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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="innovation process"> <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> 16424</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: innovation process</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16424</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">16423</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">16422</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">16421</span> Stage-Gate Framework Application for Innovation Assessment among Small and Medium-Sized Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Indre%20Brazauskaite">Indre Brazauskaite</a>, <a href="https://publications.waset.org/abstracts/search?q=Vilte%20Auruskeviciene"> Vilte Auruskeviciene</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper explores the Stage-Gate framework application for innovation maturity among small and medium-sized enterprises (SMEs). Innovation management becomes an essential business survival process for all sizes of organizations that can be evaluated and audited systemically. This research systemically defines and assesses the innovation process from the perspective of the company’s top management. Empirical research explores attitudes and existing practices of innovation management in SMEs in Baltic countries. It structurally investigates the current innovation management practices, level of standardization, and potential challenges in the area. Findings allow to structure of existing practices based on an institutionalized model and contribute to a more advanced understanding of the innovation process among SMEs. Practically, findings contribute to advanced decision-making and business planning in the process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation%20measure" title="innovation measure">innovation measure</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=SMEs" title=" SMEs"> SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=stage-gate%20framework" title=" stage-gate framework"> stage-gate framework</a> </p> <a href="https://publications.waset.org/abstracts/160118/stage-gate-framework-application-for-innovation-assessment-among-small-and-medium-sized-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/160118.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">98</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">16420</span> The Effects of Transformational Leadership on Process Innovation through Knowledge Sharing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sawsan%20J.%20Al-Husseini">Sawsan J. Al-Husseini</a>, <a href="https://publications.waset.org/abstracts/search?q=Talib%20A.%20Dosa"> Talib A. Dosa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Transformational leadership has been identified as the most important factor affecting innovation and knowledge sharing; it leads to increased goal-directed behavior exhibited by followers and thus to enhanced performance and innovation for the organization. However, there is a lack of models linking transformational leadership, knowledge sharing, and process innovation within higher education (HE) institutions in general within developing countries, particularly in Iraq. This research aims to examine the mediating role of knowledge sharing in the transformational leadership and process innovation relationship. A quantitative approach was taken and 254 usable questionnaires were collected from public HE institutions in Iraq. Structural equation modelling with AMOS 22 was used to analyze the causal relationships among factors. The research found that knowledge sharing plays a pivotal role in the relationship between transformational leadership and process innovation, and that transformational leadership would be ideal in an educational context, promoting knowledge sharing activities and influencing process innovation in the public HE in Iraq. The research has developed some guidelines for researchers as well as leaders and provided evidence to support the use of TL to increase process innovation within HE environment in developing countries, particularly in Iraq. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title="transformational leadership">transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20innovation" title=" process innovation"> process innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20equation%20modelling" title=" structural equation modelling"> structural equation modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=developing%20countries" title=" developing countries"> developing countries</a> </p> <a href="https://publications.waset.org/abstracts/42777/the-effects-of-transformational-leadership-on-process-innovation-through-knowledge-sharing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/42777.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">335</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">16419</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">16418</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">16417</span> The Impact of External Technology Acquisition and Exploitation on Firms' Process Innovation Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Thammanoon%20Charmjuree">Thammanoon Charmjuree</a>, <a href="https://publications.waset.org/abstracts/search?q=Yuosre%20F.