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innovation laboratory</title> <meta name="description" content="Search results for: open innovation laboratory"> <meta name="keywords" content="open innovation laboratory"> <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 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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="open innovation laboratory"> <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> 6950</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: open innovation laboratory</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6950</span> Open Innovation Laboratory for Rapid Realization of Sensing, Smart and Sustainable Products (S3 Products) for Higher Education </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=J.%20Miranda">J. Miranda</a>, <a href="https://publications.waset.org/abstracts/search?q=D.%20Chavarr%C3%ADa-Barrientos"> D. Chavarría-Barrientos</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Ram%C3%ADrez-Cadena"> M. Ramírez-Cadena</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20E.%20Mac%C3%ADas"> M. E. Macías</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20Ponce"> P. Ponce</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20Noguez"> J. Noguez</a>, <a href="https://publications.waset.org/abstracts/search?q=R.%20P%C3%A9rez-Rodr%C3%ADguez"> R. Pérez-Rodríguez</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20K.%20Wright"> P. K. Wright</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Molina"> A. Molina</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Higher education methods need to evolve because the new generations of students are learning in different ways. One way is by adopting emergent technologies, new learning methods and promoting the maker movement. As a result, Tecnologico de Monterrey is developing Open Innovation Laboratories as an immediate response to educational challenges of the world. This paper presents an Open Innovation Laboratory for Rapid Realization of Sensing, Smart and Sustainable Products (S<sup>3</sup> Products). The Open Innovation Laboratory is composed of a set of specific resources where students and teachers use them to provide solutions to current problems of priority sectors through the development of a new generation of products. This new generation of products considers the concepts Sensing, Smart, and Sustainable. The Open Innovation Laboratory has been implemented in different courses in the context of New Product Development (NPD) and Integrated Manufacturing Systems (IMS) at Tecnologico de Monterrey. The implementation consists of adapting this Open Innovation Laboratory within the course’s syllabus in combination with the implementation of specific methodologies for product development, learning methods (Active Learning and Blended Learning using Massive Open Online Courses MOOCs) and rapid product realization platforms. Using the concepts proposed it is possible to demonstrate that students can propose innovative and sustainable products, and demonstrate how the learning process could be improved using technological resources applied in the higher educational sector. Finally, examples of innovative S<sup>3</sup> products developed at Tecnologico de Monterrey are presented. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=active%20learning" title="active learning">active learning</a>, <a href="https://publications.waset.org/abstracts/search?q=blended%20learning" title=" blended learning"> blended learning</a>, <a href="https://publications.waset.org/abstracts/search?q=maker%20movement" title=" maker movement"> maker movement</a>, <a href="https://publications.waset.org/abstracts/search?q=new%20product%20development" title=" new product development"> new product development</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20innovation%20laboratory" title=" open innovation laboratory"> open innovation laboratory</a> </p> <a href="https://publications.waset.org/abstracts/67866/open-innovation-laboratory-for-rapid-realization-of-sensing-smart-and-sustainable-products-s3-products-for-higher-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/67866.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">395</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">6949</span> Technology Planning with Internal and External Resource for Open Innovation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jeonghwan%20Jeon">Jeonghwan Jeon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Technology planning with both internal capacity and external resource is necessary for successful open innovation. Until now, many types of research have been conducted for this issue. However, technology planning for open innovation at the national level has not been researched sufficiently. This study proposes Open roadmap for open innovation at the national level. The proposed open roadmap can manage the inflow & outflow open innovation systematically. Six types of open roadmap are classified with respect to the innovation direction and characteristics. The proposed open roadmap is applied to the open innovation cases of the Roman period. The proposed open roadmap is expected to be helpful tool for technology policy planning at the national level. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=technology%20planning" title="technology planning">technology planning</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20innovation" title=" open innovation"> open innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20resource" title=" internal resource"> internal resource</a>, <a href="https://publications.waset.org/abstracts/search?q=external%20resource" title=" external resource"> external resource</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20management" title=" technology management"> technology management</a> </p> <a href="https://publications.waset.org/abstracts/66834/technology-planning-with-internal-and-external-resource-for-open-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/66834.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">494</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6948</span> Open Innovation Strategy (OIS) Paradigm and an OIS Capabilities Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anastasis%20D.