Innovation Strategies and Segment Reporting: A Case Study of Corporate Electronics Groups in Japan

2016 ◽  
pp. 111-129
Author(s):  
Shufuku Hiraoka
Keyword(s):  
Segment Reporting ◽  
Innovation Strategies

scholarly journals HOW DOES THE INSTITUTIONAL CONTEXT OF AN EMERGING ECONOMY SHAPE THE INNOVATION TRAJECTORY OF DIFFERENT TYPES OF COMPANIES? A CASE STUDY OF INDIA

2020 ◽  
Vol 14 (2) ◽  
pp. 36-51
Author(s):  
Harini Mittal
Keyword(s):  
Multinational Corporations ◽  
Institutional Context ◽  
Emerging Economy ◽  
Qualitative Assessment ◽  
Primary Data ◽  
Institutional Voids ◽  
Innovation Strategies ◽  
Start Ups ◽  
The Impact

Institutional voids faced by emerging economies have received a lot of attention in recent literature. However, the impact of institutional voids in an emerging economy on the level of company innovation strategies and output is a less researched topic. Using India as a case study, this paper presents a qualitative assessment of the impact of the institutional context of this emerging economy on innovation strategies and consequent outputs of private Indian companies of various sizes and ages. Primary data for the study were collected by means of surveys, in-depth interviews, and secondary data sources including government reports, World Bank and United Nations reports, research articles, and in-depth industry surveys. The paper concludes that in India, large companies and start-ups are more innovative. Most innovations are imitative in nature, and/or driven by customer requirements, and/or international quality norms. “New-to-the-world” innovations are scarce and are mostly driven by multinational corporations (MNCs), government institutions, and to some extent large Indian companies. The paper concludes that in a rapidly emerging economy like India, large companies are more innovative because of their resilience, internal systems, and capabilities that can overcome voids, and exploit opportunities. The fast-paced transitions have created more opportunities for start-ups than small and medium-sized enterprises (SMEs), thereby creating unequal innovation opportunities for companies of different sizes and ages, as distinct coping strategies are required for innovation to occur.

The evolution of the pathways of innovation strategies in the automotive industry. The case of Fiat Chrysler Automobiles

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elena Candelo ◽  
Ciro Troise ◽  
Diego Matricano ◽  
Amedeo Lepore ◽  
Mario Sorrentino
Keyword(s):  
Automotive Industry ◽  
Open Innovation ◽  
Relevant Literature ◽  
Theoretical Framework ◽  
Knowledge Flows ◽  
Historical Period ◽  
Content Type ◽  
Innovation Activities ◽  
Innovation Strategies

PurposeFundamental management innovations have been ideated and developed in the automotive industry. Over the years, carmakers have radically modified their innovation strategies. Currently, carmakers are increasingly adopting open innovation approaches, moving from a closed to open innovation paradigm. The aim of this paper is to reconstruct the evolution of the innovation activities performed by carmakers and to propose an original periodisation of innovation strategies in the automotive industry since its origins.Design/methodology/approachThis paper analyses the relevant literature and proposes a theoretical framework that defines how innovation strategies have changed from the birth of the automotive industry to current times. A detailed in-depth case study of Fiat Chrysler Automobiles (FCA), one of the top ten global carmakers, is used to corroborate the theoretical framework. The case study reconstructs the entire evolution of the innovation strategies of the company from its origins to the present day.FindingsThe paper proposes an original periodisation by identifying three evolutionary phases of innovation strategies pursued by carmakers: “internal innovation”, “collaborative innovation” and “towards open innovation”. Each phase embraces a historical period, and for each period, the most relevant managerial aspects, as well as the types and direction of knowledge flows for fostering innovation, are analysed. The case study provides clear evidence that FCA has undergone the three above-cited phases in fostering its innovation strategies.Originality/valueThe study reconstructs the evolution of the innovation strategies performed by global carmakers, proposing an original periodisation of the transitions that occurred in practice in the automotive industry. This paper is among the first to explore the evolution of innovation strategies in the automotive industry since its origins to date and to highlight the salient differences that have occurred over time.

Theoretical Model for a Local Economy Open Innovation Program

2013 ◽  
pp. 236-257
Author(s):  
Amiram Porath
Keyword(s):  
Theoretical Model ◽  
Open Innovation ◽  
Local Economy ◽  
Government Support ◽  
Collaborative Effort ◽  
National Program ◽  
Working Together ◽  
Innovation Strategies

This chapter presents a model of open innovation as a collaborative effort of firms, mostly SMEs that are managed under a government support with the assistive involvement of academia. While normally industry-academia cooperation is R&D focused, the model presented is a model of open innovation not involving dedicated R&D. It deals with the process of assimilating existing technologies and methodologies; the model focuses on search, identification, and implementation phases to improve competitiveness through open innovation strategies. The model claims that specifically for SMEs, innovation not related to R&D, and especially open innovation, is hard to deal with alone. Therefore the model presents a group of SMEs working together towards that end, and the role of the governing authority supporting them. The model is supported by a short case study of a national program of Israel, the Users Association for Advanced Technologies.

