-text"><strong>Keywords:</strong> <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=radical%20innovation" title=" radical innovation"> radical innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20culture" title=" organization culture"> organization culture</a>, <a href="https://publications.waset.org/abstracts/search?q=market%20culture" title=" market culture"> market culture</a>, <a href="https://publications.waset.org/abstracts/search?q=adhocracy%20culture" title=" adhocracy culture"> adhocracy culture</a>, <a href="https://publications.waset.org/abstracts/search?q=OACI" title=" OACI"> OACI</a> </p> <a href="https://publications.waset.org/abstracts/151500/an-investigation-of-the-relationship-between-organizational-culture-and-innovation-type-a-mixed-method-study-using-the-ocai-in-a-telecommunication-company-in-saudi-arabia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151500.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">105</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">1977</span> Incremental Learning of Independent Topic Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Takahiro%20Nishigaki">Takahiro Nishigaki</a>, <a href="https://publications.waset.org/abstracts/search?q=Katsumi%20Nitta"> Katsumi Nitta</a>, <a href="https://publications.waset.org/abstracts/search?q=Takashi%20Onoda"> Takashi Onoda</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, we present a method of applying Independent Topic Analysis (ITA) to increasing the number of document data. The number of document data has been increasing since the spread of the Internet. ITA was presented as one method to analyze the document data. ITA is a method for extracting the independent topics from the document data by using the Independent Component Analysis (ICA). ICA is a technique in the signal processing; however, it is difficult to apply the ITA to increasing number of document data. Because ITA must use the all document data so temporal and spatial cost is very high. Therefore, we present Incremental ITA which extracts the independent topics from increasing number of document data. Incremental ITA is a method of updating the independent topics when the document data is added after extracted the independent topics from a just previous the data. In addition, Incremental ITA updates the independent topics when the document data is added. And we show the result applied Incremental ITA to benchmark datasets. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=text%20mining" title="text mining">text mining</a>, <a href="https://publications.waset.org/abstracts/search?q=topic%20extraction" title=" topic extraction"> topic extraction</a>, <a href="https://publications.waset.org/abstracts/search?q=independent" title=" independent"> independent</a>, <a href="https://publications.waset.org/abstracts/search?q=incremental" title=" incremental"> incremental</a>, <a href="https://publications.waset.org/abstracts/search?q=independent%20component%20analysis" title=" independent component analysis"> independent component analysis</a> </p> <a href="https://publications.waset.org/abstracts/58971/incremental-learning-of-independent-topic-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/58971.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">309</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">1976</span> Innovations in Enterprises (with References to Micro, Small and Medium Enterprises in Visakhapatnam District, India)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=D.%20Lalitha%20Rani">D. Lalitha Rani</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Sankar%20Rao"> K. Sankar Rao</a> </p> <p class="card-text"><strong>Abstract:</strong></p> MSMEs, due to their unique characteristics, are found to have inherent capabilities to undertake technological and non-technological innovations successfully across industries and nations. While there is considerable empirical evidence to throw light on SME innovation contributions in the context of developed countries, there is hardly any evidence to reveal how innovative SMEs are in rapidly industrializing economies like India. Indian MSMEs are largely incremental innovators, prompted by their customers and involved in product and/or process innovations. But majority carried out innovations with internal efforts only whereas the minority which obtained external support, had better technical strength, indulged in more frequent and both product & process innovations. Such MSMEs achieved better innovation performance as well as better economic performance. Some of them internationalized themselves in the process. However such achievements are “an oasis” in the vast Indian SME sector. How to promote (i) innovations, (ii) quality of innovations and (iii) patenting culture among the SMEs is a challenge for Indian Policy Makers. However this paper examines what are the innovation practices which are being carried out in this sector and identified the barriers for innovations in this sector and concludes with proposing some policy recommendations for promoting innovations in MSME sector in India. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=MSMEs" title="MSMEs">MSMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=incremental%20innovators" title=" incremental innovators"> incremental innovators</a>, <a href="https://publications.waset.org/abstracts/search?q=policies" title=" policies"> policies</a>, <a href="https://publications.waset.org/abstracts/search?q=non-technological%20innovations" title=" non-technological innovations"> non-technological innovations</a> </p> <a href="https://publications.waset.org/abstracts/27607/innovations-in-enterprises-with-references-to-micro-small-and-medium-enterprises-in-visakhapatnam-district-india" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27607.