%20Petrou">Anastasis D. Petrou</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation and strategy discussions do highlight open innovation as a new paradigm in business. Yet, a number of stumbling blocks in the form of closed innovation principles weaved into the fabric of a traditional business model stand in the way of the new paradigm’s momentum to increase value in various business contexts. The paper argues that businesses considering an engagement with the open innovation paradigm would need to take steps to improve their multiplicative, absorptive and relational capabilities, respectively. The needed improvements would amount to a business model evolutionary transformation and eventually bring about a paradigm overhaul in business. The transformation is worth staging over time to ensure that open innovation is developed across interconnected and partnered areas of strategic importance. This article develops an open innovation strategy (OIS) capabilities model, and employs examples from different industries to briefly discuss OIS’s potential to augment business value in a number of suggested areas for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=close%20innovation" title="close innovation">close innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20innovation%20paradigm" title=" open innovation paradigm"> open innovation paradigm</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20innovation%20strategy%20%28OIS%29%20paradigm" title=" open innovation strategy (OIS) paradigm"> open innovation strategy (OIS) paradigm</a>, <a href="https://publications.waset.org/abstracts/search?q=OIS%20capabilities%20model" title=" OIS capabilities model"> OIS capabilities model</a>, <a href="https://publications.waset.org/abstracts/search?q=multiplicative%20capability" title=" multiplicative capability"> multiplicative capability</a>, <a href="https://publications.waset.org/abstracts/search?q=absorptive%20capability" title=" absorptive capability"> absorptive capability</a>, <a href="https://publications.waset.org/abstracts/search?q=relational%20capability" title=" relational capability"> relational capability</a> </p> <a href="https://publications.waset.org/abstracts/14432/open-innovation-strategy-ois-paradigm-and-an-ois-capabilities-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14432.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">520</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6947</span> Crowdsourcing as an Open Innovation Tool for Entrepreneurship</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zeynep%20Ayfer%20Bozat">Zeynep Ayfer Bozat</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As traditional innovation has already taken its place in managers’ to do lists; managers and companies have started to look for new ways to go beyond the traditional innovation. Because of its cost, traditional innovation became a burden for companies since they only use inner sources. Companies have intended to use outer innovation sources to decrease the innovation costs and Open Innovation has become a new solution for companies at this point. Crowdsourcing is a tool of Open Innovation and it consists of two words: Outsourcing and crowd. Crowdsourcing aims to benefit from the efforts and ideas of a virtual crowd via Internet technologies. In addition to that, crowdsourcing can help entrepreneurs to innovate and grow their businesses. They can crowd source anything they can use to grow their businesses: Ideas, investment, new business, new partners, new solutions, new policies, data, insight, marketing or talent. Therefore, the aim of the study is to be able to show some possible ways for entrepreneurs to benefit from crowdsourcing to expand or foster their businesses. In the study, the term crowdsourcing has been given in details and these possible ways have been searched and given. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=crowdsourcing" title="crowdsourcing">crowdsourcing</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title=" entrepreneurship"> entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20innovation" title=" open innovation"> open innovation</a> </p> <a href="https://publications.waset.org/abstracts/55450/crowdsourcing-as-an-open-innovation-tool-for-entrepreneurship" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55450.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">293</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6946</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">203</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">6945</span> Overcoming Open Innovation Challenges with Technology Intelligence: Case of Medium-Sized Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Akhatjon%20Nasullaev">Akhatjon Nasullaev</a>, <a href="https://publications.waset.org/abstracts/search?q=Raffaella%20Manzini"> Raffaella Manzini</a>, <a href="https://publications.waset.org/abstracts/search?q=Vincent%20Frigant"> Vincent Frigant</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The prior research largely discussed open innovation practices both in large and small and medium-sized enterprises (SMEs). Open Innovation compels firms to observe and analyze the external environment in order to tap new opportunities for inbound and/or outbound flows of knowledge, ideas, work in progress innovations. As SMEs are different from their larger counterparts, they face several limitations in utilizing open innovation activities, such as resource scarcity, unstructured innovation processes and underdeveloped innovation capabilities. Technology intelligence – the process of systematic acquisition, assessment and communication of information about technological trends, opportunities and threats can mitigate this limitation by enabling SMEs to identify technological and market opportunities in timely manner and undertake sound decisions, as well as to realize a ‘first mover advantage’. Several studies highlighted firm-level barriers to successful implementation of open innovation practices in SMEs, namely challenges in partner selection, intellectual property rights and trust, absorptive capacity. This paper aims to investigate the question how technology intelligence can be useful for SMEs to overcome the barriers to effective open innovation. For this, we conduct a case study in four Estonian life-sciences SMEs. Our findings revealed that technology intelligence can support SMEs not only in inbound open innovation (taking into account inclination of most firms toward technology exploration aspects of open innovation) but also outbound open innovation. Furthermore, the results of this study state that, although SMEs conduct technology intelligence in unsystematic and uncoordinated manner, it helped them to increase their innovative performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=technology%20intelligence" title="technology intelligence">technology intelligence</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=SMEs" title=" SMEs"> SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=life%20sciences" title=" life sciences"> life sciences</a> </p> <a href="https://publications.waset.org/abstracts/94272/overcoming-open-innovation-challenges-with-technology-intelligence-case-of-medium-sized-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/94272.