Innovation strategies geared toward the circular economy: A case study of the organic olive-oil industry

2018 ◽  
pp. 137-158 ◽  
Author(s):  
Antonino Galati ◽  
Giorgio Schifani ◽  
Maria Crescimanno ◽  
Demetris Vrontis ◽  
Giuseppina Migliore
Keyword(s):  
Olive Oil ◽  
Circular Economy ◽  
Oil Industry ◽  
Innovation Strategies

Design artefacts as flexible and persuasive tools for customer-centric innovation

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Jochen SCHWEITZER ◽  
Jacqueline (Jax) WECHSLER
Keyword(s):  
Organisational Change ◽  
Business Value ◽  
The Social ◽  
Innovation Strategies ◽  
Innovation Practices ◽  
Successful Change ◽  
Innovation Processes

More organisations are adopting customer-centric innovation practices to increase business value; however, very little is known about the factors driving customer-centric innovation or the conditions under which innovation succeeds. Similarly, very little is known about the role of design artefacts as inputs in customer-centric innovation processes or as instruments that support the organisational change required for successful change. A practice-led case study was conducted to examine the role of design artefacts and to demonstrate how they are flexible and persuasive tools that mediate the social and intertwined demands of customer-centric innovation strategies. Five distinct roles of design artefacts are proposed and their value in contributing to innovation and organisational change are considered.

INNOVATION MANAGEMENT RESPONSES TO REGULATION—SUP-DIRECTIVE AND REPLACING PLASTIC

2021 ◽  
Author(s):  
PIA HURMELINNA-LAUKKANEN ◽  
EELIS PAUKKU ◽  
SANNA TASKILA
Keyword(s):  
Innovation Management ◽  
Multiple Case Study ◽  
Sustainable Technologies ◽  
Innovation Activities ◽  
Multiple Case ◽  
Innovation Strategies ◽  
Survival Mode ◽  
Development Trajectories ◽  
And Diffusion

Changes in regulation trigger changes in the innovation environments. They may block specific development trajectories, but they may simultaneously inspire and stimulate completely new openings. In this study, we look into regulation that aims to address environmental problems and facilitate creation and diffusion of sustainable technologies and processes as we examine the responses of innovators to the regulation on plastic use and production—specifically, the so-called SUP-directive. A multiple-case study comprising six companies suggests that companies manage (with) the regulation-induced innovation and needs for change by adopting three distinctive strategies: (1) proactive change orientation, (2) reactive opportunity capturing, or (3) reactive survival mode. Acknowledging that sustainability-oriented regulation may push companies with environmentally friendly innovation activities and solutions towards reactive survival mode highlights the need for managerial agility in adjusting the solutions and the ability to adopt parallel innovation strategies. Observing the strategies adopted by innovators also is informative when evaluating whether the regulation meets its profound goals and intended effects.

How to evaluate innovation strategies with a transformative ambition? A proposal for a structured, process-based approach

2019 ◽  
Vol 46 (5) ◽  
pp. 635-647
Author(s):  
Henning Kroll
Keyword(s):  
Agenda Setting ◽  
Economic Transformation ◽  
Societal Change ◽  
Regional Innovation Systems ◽  
Regional Innovation ◽  
Policy Measures ◽  
Policy Mixes ◽  
Innovation Strategies ◽  
Definition Of

Abstract In recent years, policymakers have increased their ambitions to shape the development of national and regional innovation systems. More often than was, innovation strategies now come with the ambition to support economic transformation and societal change in a way that requires the rearrangement of existing policy mixes. With a view to policy assessment, these developments raise new, so far untackled challenges. Against this background, this article illustrates that standard approaches to programme evaluation must be unfit to assess overarching strategies. It finds that this is not only a function of their complexity but also of the open-ended nature of processes required to translate strategic ambitions into concrete actions. To better grasp those, it puts forward a novel heuristic to structure our understanding of the discursive process preceding the definition of tangible policy measures at three levels: strategy agenda setting, thematic orientation, and instrumentation. Subsequently, it demonstrates how this approach helps localize and clarify instances of failure for later assessment. Based on a detailed case study, it underlines that efforts to ensure the consequential translation of ambitions into corresponding measures will lead to better results than the futile attempt to keep the resulting policy mixes free of any formal inconsistencies.

scholarly journals INSTITUTIONAL VS. SECTORAL DIMENSION OF INNOVATION STRATEGIES OF FIRMS

2014 ◽  
Vol 19 (Supplement_1) ◽  
pp. S360-S382 ◽  
Author(s):  
Inga Stankevičė ◽  
Giedrius Jucevičius
Keyword(s):  
Cluster Analysis ◽  
Correlation Analysis ◽  
Innovation Strategy ◽  
Exploratory Case Study ◽  
National Institutions ◽  
Cross Tabulation ◽  
Innovation Strategies

In light of the controversy of the dispute about the role of national institutions in shaping innovation strategies of firms, and in light of the lack of explicitness of the notion of innovation strategy within the dispute, this paper aims at ascertaining if national institutional subjection of a firm is fateful in shaping its innovation strategy. The sample companies represented two distinct sets of institutions – Lithuanian vs. Swiss, and two distinct sectors – laser producers vs. contact centres. Warm-house conditions were ensured to eliminate other potentially disruptive factors. Following methods were used to analyse the data: exploratory case study, correlation analysis, test of difference, cluster analysis, and cross-tabulation. The survey highlighted the most important, with regard to national and sectoral disparities, characteristics of innovation strategy.

Sign in / Sign up

Export Citation Format

Share Document