%20Badir"> Yuosre F. Badir</a>, <a href="https://publications.waset.org/abstracts/search?q=Umar%20Safdar"> Umar Safdar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> There is a consensus among innovation scholars that knowledge is a vital antecedent for firm’s innovation; e.g., process innovation. Recently, there has been an increasing amount of attention to more open approaches to innovation. This open model emphasizes the use of purposive flows of knowledge across the organization boundaries. Firms adopt open innovation strategy to improve their innovation performance by bringing knowledge into the organization (inbound open innovation) to accelerate internal innovation or transferring knowledge outside (outbound open innovation) to expand the markets for external use of innovation. Reviewing open innovation research reveals the following. First, the majority of existing studies have focused on inbound open innovation and less on outbound open innovation. Second, limited research has considered the possible interaction between both and how this interaction may impact the firm’s innovation performance. Third, scholars have focused mainly on the impact of open innovation strategy on product innovation and less on process innovation. Therefore, our knowledge of the relationship between firms’ inbound and outbound open innovation and how these two impact process innovation is still limited. This study focuses on the firm’s external technology acquisition (ETA) and external technology exploitation (ETE) and the firm’s process innovation performance. The ETA represents inbound openness in which firms rely on the acquisition and absorption of external technologies to complement their technology portfolios. The ETE, on the other hand, refers to commercializing technology assets exclusively or in addition to their internal application. This study hypothesized that both ETA and ETE have a positive relationship with process innovation performance and that ETE fully mediates the relationship between ETA and process innovation performance, i.e., ETA has a positive impact on ETE, and turn, ETE has a positive impact on process innovation performance. This study empirically explored these hypotheses in software development firms in Thailand. These firms were randomly selected from a list of Software firms registered with the Department of Business Development, Ministry of Commerce of Thailand. The questionnaires were sent to 1689 firms. After follow-ups and periodic reminders, we obtained 329 (19.48%) completed usable questionnaires. The structure question modeling (SEM) has been used to analyze the data. An analysis of the outcome of 329 firms provides support for our three hypotheses: First, the firm’s ETA has a positive impact on its process innovation performance. Second, the firm’s ETA has a positive impact its ETE. Third, the firm’s ETE fully mediates the relationship between the firm’s ETA and its process innovation performance. This study fills up the gap in open innovation literature by examining the relationship between inbound (ETA) and outbound (ETE) open innovation and suggest that in order to benefits from the promises of openness, firms must engage in both. The study went one step further by explaining the mechanism through which ETA influence process innovation performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=process%20innovation%20performance" title="process innovation performance">process innovation performance</a>, <a href="https://publications.waset.org/abstracts/search?q=external%20technology%20acquisition" title=" external technology acquisition"> external technology acquisition</a>, <a href="https://publications.waset.org/abstracts/search?q=external%20technology%20exploitation" title=" external technology exploitation"> external technology exploitation</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/92006/the-impact-of-external-technology-acquisition-and-exploitation-on-firms-process-innovation-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/92006.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">202</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">16416</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">16415</span> The Cost of Innovation in Software Development Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mihai%20Liviu%20Despa">Mihai Liviu Despa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper tackles the topic of determining the cost of innovation in software development projects. Innovation can be achieved either in a planned or unplanned manner. The paper approaches the scenarios were innovation is planned for. As a starting point an innovative software development project is analyzed. The project is depicted step by step as it was implemented, from inception to delivery. Costs that are proprietary to innovation in software development are isolated based on the author’s personal experience in managing the above mentioned project. Innovation costs components identified by the author are then validated using open discussions with software development professionals and projects managers on LinkedIn groups. In order to receive relevant feedback only groups that focus on software development and innovation management are targeted. Additional innovation cost components suggested by software development professionals and projects managers are also considered. Based on the identified cost components an indicator is built. The indicator is meant to formalize the process of determining the cost of innovation in a software development project. The indicator aggregates all the innovation cost components that are identified in the research process. The process of calculating each cost component is also described. Conclusions are formulated and new related research topics are submitted for debate. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation%20cost" title="innovation cost">innovation cost</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20project%20management" title=" IT project management"> IT project management</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20development" title=" software development"> software development</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20management" title=" innovation management "> innovation management </a> </p> <a href="https://publications.waset.org/abstracts/18141/the-cost-of-innovation-in-software-development-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18141.