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">479</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">1975</span> The Relationship between Intermediate Input Source and Innovation Performance in Business Group-Affiliated Firms</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Fern%C3%A1ndez">M. Fernández</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20G%C3%B3mez"> T. Gómez</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20Fleta"> J. Fleta</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Although firm innovation is a crucial factor for enhancing their competitive advantage in the current context of globalization, achieving innovations poses a significant challenge because of the degree of expertise required and the associated financial costs. Firms affiliated with business groups can choose whether their purchases of intermediate inputs are domestic (i.e., national source) or from foreign markets (i.e., international source) and whether the supplier firms are affiliated (i.e., internal source) or non-affiliated (i.e., external source). This has led to studies investigating the role of different sources of intermediate inputs in promoting innovation performance. The present study seeks to fill this gap by exploring the relationship between the source of intermediate inputs and innovation performance in firms belonging to Spanish non-MNE groups. For this purpose, we will distinguish among three intermediate input sources, international sourcing, domestic external sourcing, and internal sourcing, as their choice could be induced by different causes and have different consequences. Finally, it is analyzed radical and incremental innovation as innovation performance because they are closely related to the concept of technological development and reflect different innovation behavior. The paper includes a sample of around 4,100 firm-year observations of manufacturing firms (non-MNE) belonging to groups located in Spain between 2006 and 2020. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=intermediate%20input%20source" title="intermediate input source">intermediate input source</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=business%20group%20affiliated%20firms" title=" business group affiliated firms"> business group affiliated firms</a>, <a href="https://publications.waset.org/abstracts/search?q=Spain" title=" Spain"> Spain</a> </p> <a href="https://publications.waset.org/abstracts/188906/the-relationship-between-intermediate-input-source-and-innovation-performance-in-business-group-affiliated-firms" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/188906.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">36</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">1974</span> Continuous Improvement Programme as a Strategy for Technological Innovation in Developing Nations. Nigeria as a Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sefiu%20Adebowale%20Adewumi">Sefiu Adebowale Adewumi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Continuous improvement programme (CIP) adopts an approach to improve organizational performance with small incremental steps over time. In this approach, it is not the size of each step that is important, but the likelihood that the improvements will be ongoing. Many companies in developing nations are now complementing continuous improvement with innovation, which is the successful exploitation of new ideas. Focus area of CIP in the organization was in relation to the size of the organizations and also in relation to the generic classification of these organizations. Product quality was prevalent in the manufacturing industry while manpower training and retraining and marketing strategy were emphasized for improvement to be made in the service, transport and supply industries. However, focus on innovation in raw materials, process and methods are needed because these are the critical factors that influence product quality in the manufacturing industries. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement%20programme" title="continuous improvement programme">continuous improvement programme</a>, <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=generic%20classfications" title=" generic classfications"> generic classfications</a>, <a href="https://publications.waset.org/abstracts/search?q=technological%20innovation" title=" technological innovation"> technological innovation</a> </p> <a href="https://publications.waset.org/abstracts/105828/continuous-improvement-programme-as-a-strategy-for-technological-innovation-in-developing-nations-nigeria-as-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/105828.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">189</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">1973</span> A Comparison of Single Point Incremental Forming Formability between Carbon Steel and Stainless Steel</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kittiphat%20Rattanachan">Kittiphat Rattanachan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The sheet metal forming process, the raw material mechanical properties are important parameters. This paper is to compare the wall’s incline angle or formability of SS 400 steel and SUS 304 stainless steel in single point incremental forming. The two materials are ferrous base alloy, which have the different cell unit, mechanical property and chemical composition. They were forming into cone shape specimens 100 mm diameter with different wall’s incline angle: 90o, 75o, and 60o. The investigation, the specimens were forming until the surface fracture was occurred. The experimental result showed that both materials with the smaller wall’s incline angle, the higher formability. The formability limited of the ferrous base alloy was approx. 