Leadership and Innovation Strategies in Banking

2013 ◽  
pp. 259-266
Author(s):  
Ümit Hacioglu ◽  
Hasan Dincer ◽  
Aylin Ipekci
Keyword(s):  
Innovation Strategies

Matching Innovation Strategy to the Lifecycle of the Firm

2018 ◽  
Vol 18 (3) ◽  
pp. 42-49
Keyword(s):  
Small Businesses ◽  
Exploratory Study ◽  
Innovation Strategy ◽  
Future Directions ◽  
Innovation Strategies

This exploratory study looks at the innovation strategies employed during specific stages of the firm lifecycle for small businesses. The study locates and uncovers seven themes surrounding the intersection of innovation strategies and the different stages of the firm. In so doing, future directions to answer the questions uncovered by this exploratory study are suggested.

Effect of Innovation Strategies on Sme Performance Mediated Competitive Advantages

2019 ◽  
Vol 118 (2) ◽  
pp. 94-97
Author(s):  
Mohammad Mabrur Taufik ◽  
DewiPuspaningtyas Faeni
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Structural Equation ◽  
Small And Medium Enterprises ◽  
Simple Random Sampling ◽  
Innovation Strategy ◽  
Product Introduction ◽  
Research Population ◽  
Innovation Strategies ◽  
Medium Enterprises

Small and Medium Enterprises and Indonesian Cooperatives (SMESCO) are strategies in promoting and introducing Indonesia's superior products to the international community. Through SMESCO, SME owners can work together on standardization of SME products, SME quality standardization and at the same time a forum for fostering SMEs to market their products, through human resource development programs including seminars, training, workshops and product introduction through online shops and mentoring programs. The research aims to prove and analyse the influence of: innovation strategies on the performance of SMEs in SMESCO Indonesia directly or through competitive advantage; innovation strategy towards competitive advantage; competitive advantage towards the performance of SMEs at SMESCO Indonesia. The research population is all SME companies that partner with SMESCO Indonesia. Sampling is done by probability sampling with a simple random sampling method. Data analysis using Structural Equation Modelling-Partial Least Squares, a sample of 147 small and medium business owners at SMESCO Indonesia. The results of the study prove: (1) The innovation strategy does not directly have a significant effect on the increasing performance of SME companies in SMESCO Indonesia but has a significant effect through competitive advantage; (2) Competitive advantage has a significanteffect on the increasing performance of SMEs in Indonesia.

Reference Groups and Product Innovation Strategies

2010 ◽  
Author(s):  
Jiong Sun ◽  
Tao Chen ◽  
Jinhong Xie ◽  
Fei Li ◽  
Gao Wang
Keyword(s):  
Product Innovation ◽  
Reference Groups ◽  
Innovation Strategies

Evaluating European Regional Innovation Strategies

2008 ◽  
Vol 16 (8) ◽  
pp. 1145-1160 ◽  
Author(s):  
Jon Mikel Zabala-Iturriagagoitia ◽  
Fernando Jiménez-Sáez ◽  
Elena Castro-Martínez
Keyword(s):  
Regional Innovation ◽  
Innovation Strategies ◽  
European Regional

scholarly journals Active Participation of E-Consumer: A Qualitative Analysis From Fashion Retailer Perspective

SAGE Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 215824402097916
Author(s):  
Carlota Lorenzo-Romero ◽  
María-Encarnación Andrés-Martínez ◽  
María Cordente-Rodríguez ◽  
Miguel Ángel Gómez-Borja
Keyword(s):  
Decision Making ◽  
Qualitative Research ◽  
Theoretical Model ◽  
Qualitative Analysis ◽  
Social Networking ◽  
Innovation Strategy ◽  
Efficiency And Effectiveness ◽  
Innovation Strategies ◽  
Depth Interviews ◽  
The Web

This work aims to study the web innovation strategies used by Spanish companies in the fashion and accessories sector, with the specific aim of analyzing co-creation as an innovation strategy so that this link with customers will improve efficiency and effectiveness in decision-making. Qualitative research was carried out through in-depth interviews with Spanish professionals and companies in the fashion and accessories sector. Then, a theoretical model was proposed. This model integrates value co-creation, social networking, participation, engagement, feedback, and other variables. This qualitative analysis has relevant value for the professional sector because there are many papers from consumers’ perspective; however, studies from the retail sector’s perspective are less common in the literature. This study contributes ideas for the strategy of co-participation with clients to improve the activity and management of fashion companies.

Entrepreneurial university: The relationship between smart specialization innovation strategies and university-region collaboration

2021 ◽  
Vol 65 ◽  
pp. 101560
Author(s):  
Esraa Bukhari ◽  
Marina Dabic ◽  
Dara Shifrer ◽  
Tugrul Daim ◽  
Dirk Meissner
Keyword(s):  
Entrepreneurial University ◽  
Innovation Strategies ◽  
Smart Specialization ◽  
The Relationship

scholarly journals Who Drives Green Innovation? A Game Theoretical Analysis of a Closed-Loop Supply Chain under Different Power Structures

2020 ◽  
Vol 17 (7) ◽  
pp. 2274 ◽  
Author(s):  
Dooho Lee
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Closed Loop ◽  
Stackelberg Game ◽  
Innovation Strategy ◽  
Market Demand ◽  
Green Innovation ◽  
Closed Loop Supply Chain ◽  
Innovation Strategies ◽  
Market Leadership

As awareness of environmental protection increases worldwide, enterprises have been building their supply chains in ways that conserve natural resources and minimize the creation of pollutants. One of the practical ways to make supply chains more sustainable is for enterprises to utilize green innovation strategies and to increase resource reuse. In this work, we focus on a closed-loop supply chain (CLSC) consisting of a manufacturer, a retailer, and a collector. In the investigated CLSC, the manufacturer and the retailer drive the green innovation strategy either individually or simultaneously to boost market demand. In the reverse flow of the CLSC, the collector is responsible for collecting consumers’ used products and transferring them to the manufacturer for remanufacturing. By combining two types of the market leadership and three types of green innovation strategies, we establish six different Stackelberg game models and solve them analytically. Through an extensive comparative analysis, we show who should have market leadership and who should drive the green innovation strategy in the CLSC. Various numerical examples are also given to support our major findings. One of our key findings suggests that the supply chain members must participate in green innovation activities at the same time to achieve a win-win scenario in the CLSC.

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