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">460</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">16414</span> Innovation and Employment in Sub-Saharan Africa: Evidence from Uganda Microdata</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Milton%20Ayoki">Milton Ayoki</a>, <a href="https://publications.waset.org/abstracts/search?q=Edward%20Bbaale"> Edward Bbaale</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper analyses the relationship between innovation and employment at firm level with the objective of understanding the contribution of the different innovation strategies in fostering employment growth in Uganda. We use National Innovation Survey (micro-data of 705 Ugandan firms) for the period 2011-2014 and follow closely Harrison et al. (2014) structured approach, and relate employment growth to process innovations and to the growth of sales separately due to innovative and unchanged products. We find positive effects of product innovation on employment at firm level, while process innovation has no discernable impact on employment. Although there is evidence to suggest displacement of labour in some cases where firms only introduce new process, this effect is compensated by growth in employment from new products, which for most firms are introduced simultaneously with new process. Results suggest that source of innovation as well as size of innovating firms or end users of innovation matter for job growth. Innovation that develops from within the firm itself (user) and involving larger firms has greater impact on employment than that developed from outside or coming from within smaller firms. In addition, innovative firms are one and half times more likely to survive in the innovation driven economy environment than those that do not innovate. These results have important implications for policymakers and stakeholders in innovation ecosystem. Supporting policies need to be correctly tailored since the impacts depend on the innovation strategy (type) and characteristics and sector of the innovative firms (small, large, industry, etc.). Policies to spur investment, particularly in innovative sectors and firms with high growth potential would have long lasting effects on job creation. JEL Classification: D24, J0, J20, L20, O30. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employment" title="employment">employment</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20innovation" title=" process innovation"> process innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=product%20innovation" title=" product innovation"> product innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=Sub-Saharan%20Africa" title=" Sub-Saharan Africa "> Sub-Saharan Africa </a> </p> <a href="https://publications.waset.org/abstracts/103043/innovation-and-employment-in-sub-saharan-africa-evidence-from-uganda-microdata" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/103043.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">171</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">16413</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">16412</span> System of Innovation: Comparing Savings of Brazil and South Africa</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Glessiane%20de%20O.%20Almeida">Glessiane de O. Almeida</a>, <a href="https://publications.waset.org/abstracts/search?q=S%C3%A9rgio%20Murilo%20C.%20Messias"> Sérgio Murilo C. Messias</a>, <a href="https://publications.waset.org/abstracts/search?q=Iracema%20Machado%20de%20Arag%C3%A3o%20Gomes"> Iracema Machado de Aragão Gomes </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article discusses issues related to the System of Innovation: Comparing economies of Brazil and South Africa. Having as this study aimed at comparing the Innovation System of the countries mentioned. Then briefly describe the process of Venture Capital/Risk Capital and present the industry innovation in Brazil and South Africa. The methodological approach described in this article is descriptive and the approach is qualitative, taking as a basis secondary data relating to research articles. The main results are related to the different forms of financing of Venture Capital used by countries compared, in addition to the training and economic policy. And finally, it was highlighted the importance of implementation of policy reforms for the Brazil and Africa in the innovation process. <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=Venture%20Capital" title=" Venture Capital"> Venture Capital</a>, <a href="https://publications.waset.org/abstracts/search?q=Economy" title=" Economy"> Economy</a>, <a href="https://publications.waset.org/abstracts/search?q=National%20Innovation%20System%20%28NIS%29" title=" National Innovation System (NIS)"> National Innovation System (NIS)</a>, <a href="https://publications.waset.org/abstracts/search?q=BRICS" title=" BRICS"> BRICS</a> </p> <a href="https://publications.waset.org/abstracts/22493/system-of-innovation-comparing-savings-of-brazil-and-south-africa" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22493.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">16411</span> Exploring Open Process Innovation: Insights from a Systematic Review and Framework Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saeed%20Nayeri">Saeed Nayeri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper explores the feasibility of openness within firms' boundaries during process innovation and identifies the key determinants of open process innovation (OPI). Through a systematic review of 78 research studies published between 2001 and 2024, the author synthesized diverse findings into a comprehensive framework detailing OPI attributes and pillars. The identified OPI attributes encompass themes such as technology intensity, significance, magnitude, and locus of exploitation, while the OPI pillars include mechanisms, partners, achievements, and antecedents. Additionally, the author critically analysed gaps in the literature, proposing future research directions that advocate for a broader methodological approach, increased emphasis on theory development and testing, and more cross-national and cross-sectoral studies to advance understanding in this field. <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=process%20innovation" title=" process innovation"> process innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=OPI%20attributes" title=" OPI attributes"> OPI attributes</a>, <a href="https://publications.waset.org/abstracts/search?q=systematic%20literature%20review" title=" systematic literature review"> systematic literature review</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20openness" title=" organizational openness"> organizational openness</a> </p> <a href="https://publications.waset.org/abstracts/184999/exploring-open-process-innovation-insights-from-a-systematic-review-and-framework-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/184999.