60o wall’s incline angle. By nature, SS 400 was higher formability than SUS 304. This result could be used as the initial utilized data in designing the single point incremental forming parts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=NC%20incremental%20forming" title="NC incremental forming">NC incremental forming</a>, <a href="https://publications.waset.org/abstracts/search?q=single%20point%20incremental%20forming" title=" single point incremental forming"> single point incremental forming</a>, <a href="https://publications.waset.org/abstracts/search?q=wall%20incline%20angle" title=" wall incline angle"> wall incline angle</a>, <a href="https://publications.waset.org/abstracts/search?q=formability" title=" formability"> formability</a> </p> <a href="https://publications.waset.org/abstracts/11732/a-comparison-of-single-point-incremental-forming-formability-between-carbon-steel-and-stainless-steel" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11732.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">344</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">1972</span> Innovation Outcomes and Competing Agendas in Higher Education: Experimenting with Audio-Video Feedback</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adina%20Dudau">Adina Dudau</a>, <a href="https://publications.waset.org/abstracts/search?q=Georgios%20Kominis"> Georgios Kominis</a>, <a href="https://publications.waset.org/abstracts/search?q=Melinda%20Szocs"> Melinda Szocs</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper links distinct bodies of literature around innovation and public services by examining a case of perceived innovation failure. Through a mixed methodology investigating student attitudes to, and behaviour around, technological innovation in higher education, the paper makes a contribution to the public service innovation literature by focusing on the duality of innovation outcomes, suggestive of an innovation typology in public services. The study was conducted in a UK Russell Group university and it focused on a technological process innovation. The innovation consisted of the provision of feedback to students in the form of a digital video (mp4), tailored to each individual submission, with extended voice-over commentary from the course coordinator and visual cues intended to help students see the relevance of comments to their submissions. The sample of the study consisted of a class of 79 undergraduate students. To investigate student attainment, we designed a field (also known as quasi or natural) experiment, essentially a manipulation of a social setting (in this case, the form of feedback given to students), but as part of a naturally occurring social arrangement (a real course which students attend and in which they are assessed). A two group control group design (see figure 3) was utilised to examine the effectiveness of the feedback innovation (video feedback). Two outcome variables of the service innovation were measured: student satisfaction and student attainment. In other words, the study examined not only students’ perceptions of whether VF was deemed to be beneficial towards their subsequent assignments; but also evidence of actual incremental benefits in students’ performance from one assignment to the next after VF was provided. The results were baffling and indicating competing agendas in higher education. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title="higher education">higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=audio-video" title=" audio-video"> audio-video</a>, <a href="https://publications.waset.org/abstracts/search?q=feedback" title=" feedback"> feedback</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a> </p> <a href="https://publications.waset.org/abstracts/58507/innovation-outcomes-and-competing-agendas-in-higher-education-experimenting-with-audio-video-feedback" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/58507.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">359</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">1971</span> Generating Innovations in Established Banks through Digital Transformation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Wisu%20Suntoyo">Wisu Suntoyo</a>, <a href="https://publications.waset.org/abstracts/search?q=Dedy%20Sushandoyo"> Dedy Sushandoyo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation and digital transformation are essential for firms’ competitiveness in the digital age. The competition in Indonesia’s banking industry provides an intriguing case study for understanding how digital transformation can generate innovation in established companies. The empirical evidence of this study is mainly based on interviews and annual reports examining four established banks in their various states of digital transformation. The findings of this study reveal that banks’ digital transformations that lead to innovations differ in terms of the activities undertaken and the outcomes achieved depending on the state of advancement in which they are. Digital transformation is a complex and challenging process, and this study finds that with this strategy, established banks have shown capable of generating innovation. Banks can choose types of transformation activities that generate radical, architectural, modular, or even incremental innovations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=digital%20transformation" title="digital transformation">digital transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=innovations" title=" innovations"> innovations</a>, <a href="https://publications.waset.org/abstracts/search?q=banking%20industry" title=" banking industry"> banking industry</a>, <a href="https://publications.waset.org/abstracts/search?q=established%20banks" title=" established banks"> established banks</a> </p> <a href="https://publications.waset.org/abstracts/166179/generating-innovations-in-established-banks-through-digital-transformation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/166179.