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">167</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">6944</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">6943</span> Exploring Open Innovation Practice in Start-Ups within an Innovation Ecosystem</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yassine%20Mehros">Yassine Mehros</a>, <a href="https://publications.waset.org/abstracts/search?q=Jean-Michel%20Degeorge"> Jean-Michel Degeorge</a>, <a href="https://publications.waset.org/abstracts/search?q=Abdelaziz%20Elabjani"> Abdelaziz Elabjani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation has long been considered the key to the survival, development, and growth of companies. It is a process in which start-ups play a key role, but they suffer from a structural lack of resources, which hinders the development of new innovations and their commercialization. The use of alternative channels to access resources is therefore becoming a necessity to overcome this constraint and identify opportunities. This is why they can be part of large communities of interdependent actors, namely innovation ecosystems that are part of a logic of sharing and open innovation. This research aims to explore and better understand OI in start-ups within an innovation ecosystem. We offer an exploratory qualitative study with start-ups and other actors in the Saint-Étienne innovation ecosystem. Our paper explored the characteristics and main actors of the Saint-Etienne innovation ecosystem, focusing on start-ups. We have identified the motivations of start-up’s adopting OI, its difficulties, its risks, and its impact on their growth. Also, our results show the existence of strong links between the different actors in the ecosystem. In addition, a strong trust has been established between these actors thanks to the geographical proximity; the start-ups manage to get in touch with the different actors of their innovation ecosystem by practicing OI. The actors collaborate on projects involving companies and, in particular, start-ups. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=open%20innovation" title="open innovation">open innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=start-ups" title=" start-ups"> start-ups</a>, <a href="https://publications.waset.org/abstracts/search?q=Innovation%20ecosystem" title=" Innovation ecosystem"> Innovation ecosystem</a>, <a href="https://publications.waset.org/abstracts/search?q=actors" title=" actors"> actors</a> </p> <a href="https://publications.waset.org/abstracts/151442/exploring-open-innovation-practice-in-start-ups-within-an-innovation-ecosystem" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151442.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">78</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6942</span> Building Organisational Culture That Stimulates Creativity and Innovation </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ala%20Hanetite">Ala Hanetite </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this article is to present, by means of a model, the determinants of organisational culture which influence creativity and innovation. A literature study showed that a model, based on the open systems theory and the work of Schein, can offer a holistic approach in describing organisational culture. The relationship between creativity, innovation and culture is discussed in this context. Against the background of this model, the determinants of organisational culture were identified. The determinants are strategy, structure, support mechanisms, behaviour that encourages innovation, and open communication. The influence of each determinant on creativity and innovation is discussed. Values, norms and beliefs that play a role in creativity and innovation can either support or inhibit creativity and innovation depending on how they influence individual and group behaviour. This is also explained in the article. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=attitudes" title="attitudes">attitudes</a>, <a href="https://publications.waset.org/abstracts/search?q=creativity" title=" creativity"> creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title=" organisational culture"> organisational culture</a> </p> <a href="https://publications.waset.org/abstracts/14816/building-organisational-culture-that-stimulates-creativity-and-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14816.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">591</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6941</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">6940</span> An Empirical Study Comparing Industry Segments as Regards Organisation Management in Open Innovation - Based on a Questionnaire of the Pharmaceutical Industry and IT Component Industry Segment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fumihiko%20Isada">Fumihiko Isada</a>, <a href="https://publications.waset.org/abstracts/search?q=Yuriko%20Isada"> Yuriko Isada</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this research is to clarify the difference by industry segment or product characteristics as regards organisation management for an open innovation to raise R&D performance. In particular, the trait of the pharmaceutical industry is defined in comparison with IT component industry segment. In considering open innovation, both inter-organisational relation and the management in an organisation are important issues. As methodology, a questionnaire was conducted. In conclusion, suitable organisation management according to the difference in industry segment or product characteristics became clear. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=empirical%20study" title="empirical study">empirical study</a>, <a href="https://publications.waset.org/abstracts/search?q=industry%20segment" title=" industry segment"> industry segment</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=product-development%20organisation%20pattern" title=" product-development organisation pattern "> product-development organisation pattern </a> </p> <a href="https://publications.waset.org/abstracts/34117/an-empirical-study-comparing-industry-segments-as-regards-organisation-management-in-open-innovation-based-on-a-questionnaire-of-the-pharmaceutical-industry-and-it-component-industry-segment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34117.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">427</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">6939</span> Effect of Open-Ended Laboratory toward Learners Performance in Environmental Engineering Course: Case Study of Civil Engineering at Universiti Malaysia Sabah</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=N.%20Bolong">N. Bolong</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20Makinda"> J. Makinda</a>, <a href="https://publications.waset.org/abstracts/search?q=I.%20Saad"> I. Saad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Laboratory activities have produced benefits in student learning. With current drives of new technology resources and evolving era of education methods, renewal status of learning and teaching in laboratory methods are in progress, for both learners and the educators. To enhance learning outcomes in laboratory works particularly in engineering practices and testing, learning via hands-on by instruction may not sufficient. This paper describes and compares techniques and implementation of traditional (expository) with open-ended laboratory (problem-based) for two consecutive cohorts studying environmental laboratory course in civil engineering program. The transition of traditional to problem-based findings and effect were investigated in terms of course assessment student feedback survey, course outcome learning measurement and student performance grades. It was proved that students have demonstrated better performance in their grades and 12% increase in the course outcome (CO) in problem-based open-ended laboratory style than traditional method; although in perception, students has responded less favorable in their feedback. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=engineering%20education" title="engineering education">engineering education</a>, <a href="https://publications.waset.org/abstracts/search?q=open-ended%20laboratory" title=" open-ended laboratory"> open-ended laboratory</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20engineering%20lab" title=" environmental engineering lab"> environmental engineering lab</a> </p> <a href="https://publications.waset.org/abstracts/13413/effect-of-open-ended-laboratory-toward-learners-performance-in-environmental-engineering-course-case-study-of-civil-engineering-at-universiti-malaysia-sabah" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13413.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">316</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">6938</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">230</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">6937</span> How Supply Chains Can Benefit from Open Innovation: Inspiration from Toyota Production System</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sam%20Solaimani">Sam Solaimani</a>, <a href="https://publications.waset.org/abstracts/search?q=Jack%20A.%20A.%20van%20der%20Veen"> Jack A. A. van der Veen</a>, <a href="https://publications.waset.org/abstracts/search?q=Mehdi%20Latifi"> Mehdi Latifi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Considering the increasingly VUCA (Volatile, Uncertain, Complex, Ambiguous) business market, innovation is the name of the game in contemporary business. Innovation is not solely created within the organization itself; its 'network environment' appears to be equally important for innovation. There are, at least, two streams of literature that emphasize the idea of using the extended organization to foster innovation capability, namely, Supply Chain Collaboration (SCC) (also rooted in the Lean philosophy) and Open Innovation (OI). Remarkably, these two concepts are still considered as being totally different in the sense that these appear in different streams of literature and applying different concepts in pursuing the same purposes. This paper explores the commonalities between the two concepts in order to conceptually further our understanding of how OI can effectively be applied in Supply Chain networks. Drawing on available literature in OI, SCC and Lean, the paper concludes with five principles that help firms to contextualize the implementation of OI to the peculiar setting of SC. Theoretically, the present paper aims at contributing to the relatively under-researched theme of Supply Chain Innovation. More in practical terms, the paper provides OI and SCC communities with a workable know-how to seize on and sustain OI initiatives. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20philosophy" title="lean philosophy">lean philosophy</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=supply%20chain%20collaboration" title=" supply chain collaboration"> supply chain collaboration</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a> </p> <a href="https://publications.waset.org/abstracts/50471/how-supply-chains-can-benefit-from-open-innovation-inspiration-from-toyota-production-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50471.