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">67</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">16410</span> Obstacles to Innovation for SMEs: Evidence from Germany</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Natalia%20Strobel">Natalia Strobel</a>, <a href="https://publications.waset.org/abstracts/search?q=Jan%20Kratzer"> Jan Kratzer</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Achieving effective innovation is a complex task and during this process firms (especially SMEs) often face obstacles. However, research into obstacles to innovation focusing on SMEs is very scarce. In this study, we propose a theoretical framework for describing these obstacles to innovation and investigate their influence on the innovative performance of SMEs. Data were collected in 2013 through face-to-face interviews with executives of 49 technology SMEs from Germany. The semi-structured interviews were designed on the basis of scales for measuring innovativeness, financial/competitive performance and obstacles to innovation, next to purely open questions. We find that the internal obstacles lack the know-how, capacity overloading, unclear roles and tasks, as well as the external obstacle governmental bureaucracy negatively influence the innovative performance of SMEs. However, in contrast to prior findings this study shows that cooperation ties of firms might also negatively influence the innovative performance. <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=obstacles" title=" obstacles"> obstacles</a>, <a href="https://publications.waset.org/abstracts/search?q=SME" title=" SME"> SME</a> </p> <a href="https://publications.waset.org/abstracts/33912/obstacles-to-innovation-for-smes-evidence-from-germany" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33912.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">16409</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">16408</span> From Customer Innovations to Manufactured Products: A Project Outlook</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Holle">M. Holle</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Roth"> M. Roth</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20R.%20G%C3%BCrtler"> M. R. Gürtler</a>, <a href="https://publications.waset.org/abstracts/search?q=U.%20Lindemann"> U. Lindemann</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper gives insights into the research project "InnoCyFer" (in the form of an outlook) which is funded by the German Federal Ministry of Economics and Technology. Enabling the integrated customer individual product design as well as flexible manufacturing of these products are the main objectives of the project. To achieve this, a web-based open innovation-platform containing an integrated Toolkit will be developed. This toolkit enables the active integration of the customer’s creativity and potentials of innovation in the product development process. Furthermore, the project will show the chances and possibilities of customer individualized products by building and examining the continuous process from innovation through the customers to the flexible manufacturing of individual products. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20individual%20product%20design" title="customer individual product design">customer individual product design</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20networks" title=" innovation networks"> innovation networks</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=open%20innovation%20platform" title=" open innovation platform"> open innovation platform</a>, <a href="https://publications.waset.org/abstracts/search?q=toolkit" title=" toolkit"> toolkit</a> </p> <a href="https://publications.waset.org/abstracts/3705/from-customer-innovations-to-manufactured-products-a-project-outlook" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/3705.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">314</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">16407</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">371</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">16406</span> How Technology Import Improve the Enterprise's Innovation Capacity: The Mediating Role of Absorptive Capacity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zhan%20Zheng-Qun">Zhan Zheng-Qun</a>, <a href="https://publications.waset.org/abstracts/search?q=Li%20Min"> Li Min</a>, <a href="https://publications.waset.org/abstracts/search?q=Xie%20Yan"> Xie Yan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Technology plays a key role in determining productivity and economy development in a country. The process of enterprises’ innovation can be seen as a process of knowledge management including the process of knowledge attainment; acquisition and converting and integrating into new knowledge. This research analyzes the influence factors and mechanism of the independent innovation of high-tech enterprises in the year 1995-2013. The result shows that the technology import has a significant positive effect on the innovation capacity of enterprises. And the absorptive capacity, represented by the research outlay input and research staff input, has a significant positive effect on the innovation capacity of enterprises. Furthermore, the effect of technology import on the independent research capacity of high-tech enterprises is significantly positively affected by their absorptive capacity. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=technology%20import" title="technology import">technology import</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20capacity" title=" innovation capacity"> innovation capacity</a>, <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=high-tech%20industry" title=" high-tech industry"> high-tech industry</a> </p> <a href="https://publications.waset.org/abstracts/44722/how-technology-import-improve-the-enterprises-innovation-capacity-the-mediating-role-of-absorptive-capacity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44722.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">283</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">16405</span> Developing Learning in Organizations with Innovation Pedagogy Methods</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=T.