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">99</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">1970</span> Indexing and Incremental Approach Using Map Reduce Bipartite Graph (MRBG) for Mining Evolving Big Data</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adarsh%20Shroff">Adarsh Shroff</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Big data is a collection of dataset so large and complex that it becomes difficult to process using data base management tools. To perform operations like search, analysis, visualization on big data by using data mining; which is the process of extraction of patterns or knowledge from large data set. In recent years, the data mining applications become stale and obsolete over time. Incremental processing is a promising approach to refreshing mining results. It utilizes previously saved states to avoid the expense of re-computation from scratch. This project uses i2MapReduce, an incremental processing extension to Map Reduce, the most widely used framework for mining big data. I2MapReduce performs key-value pair level incremental processing rather than task level re-computation, supports not only one-step computation but also more sophisticated iterative computation, which is widely used in data mining applications, and incorporates a set of novel techniques to reduce I/O overhead for accessing preserved fine-grain computation states. To optimize the mining results, evaluate i2MapReduce using a one-step algorithm and three iterative algorithms with diverse computation characteristics for efficient mining. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=big%20data" title="big data">big data</a>, <a href="https://publications.waset.org/abstracts/search?q=map%20reduce" title=" map reduce"> map reduce</a>, <a href="https://publications.waset.org/abstracts/search?q=incremental%20processing" title=" incremental processing"> incremental processing</a>, <a href="https://publications.waset.org/abstracts/search?q=iterative%20computation" title=" iterative computation"> iterative computation</a> </p> <a href="https://publications.waset.org/abstracts/46413/indexing-and-incremental-approach-using-map-reduce-bipartite-graph-mrbg-for-mining-evolving-big-data" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46413.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">350</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">1969</span> Reducing Later Life Loneliness: A Systematic Literature Review of Loneliness Interventions</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dhruv%20Sharma">Dhruv Sharma</a>, <a href="https://publications.waset.org/abstracts/search?q=Lynne%20Blair"> Lynne Blair</a>, <a href="https://publications.waset.org/abstracts/search?q=Stephen%20Clune"> Stephen Clune</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Later life loneliness is a social issue that is increasing alongside an upward global population trend. As a society, one way that we have responded to this social challenge is through developing non-pharmacological interventions such as befriending services, activity clubs, meet-ups, etc. Through a systematic literature review, this paper suggests that currently there is an underrepresentation of radical innovation, and underutilization of digital technologies in developing loneliness interventions for older adults. This paper examines intervention studies that were published in English language, within peer reviewed journals between January 2005 and December 2014 across 4 electronic databases. In addition to academic databases, interventions found in grey literature in the form of websites, blogs, and Twitter were also included in the overall review. This approach yielded 129 interventions that were included in the study. A systematic approach allowed the minimization of any bias dictating the selection of interventions to study. A coding strategy based on a pattern analysis approach was devised to be able to compare and contrast the loneliness interventions. Firstly, interventions were categorized on the basis of their objective to identify whether they were preventative, supportive, or remedial in nature. Secondly, depending on their scope, they were categorized as one-to-one, community-based, or group based. It was also ascertained whether interventions represented an improvement, an incremental innovation, a major advance or a radical departure, in comparison to the most basic form of a loneliness intervention. Finally, interventions were also assessed on the basis of the extent to which they utilized digital technologies. Individual visualizations representing the four levels of coding were created for each intervention, followed by an aggregated visual to facilitate analysis. To keep the inquiry within scope and to present a coherent view of the findings, the analysis was primarily concerned the level of innovation, and the use of digital technologies. This analysis highlights a weak but positive correlation between the level of innovation and the use of digital technologies in designing and deploying loneliness interventions, and also emphasizes how certain existing interventions could be tweaked to enable their migration from representing incremental innovation to radical innovation for example. This analysis also points out the value of including grey literature, especially from Twitter, in systematic literature reviews to get a contemporary view of latest work in the area under investigation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ageing" title="ageing">ageing</a>, <a href="https://publications.waset.org/abstracts/search?q=loneliness" title=" loneliness"> loneliness</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=digital" title=" digital"> digital</a> </p> <a href="https://publications.waset.org/abstracts/94031/reducing-later-life-loneliness-a-systematic-literature-review-of-loneliness-interventions" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/94031.