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">323</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">6936</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">6935</span> Digitalized Public Sector Practices: Opportunities for Open Innovation in Rwanda</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Reem%20Abou%20Refaie">Reem Abou Refaie</a>, <a href="https://publications.waset.org/abstracts/search?q=Christoph%20Meinel"> Christoph Meinel</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper explores the impact of the COVID-19 crisis on the internal as well as external digitalized work practices of public service providers as part of a Public-Private Partnership Model. It focuses on the effect of uncertainty on generating Open Innovation practices. Our inquiry relies on semi-structured interviews (n=14) from a case study of Rwanda’s Public Service Delivery System in the context of research cooperation with IremboGov, the country’s One-Stop-Shop Platform for public services. It presents four propositions on harnessing opportunities for OI in the context of the public sector beyond the pandemic response. Practitioners can find characterizations of OI opportunities and gain insights on fostering OI in Public Sector Organizations. <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=digital%20transformation" title=" digital transformation"> digital transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20sector" title=" public sector"> public sector</a>, <a href="https://publications.waset.org/abstracts/search?q=Rwanda" title=" Rwanda"> Rwanda</a> </p> <a href="https://publications.waset.org/abstracts/147708/digitalized-public-sector-practices-opportunities-for-open-innovation-in-rwanda" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147708.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">128</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">6934</span> Evaluation of Australian Open Banking Regulation: Balancing Customer Data Privacy and Innovation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Suman%20Podder">Suman Podder</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As Australian ‘Open Banking’ allows customers to share their financial data with accredited Third-Party Providers (‘TPPs’), it is necessary to evaluate whether the regulators have achieved the balance between protecting customer data privacy and promoting data-related innovation. Recognising the need to increase customers’ influence on their own data, and the benefits of data-related innovation, the Australian Government introduced ‘Consumer Data Right’ (‘CDR’) to the banking sector through Open Banking regulation. Under Open Banking, TPPs can access customers’ banking data that allows the TPPs to tailor their products and services to meet customer needs at a more competitive price. This facilitated access and use of customer data will promote innovation by providing opportunities for new products and business models to emerge and grow. However, the success of Open Banking depends on the willingness of the customers to share their data, so the regulators have augmented the protection of data by introducing new privacy safeguards to instill confidence and trust in the system. The dilemma in policymaking is that, on the one hand, lenient data privacy laws will help the flow of information, but at the risk of individuals’ loss of privacy, on the other hand, stringent laws that adequately protect privacy may dissuade innovation. Using theoretical and doctrinal methods, this paper examines whether the privacy safeguards under Open Banking will add to the compliance burden of the participating financial institutions, resulting in the undesirable effect of stifling other policy objectives such as innovation. The contribution of this research is three-fold. In the emerging field of customer data sharing, this research is one of the few academic studies on the objectives and impact of Open Banking in the Australian context. Additionally, Open Banking is still in the early stages of implementation, so this research traces the evolution of Open Banking through policy debates regarding the desirability of customer data-sharing. Finally, the research focuses not only on the customers’ data privacy and juxtaposes it with another important objective of promoting innovation, but it also highlights the critical issues facing the data-sharing regime. This paper argues that while it is challenging to develop a regulatory framework for protecting data privacy without impeding innovation and jeopardising yet unknown opportunities, data privacy and innovation promote different aspects of customer welfare. This paper concludes that if a regulation is appropriately designed and implemented, the benefits of data-sharing will outweigh the cost of compliance with the CDR. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=consumer%20data%20right" title="consumer data right">consumer data right</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20banking" title=" open banking"> open banking</a>, <a href="https://publications.waset.org/abstracts/search?q=privacy%20safeguards" title=" privacy safeguards"> privacy safeguards</a> </p> <a href="https://publications.waset.org/abstracts/135019/evaluation-of-australian-open-banking-regulation-balancing-customer-data-privacy-and-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/135019.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">141</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">6933</span> Investigating the Factors Affecting the Innovation of Firms in Metropolitan Regions: The Case of Mashhad Metropolitan Region, Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hashem%20Dadashpoor">Hashem Dadashpoor</a>, <a href="https://publications.waset.org/abstracts/search?q=Sadegh%20Saeidi%20Shirvan"> Sadegh Saeidi Shirvan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> While with the evolution of the economy towards a knowledge-based economy, innovation is a requirement for metropolitan regions, the adoption of an open innovation strategy is an option and a requirement for many industrial firms in these regions. Studies show that investing in research and development units cannot alone increase innovation. Within the framework of the theory of learning regions, this gap, which scholars call it the ‘innovation gap’, is filled with regional features of firms. This paper attempts to investigate the factors affecting the open innovation of firms in metropolitan regions, and it searches for these in territorial innovation models and, in particular, the theory of learning regions. In the next step, the effect of identified factors which is considered as regional learning factors in this research is analyzed on the innovation of sample firms by SPSS software using multiple linear regression. The case study of this research is constituted of industrial enterprises from two groups of food industry and auto parts in Toos industrial town in Mashhad metropolitan region. For data gathering of this research, interviews were conducted with managers of industrial firms using structured questionnaires. Based on this study, the effect of factors such as size of firms, inter-firm competition, the use of local labor force and institutional infrastructures were significant in the innovation of the firms studied, and 44% of the changes in the firms’ innovation occurred as a result of the change in these factors. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=regional%20knowledge%20networks" title="regional knowledge networks">regional knowledge networks</a>, <a href="https://publications.waset.org/abstracts/search?q=learning%20regions" title=" learning regions"> learning regions</a>, <a href="https://publications.waset.org/abstracts/search?q=interactive%20learning" title=" interactive learning"> interactive learning</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a> </p> <a href="https://publications.waset.org/abstracts/85559/investigating-the-factors-affecting-the-innovation-of-firms-in-metropolitan-regions-the-case-of-mashhad-metropolitan-region-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85559.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">179</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">6932</span> [Keynote Talk]: Knowledge Codification and Innovation Success within Digital Platforms</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Wissal%20Ben%20Arfi">Wissal Ben Arfi</a>, <a href="https://publications.waset.org/abstracts/search?q=Lubica%20Hikkerova"> Lubica Hikkerova</a>, <a href="https://publications.waset.org/abstracts/search?q=Jean-Michel%20Sahut"> Jean-Michel Sahut</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examines interfirm networks in the digital transformation era, and in particular, how tacit knowledge codification affects innovation success within digital platforms. Hence, one of the most important features of digital transformation and innovation process outcomes is the emergence of digital platforms, as an interfirm network, at the heart of open innovation. This research aims to illuminate how digital platforms influence inter-organizational innovation through virtual team interactions and knowledge sharing practices within an interfirm network. Consequently, it contributes to the respective strategic management literature on new product development (NPD), open innovation, industrial management, and its emerging interfirm networks’ management. The empirical findings show, on the one hand, that knowledge conversion may be enhanced, especially by the socialization which seems to be the most important phase as it has played a crucial role to hold the virtual team members together. On the other hand, in the process of socialization, the tacit knowledge codification is crucial because it provides the structure needed for the interfirm network actors to interact and act to reach common goals which favor the emergence of open innovation. Finally, our results offer several conditions necessary, but not always sufficient, for interfirm managers involved in NPD and innovation concerning strategies to increasingly shape interconnected and borderless markets and business collaborations. In the digital transformation era, the need for adaptive and innovative business models as well as new and flexible network forms is becoming more significant than ever. Supported by technological advancements and digital platforms, companies could benefit from increased market opportunities and creating new markets for their innovations through alliances and collaborative strategies, as a mode of reducing or eliminating uncertainty environments or entry barriers. Consequently, an efficient and well-structured interfirm network is essential to create network capabilities, to ensure tacit knowledge sharing, to enhance organizational learning and to foster open innovation success within digital platforms. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=interfirm%20networks" title="interfirm networks">interfirm networks</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20platform" title=" digital platform"> digital platform</a>, <a href="https://publications.waset.org/abstracts/search?q=virtual%20teams" title=" virtual teams"> virtual teams</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=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a> </p> <a href="https://publications.waset.org/abstracts/114296/keynote-talk-knowledge-codification-and-innovation-success-within-digital-platforms" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/114296.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">130</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">6931</span> The Post-Hegemony of Post-Capitalism: Towards a Political Theory of Open Cooperativism</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vangelis%20Papadimitropoulos">Vangelis Papadimitropoulos</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper is part of the research project “Techno-Social Innovation in the Collaborative Economy'', funded by the Hellenic Foundation of Research and Innovation for the years 2022-2024. The research project examines the normative and empirical conditions of grassroots technologically driven innovation, potentially enabling the transition towards a commons-oriented post-capitalist economy. The project carries out a conceptually led and empirically grounded multi-case study of the digital commons, open-source technologies, platform cooperatives, open cooperatives and Distributed Autonomous Organizations (DAOs) on the Blockchain. The methodological scope of research is interdisciplinary inasmuch as it comprises political theory, economics, sustainability science and computer science, among others. The research draws specifically on Michel Bauwens and Vasilis Kostakis' model of open cooperativism between the commons, ethical market entities and a partner state. Bauwens and Kostakis advocate for a commons-based counter-hegemonic post-capitalist transition beyond and against neoliberalism. The research further employs Laclau and Mouffe's discourse theory of hegemony to introduce a post-hegemonic conceptualization of the model of open cooperativism. Thus, the paper aims to outline the theoretical contribution of the research project to contemporary political theory debates on post-capitalism and the collaborative economy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=open%20cooperativism" title="open cooperativism">open cooperativism</a>, <a href="https://publications.waset.org/abstracts/search?q=techno-social%20innovation" title=" techno-social innovation"> techno-social innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=post-hegemony" title=" post-hegemony"> post-hegemony</a>, <a href="https://publications.waset.org/abstracts/search?q=post-capitalism" title=" post-capitalism"> post-capitalism</a> </p> <a href="https://publications.waset.org/abstracts/162289/the-post-hegemony-of-post-capitalism-towards-a-political-theory-of-open-cooperativism" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162289.