%20Konst">T. Konst</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Most jobs include training and communication tasks, but often the people in these jobs lack pedagogical competences to plan, implement and assess learning. This paper aims to discuss how a learning approach called innovation pedagogy developed in higher education can be utilized for learning development in various organizations. The methods presented how to implement innovation pedagogy such as process consultation and train the trainer model can provide added value to develop pedagogical knowhow in organizations and thus support their internal learning and development. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation%20pedagogy" title="innovation pedagogy">innovation pedagogy</a>, <a href="https://publications.waset.org/abstracts/search?q=learning" title=" learning"> learning</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=process%20consultation" title=" process consultation"> process consultation</a> </p> <a href="https://publications.waset.org/abstracts/67082/developing-learning-in-organizations-with-innovation-pedagogy-methods" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/67082.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">367</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">16404</span> Evaluation of Organizational Culture and Its Effects on Innovation in the IT Sector: A Case Study from UAE</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amir%20M.%20Shikhli">Amir M. Shikhli</a>, <a href="https://publications.waset.org/abstracts/search?q=Refaat%20H.%20Abdel-Razek"> Refaat H. Abdel-Razek</a>, <a href="https://publications.waset.org/abstracts/search?q=Salaheddine%20Bendak"> Salaheddine Bendak</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation is considered to be one of the key factors that influence long-term success of any company. The problem of many organizations in developing countries is trying to implement innovation without a strong basis within the organizational culture to support it. The objective of this study is to assess the effects of organizational culture on innovation in one of the biggest information technology organizations in UAE, Injazat Data System. First, an Organizational Culture Assessment Instrument (OCAI) was used as a survey and Competing Value Framework as a model to analyze the existing culture within the organization and determine its characteristics. Following that, a modified version of the Community Innovation Survey (CIS) was used to determine innovation types introduced by the organization. Then multiple linear regression analysis was used to find out the effects of existing organizational culture on innovation. Results show that existing organizational culture is composed of a combination of Hierarchy (29.4%), Clan (25.8%), Market (24.9%) and Adhocracy (19.9%). Results of the second survey show that the organization focuses on organizational innovation (26.8%) followed by market and product innovations (25.6%) and finally process innovation (22.0%). Regression analysis results reveal that for each innovation type there is a recommended combination of the four culture types. For product innovation, the combination is 47.4% Clan, 17.9% Adhocracy, 1.0% Market and 33.3% Hierarchy; for process innovation it is 19.7% Clan, 45.2% Adhocracy, 32.0% Market and 3.1% Hierarchy; for organizational innovation the combination is 5.4% Clan, 32.7% Adhocracy, 6.0% Market and 55.9% Hierarchy; and for market innovation it is 25.5% Clan, 42.6% Adhocracy, 32.6% Market and 8.4% Hierarchy. Based on these recommended combinations, this study suggests two ways to enhance the innovation culture in the organization. First, if the management decides on the innovation type to be enhanced, a comparison between the existing culture and the recommended combination of selected innovation types will lead to difference in percentages of each culture type. Then further analysis should show how to modify the existing culture to match the recommended combination. Second, if the innovation type is not selected, but the management wants to enhance innovation culture in the organization, the difference in percentages of each culture type will lead to finding out the recommended combination of culture types that gives the narrowest gap between existing culture and recommended combination. <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=organizational%20culture" title=" organizational culture"> organizational culture</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=product%20innovation" title=" product innovation"> product innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20innovation" title=" process innovation"> process innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20innovation" title=" organizational innovation"> organizational innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20innovation" title=" marketing innovation"> marketing innovation</a> </p> <a href="https://publications.waset.org/abstracts/75016/evaluation-of-organizational-culture-and-its-effects-on-innovation-in-the-it-sector-a-case-study-from-uae" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/75016.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">274</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">16403</span> Open Innovation for Crowdsourced Product Development: The Case Study of Quirky.com</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ana%20Bilandzic">Ana Bilandzic</a>, <a href="https://publications.waset.org/abstracts/search?q=Marcus%20Foth"> Marcus Foth</a>, <a href="https://publications.waset.org/abstracts/search?q=Greg%20Hearn"> Greg Hearn</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In a narrow sense, innovation is the invention and commercialisation of a new product or service in the marketplace. The literature suggests places that support knowledge exchange and social interaction, e.g. coffee shops, to nurture innovative ideas. With the widespread success of Internet, interpersonal communication and interaction changed. Online platforms complement physical places for idea exchange and innovation – the rise of hybrid, ‘net localities.’ Further, since its introduction in 2003 by Chesbrough, the concept of open innovation received increased attention as a topic in academic research as well as an innovation strategy applied by companies. Open innovation allows companies to seek and release intellectual property and new ideas from outside of their own company. As a consequence, the innovation process is no longer only managed within the company, but it is pursued in a co-creation process with customers, suppliers, and other stakeholders. Quirky.com (Quirky), a company founded by Ben Kaufman in 2009, recognised the opportunity given by the Internet for knowledge exchange and open innovation. Quirky developed an online platform that makes innovation available to everyone. This paper reports on a study that analysed Quirky’s business process in an extended event-driven process chain (eEPC). The aim was to determine how the platform enabled crowdsourced innovation for physical products on the Internet. The analysis reveals that key elements of the business model are based on open innovation. Quirky is an example of how open innovation can support crowdsourced and crowdfunded product ideation, development and selling. The company opened up various stages in the innovation process to its members to contribute in the product development, e.g. product ideation, design, and market research. Throughout the process, members earn influence through participating in the product development. Based on the influence they receive, shares on the product’s turnover. The outcomes of the study’s analysis highlighted certain benefits of open innovation for product development. The paper concludes with recommendations for future research to look into opportunities of open innovation approaches to be adopted by tertiary institutions as a novel way to commercialise research intellectual property. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process" title="business process">business process</a>, <a href="https://publications.waset.org/abstracts/search?q=crowdsourced%20innovation" title=" crowdsourced innovation"> crowdsourced 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=Quirky" title=" Quirky"> Quirky</a> </p> <a href="https://publications.waset.org/abstracts/86790/open-innovation-for-crowdsourced-product-development-the-case-study-of-quirkycom" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/86790.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">227</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">16402</span> Systematic Examination of Methods Supporting the Social Innovation Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mariann%20Veresne%20Somosi">Mariann Veresne Somosi</a>, <a href="https://publications.waset.org/abstracts/search?q=Zoltan%20Nagy"> Zoltan Nagy</a>, <a href="https://publications.waset.org/abstracts/search?q=Krisztina%20Varga"> Krisztina Varga</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation is the key element of economic development and a key factor in social processes. Technical innovations can be identified as prerequisites and causes of social change and cannot be created without the renewal of society. The study of social innovation can be characterised as one of the significant research areas of our day. The study’s aim is to identify the process of social innovation, which can be defined by input, transformation, and output factors. This approach divides the social innovation process into three parts: situation analysis, implementation, follow-up. The methods associated with each stage of the process are illustrated by the chronological line of social innovation. In this study, we have sought to present methodologies that support long- and short-term decision-making that is easy to apply, have different complementary content, and are well visualised for different user groups. When applying the methods, the reference objects are different: county, district, settlement, specific organisation. The solution proposed by the study supports the development of a methodological combination adapted to different situations. Having reviewed metric and conceptualisation issues, we wanted to develop a methodological combination along with a change management logic suitable for structured support to the generation of social innovation in the case of a locality or a specific organisation. In addition to a theoretical summary, in the second part of the study, we want to give a non-exhaustive picture of the two counties located in the north-eastern part of Hungary through specific analyses and case descriptions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=factors%20of%20social%20innovation" title="factors of social innovation">factors of social innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=methodological%20combination" title=" methodological combination"> methodological combination</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20innovation%20process" title=" social innovation process"> social innovation process</a>, <a href="https://publications.waset.org/abstracts/search?q=supporting%20decision-making" title=" supporting decision-making"> supporting decision-making</a> </p> <a href="https://publications.waset.org/abstracts/135702/systematic-examination-of-methods-supporting-the-social-innovation-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/135702.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">155</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">16401</span> The Effect of Environmental CSR on Corporate Social Performance: The Mediating Role of Green Innovation and Corporate Image</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Edward%20Fosu">Edward Fosu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Green innovation has emerged as a significant environmental concern across the world. Green innovation refers to the utilization of technological developments that facilitate energy savings and waste material recycling. The stakeholder theory and resourced-based theory were used to examine how stakeholders' expectations affect corporate green innovation activities and how corporate innovation initiatives affect the corporate image and social performance. This study used structural equation modelling (SEM) and hierarchical regression to test the effects of environmental corporate social responsibility on social performance through mediators: green innovation and corporate image. A quantitative design was employed using data from Chinese companies in Ghana for this study. The study assessed. The results revealed that environmental practices promote corporate social performance (β = 0.070, t = 1.974, p = 0.049), positively affect green product innovation (β = 0.251, t = 7.478, p < 0.001), and has direct effect on green process innovation (β = 0.174, t = 6.192, p < 0.001). Green product innovation and green process innovation significantly promote corporate image respectively (β = 0.089, t = 2.581, p = 0.010), (β = 0.089, t = 2.367, p = 0.018). Corporate image has significant direct effects on corporate social performance (β = 0.146, t = 4.256, p < 0.001). Corporate environmental practices have an impact on the development of green products and processes which promote companies’ social performance. Additionally, evidence supports that corporate image influences companies’ social performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=environmental%20CSR" title="environmental CSR">environmental CSR</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20image" title=" corporate image"> corporate image</a>, <a href="https://publications.waset.org/abstracts/search?q=green%20innovation" title=" green innovation"> green innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=coprorate%20social%20performance" title=" coprorate social performance"> coprorate social performance</a> </p> <a href="https://publications.waset.org/abstracts/156221/the-effect-of-environmental-csr-on-corporate-social-performance-the-mediating-role-of-green-innovation-and-corporate-image" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/156221.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">125</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">16400</span> The Hubs of Transformation Dictated by the Innovation Wave: Boston as a Case Study. Exploring How Design is Emerging as an Essential Feature in the Process of Laboratorisation of Cities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Luana%20Parisi">Luana Parisi</a>, <a href="https://publications.waset.org/abstracts/search?q=Sohrab%20Donyavi"> Sohrab Donyavi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Cities have become the nodes of global networks, standing at the intersection points of the flows of capital, goods, workers, businesses and travellers, making them the spots where innovation, progress and economic development occur. The primary challenge for them is to create the most fertile ecosystems for triggering innovation activities. Design emerges as an essential feature in this process of laboratorisation of cities. This paper aims at exploring the spatial hubs of transformation within the knowledge economy, providing an overview of the current models of innovation spaces, before focusing on the innovation district of one of the cities that are riding the innovation wave, namely, Boston, USA. Useful lessons will be drawn from the case study of the innovation district in Boston, allowing to define precious tools for policymakers, in the form of a range of factors that define the broad strategy able to implement the model successfully. A mixed methodology is implemented, including information from observations, exploratory interviews to key stakeholders and on-desk data. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Innovation%20District" title="Innovation District">Innovation District</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=economic%20development" title=" economic development"> economic development</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/162931/the-hubs-of-transformation-dictated-by-the-innovation-wave-boston-as-a-case-study-exploring-how-design-is-emerging-as-an-essential-feature-in-the-process-of-laboratorisation-of-cities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162931.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">124</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">16399</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">16398</span> The Importance of Customer Engagement and Service Innovation in Value Co-Creation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Soheila%20Raeisi">Soheila Raeisi</a>, <a href="https://publications.waset.org/abstracts/search?q=Meng%20Lingjie"> Meng Lingjie</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The interaction of customers with businesses is a process that is critical to the running of those businesses. Different levels of customer engagement and service innovation exist when pursuing value co-creation endeavors. The important thing in this whole process is for business managers know the benefits that can be realized when these activities are pursued effectively. The purpose of this paper is to first identify the importance of value co-creation when pursued via customer engagement and service innovation. Secondly, it will also identify the conditions under which value co-destruction can occur on the same. The background of the topic will be reviewed followed by the literature review with a special focus on the definition of these terms and the research design to be used. The research found that it is beneficial to have a strong relationship between stakeholders and the business in order to have strong customer engagement and service innovation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20engagement" title="customer engagement">customer engagement</a>, <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=value%20co-creation" title=" value co-creation"> value co-creation</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20co-destruction" title=" value co-destruction"> value co-destruction</a> </p> <a href="https://publications.waset.org/abstracts/62816/the-importance-of-customer-engagement-and-service-innovation-in-value-co-creation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/62816.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">16397</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">283</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">16396</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">16395</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 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