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">122</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">1968</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">1967</span> Experimental and Simulation Stress Strain Comparison of Hot Single Point Incremental Forming</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amar%20Al-Obaidi">Amar Al-Obaidi</a>, <a href="https://publications.waset.org/abstracts/search?q=Verena%20Kr%C3%A4usel"> Verena Kräusel</a>, <a href="https://publications.waset.org/abstracts/search?q=Dirk%20Landgrebe"> Dirk Landgrebe</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Induction assisted single point incremental forming (IASPIF) is a flexible method and can be simply utilized to form a high strength alloys. Due to the interaction between the mechanical and thermal properties during IASPIF an evaluation for the process is necessary to be performed analytically. Therefore, a numerical simulation was carried out in this paper. The numerical analysis was operated at both room and elevated temperatures then compared with experimental results. Fully coupled dynamic temperature displacement explicit analysis was used to simulated the hot single point incremental forming. The numerical analysis was indicating that during hot single point incremental forming were a combination between complicated compression, tension and shear stresses. As a result, the equivalent plastic strain was increased excessively by rising both the formed part depth and the heating temperature during forming. Whereas, the forming forces were decreased from 5 kN at room temperature to 0.95 kN at elevated temperature. The simulation shows that the maximum true strain was occurred in the stretching zone which was the same as in experiment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=induction%20heating" title="induction heating">induction heating</a>, <a href="https://publications.waset.org/abstracts/search?q=single%20point%20incremental%20forming" title=" single point incremental forming"> single point incremental forming</a>, <a href="https://publications.waset.org/abstracts/search?q=FE%20modeling" title=" FE modeling"> FE modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=advanced%20high%20strength%20steel" title=" advanced high strength steel"> advanced high strength steel</a> </p> <a href="https://publications.waset.org/abstracts/82765/experimental-and-simulation-stress-strain-comparison-of-hot-single-point-incremental-forming" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/82765.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">208</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">1966</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">1965</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">1964</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">1963</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">1962</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">1961</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">1960</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">1959</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">1958</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">1957</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">1956</span> Investigation of a Hybrid Process: Multipoint Incremental Forming</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Safa%20Boudhaouia">Safa Boudhaouia</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20Amen%20Gahbiche"> Mohamed Amen Gahbiche</a>, <a href="https://publications.waset.org/abstracts/search?q=Eliane%20Giraud"> Eliane Giraud</a>, <a href="https://publications.waset.org/abstracts/search?q=Wacef%20Ben%20Salem"> Wacef Ben Salem</a>, <a href="https://publications.waset.org/abstracts/search?q=Philippe%20Dal%20Santo"> Philippe Dal Santo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Multi-point forming (MPF) and asymmetric incremental forming (ISF) are two flexible processes for sheet metal manufacturing. To take advantages of these two techniques, a hybrid process has been developed: The Multipoint Incremental Forming (MPIF). This process accumulates at once the advantages of each of these last mentioned forming techniques, which makes it a very interesting and particularly an efficient process for single, small, and medium series production. In this paper, an experimental and a numerical investigation of this technique are presented. To highlight the flexibility of this process and its capacity to manufacture standard and complex shapes, several pieces were produced by using MPIF. The forming experiments are performed on a 3-axis CNC machine. Moreover, a numerical model of the MPIF process has been implemented in ABAQUS and the analysis showed a good agreement with experimental results in terms of deformed shape. Furthermore, the use of an elastomeric interpolator allows avoiding classical local defaults like dimples, which are generally caused by the asymmetric contact and also improves the distribution of residual strain. Future works will apply this approach to other alloys used in aeronautic or automotive applications. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=incremental%20forming" title="incremental forming">incremental forming</a>, <a href="https://publications.waset.org/abstracts/search?q=numerical%20simulation" title=" numerical simulation"> numerical simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=MPIF" title=" MPIF"> MPIF</a>, <a href="https://publications.waset.org/abstracts/search?q=multipoint%20forming" title=" multipoint forming"> multipoint forming</a> </p> <a href="https://publications.waset.org/abstracts/51894/investigation-of-a-hybrid-process-multipoint-incremental-forming" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/51894.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">356</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">1955</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">1954</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">1953</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">1952</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 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