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">66</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">6930</span> Interdisciplinary Collaborative Innovation Mechanism for Sustainability Challenges</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=C.%20Park">C. Park</a>, <a href="https://publications.waset.org/abstracts/search?q=H.%20Lee"> H. Lee</a>, <a href="https://publications.waset.org/abstracts/search?q=Y-J.%20Lee"> Y-J. Lee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Aim: This study presents Interdisciplinary Collaborative Innovation Mechanism as a medium to enable the effective generation of innovations for sustainability challenges facing humanities. Background: Interdisciplinary approach of fusing disparate knowledge and perspectives from diverse expertise and subject areas is one of the key requirements to address the intricate nature of sustainability issues. There is a lack of rigorous empirical study of the systematic structure of interdisciplinary collaborative innovation for sustainability to date. Method: To address this research gap, the action research approach is adopted to develop the Interdisciplinary Collaborative Innovation Mechanism (ICIM) framework based on an empirical study of a total of 28 open innovation competitions in the format of MAKEathons between 2016 to 2023. First, the conceptual framework was formulated based on the literature findings, and the framework was subsequently tested and iterated. Outcomes: The findings provide the ICIM framework composed of five elements: Discipline Diversity Quadruple; Systematic Structure; Inspirational Stimuli; Supportive Collaboration Environment; and Hardware and Intellectual Support. The framework offers a discussion of the key elements when attempting to facilitate interdisciplinary collaboration for sustainability innovation. Contributions: This study contributes to two burgeoning areas of sustainable development and open innovation studies by articulating the concrete structure to bridge the gap. In practice, the framework helps facilitate effective innovation processes and positive social and environmental impact created for real-world sustainability challenges. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=action%20research" title="action research">action research</a>, <a href="https://publications.waset.org/abstracts/search?q=interdisciplinary%20collaboration" title=" interdisciplinary collaboration"> interdisciplinary collaboration</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=problem-solving" title=" problem-solving"> problem-solving</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20development" title=" sustainable development"> sustainable development</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability%20challenges" title=" sustainability challenges"> sustainability challenges</a> </p> <a href="https://publications.waset.org/abstracts/164060/interdisciplinary-collaborative-innovation-mechanism-for-sustainability-challenges" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/164060.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">247</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">6929</span> Pre-Service Science Teachers' Perceptions Related to the Concept of Laboratory: A Metaphorical Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Salih%20Uzun">Salih Uzun</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The laboratory activities are seen an indispensable part of science, teaching, and learning. In this study, the aim was to identify pre-service science teachers’ perceptions related to the concept of laboratory through metaphors. It is expressed that metaphors can be used as a powerful research tool in order to understand personal perceptions. Therefore, metaphors were used with the aim of revealing a picture regarding how pre-service science teachers perceive laboratory. Within the scope of this aim, phenomenographic research design was adopted for this study and an answer was sought to the question; ‘What are pre-service science teachers’ perceptions about the concept of laboratory?’. The sample of this study was a total of 80 pre-service science teachers at various grade levels in Turkey. Participants were asked to complete the sentence; ‘Laboratory is like…; because…’. Documents including pre-service science teachers’ answers to the open-ended questions were used as data sources and the data were analysed with content analysis. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=laboratory" title="laboratory">laboratory</a>, <a href="https://publications.waset.org/abstracts/search?q=metaphor" title=" metaphor"> metaphor</a>, <a href="https://publications.waset.org/abstracts/search?q=phenomenology" title=" phenomenology"> phenomenology</a>, <a href="https://publications.waset.org/abstracts/search?q=pre-service%20science%20teachers" title=" pre-service science teachers"> pre-service science teachers</a> </p> <a href="https://publications.waset.org/abstracts/18484/pre-service-science-teachers-perceptions-related-to-the-concept-of-laboratory-a-metaphorical-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18484.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">433</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">6928</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">6927</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">6926</span> Social Media Idea Ontology: A Concept for Semantic Search of Product Ideas in Customer Knowledge through User-Centered Metrics and Natural Language Processing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Martin%20H%C2%A8ausl">Martin H¨ausl</a>, <a href="https://publications.waset.org/abstracts/search?q=Maximilian%20Auch"> Maximilian Auch</a>, <a href="https://publications.waset.org/abstracts/search?q=Johannes%20Forster"> Johannes Forster</a>, <a href="https://publications.waset.org/abstracts/search?q=Peter%20Mandl"> Peter Mandl</a>, <a href="https://publications.waset.org/abstracts/search?q=Alexander%20Schill"> Alexander Schill</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In order to survive on the market, companies must constantly develop improved and new products. These products are designed to serve the needs of their customers in the best possible way. The creation of new products is also called innovation and is primarily driven by a company’s internal research and development department. However, a new approach has been taking place for some years now, involving external knowledge in the innovation process. This approach is called open innovation and identifies customer knowledge as the most important source in the innovation process. This paper presents a concept of using social media posts as an external source to support the open innovation approach in its initial phase, the Ideation phase. For this purpose, the social media posts are semantically structured with the help of an ontology and the authors are evaluated using graph-theoretical metrics such as density. For the structuring and evaluation of relevant social media posts, we also use the findings of Natural Language Processing, e. g. Named Entity Recognition, specific dictionaries, Triple Tagger and Part-of-Speech-Tagger. The selection and evaluation of the tools used are discussed in this paper. Using our ontology and metrics to structure social media posts enables users to semantically search these posts for new product ideas and thus gain an improved insight into the external sources such as customer needs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=idea%20ontology" title="idea ontology">idea ontology</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=semantic%20search" title=" semantic search"> semantic search</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20information%20extraction" title=" open information extraction"> open information extraction</a> </p> <a href="https://publications.waset.org/abstracts/71424/social-media-idea-ontology-a-concept-for-semantic-search-of-product-ideas-in-customer-knowledge-through-user-centered-metrics-and-natural-language-processing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71424.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">188</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">6925</span> Intrapreneurship Discovery: Standard Strategy to Boost Innovation inside Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chiara%20Mansanta">Chiara Mansanta</a>, <a href="https://publications.waset.org/abstracts/search?q=Daniela%20Sani"> Daniela Sani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper studies the concept of intrapreneurship discovery for innovation and technology development related to the manufacturing industries set up in the center of Italy, in Marche Region. The study underlined the key drivers of the innovation process and the main factors that influence innovation. Starting from a literature study on open innovation, this paper examines the role of human capital to support company’s development. The empirical part of the study is based on a survey to 151 manufacturing companies that represent the 34% of that universe at the regional level. The survey underlined the main KPI’s that influence companies in their decision processes; then tools for these decision processes are presented. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20model" title="business model">business model</a>, <a href="https://publications.waset.org/abstracts/search?q=decision%20making" title=" decision making"> decision making</a>, <a href="https://publications.waset.org/abstracts/search?q=intrapreneurship%20discovery" title=" intrapreneurship discovery"> intrapreneurship discovery</a>, <a href="https://publications.waset.org/abstracts/search?q=standard%20methodology" title=" standard methodology"> standard methodology</a> </p> <a href="https://publications.waset.org/abstracts/102072/intrapreneurship-discovery-standard-strategy-to-boost-innovation-inside-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/102072.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">175</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">6924</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">6923</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">6922</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">159</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">6921</span> Competitiveness of African Countries through Open Quintuple Helix Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=B.%20G.%20C.%20Ahodode">B. G. C. Ahodode</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Fekkaklouhail"> S. Fekkaklouhail</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Following the triple helix theory, this study aims to evaluate the innovation system effect on African countries’ competitiveness by taking into account external contributions; according to the extent that developing countries (especially African countries) are characterized by weak innovation systems whose synergy operates more at the foreign level than domestic and global. To do this, we used the correlation test, parsimonious regression techniques, and panel estimation between 2013 and 2016. Results show that the degree of innovation synergy has a significant effect on competitiveness in Africa. Specifically, while the opening system (OPESYS) and social system (SOCSYS) contribute respectively in importance order to 0.634 and 0.284 (at 1%) significant points of increase in the GCI, the political system (POLSYS) and educational system (EDUSYS) only increase it to 0.322 and 0.169 at 5% significance level while the effect of the economic system (ECOSYS) is not significant on Global Competitiveness Index. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation%20system" title="innovation system">innovation system</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=competitiveness" title=" competitiveness"> competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=Africa" title=" Africa"> Africa</a> </p> <a href="https://publications.waset.org/abstracts/168494/competitiveness-of-african-countries-through-open-quintuple-helix-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168494.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">69</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=open%20innovation%20laboratory&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=open%20innovation%20laboratory&page=3">3</a></li> <li class="page-item"><a class="page-link" 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