Strategic Innovation in the Organization Governance: The Eight-Folding of the Mission Balance

2019 ◽  
pp. 183-202
Author(s):  
Mihai V. Putz
Keyword(s):  
Strategic Innovation

Strategic Innovation, Market Orientation Toward SMEs Performance In Indonesia Mediated by Competitive Advantage

2019 ◽  
Vol 118 (4) ◽  
pp. 35-44
Author(s):  
Mohammad Mabrur Taufik ◽  
Surachman ◽  
Mintarti Rahayu ◽  
Ananda Sabil Huesein
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Positive Correlation ◽  
Purposive Sampling ◽  
Strategic Innovation ◽  
Equation Modelling

This research applied sctructural equation modelling (SEM-AMOS) withtotal of 126 respondentsowners of  SMEs in Indonesia. Metodhs used is non probability purposive sampling. Conclusion of this research were: market orientation and startegic innovationhave positive correlationstoward SMEs' performancein Indonesia; secondly: market orientation and strategic innovation have no positive correlation toward SMEs' performance in Indonesia mediated by competitive advantge which contradicted previous reserach (Taufik, 2018).

The Role of Strategic Innovation in the Sustainability of Healthcare Service Businesses in Zimbabwe: The Case of PSMI Limited

2020 ◽  
Vol 11 (1) ◽  
pp. 140-140
Author(s):  
Frederick Farai Muchena ◽  
Osaro Aigbogun
Keyword(s):  
Linear Regression ◽  
Product Innovation ◽  
Healthcare Service ◽  
Positive Relationship ◽  
Technology Innovation ◽  
Service Innovation ◽  
Process Innovation ◽  
Strategic Innovation ◽  
Unit Increase ◽  
Service Businesses

This study evaluates the extent to which product, technology, service, and process innovations influence the sustainability of Healthcare service businesses. The context of the study is Premier Service Medical Investments (PSMI) Limited, Zimbabwe. A quantitative research, with a deductive approach was conducted using a self-administered structured questionnaire which was anchored on a 7-point Likert scale for gathering survey primary data. A purposively recruited sample of 350 employees with leadership responsibilities, were drawn from executive, middle management and supervisory levels. After testing and validating the reliability and validity of the questionnaire measures, a logistic regression was run to test the research hypotheses. The results reveal the following: Service Innovation had a positive relationship with Sustainability, indicating that a unit increase in Service Innovation has an effect of a 256% increase in odds of Sustainability. Product Innovation had a negative relationship with Sustainability, indicating that a unit increase in Product Innovation has an effect of a 13% decrease in odds of Sustainability. Technology Innovation had a positive relationship with Sustainability, indicating that a unit increase in Technology Innovation has an effect of a 25% increase in odds of Sustainability. Process Innovation had a positive relationship with Sustainability, indicating that a unit increase in Process Innovation has an effect of a 117% increase in odds of Sustainability. Moreover, using the linear regression method, the variable Service Innovation indicated that with an additional service, Sustainability increases by 27.1%. Technology Innovation showed that with an additional technology, sustainability increases by 4.3%. Process Innovation indicated that with an additional process, Sustainability increases by 36.6%. From the results, using the both the logistic and linear regression models, the findings indicate that strategic innovation significantly influences sustainability of healthcare services business in Zimbabwe. Arising from this research, sustainability of healthcare care business is seen to be triggered and driven by all 4 types of innovation evaluated in this research, namely: service, process, product and technology. It is recommended that these innovation dimensions be implemented within a defined internal environment supported by an innovation hub. Keywords: Sustainability, Strategic Innovation, Logistic Regression, Linear Regression, Process Innovation, Service Innovation, Product Innovation, Technology Innovation

Strategic Innovation and Service Delivery in Public Universities in Kenya: A Case of Kenyatta University

2019 ◽  
Vol 3 (III) ◽  
pp. 199-211
Author(s):  
Stella Gati Maroa ◽  
Mary Namusonge
Keyword(s):  
Regression Analysis ◽  
Service Delivery ◽  
Diffusion Of Innovation ◽  
Technology Use ◽  
Public Universities ◽  
Policy Objective ◽  
The Public ◽  
Strategic Innovation ◽  
Use Of Technology ◽  
The Government

Strategic innovation is a strategic tool that can be used to align the institution’s resources and capabilities with opportunities in the external environment in order to enhance survival and long term success of the organization.  Innovation promotes use of technology consequently impacting positively on service delivery. Public universities reforms have been a necessary and on-going policy objective for the Government of Kenya. Innovation as one of the approaches to the reforms is intended to induce an overhaul the public university system to better serve the needs of both government and the citizens with improved delivery of public services. In Kenya technology in public institutions has not been effectively used to enhance service delivery more so institutions where technology use has been embraced, its impact on service delivery has not been assessed effectively. This study applied the institutional theory, diffusion of innovation theory and stakeholders theory of management to determine how strategic innovation at Kenyatta University impacts on service delivery. The general objective of this study therefore was to determine the effect of strategic innovation on service delivery in Kenyatta University. Specific objectives included finding out the influence of eLearning, online student registration and use of e-messaging services on service delivery in Kenyatta University. A population of 72,000 students admitted to Kenyatta University was used from which random sampling was conducted to a sample of 200 students using Nassiuma’s formula. Data was collected by disbursing physically the questionnaires to the students. Descriptive and regression analysis was conducted using SPSS 22 to provide findings on the study. The study conducted a multiple regression analysis to estimate the model for the study. The study had a coefficient of correlation R of 0.912 an indication of strong of correlation between the variables and a coefficient of adjusted R2 was 0.814.This means that there was a significant correlations between the variables and service delivery at Kenyatta University however other factors that are not considered in the research paper contribute approximately 18.6% of the service delivery at Kenyatta University. Therefore, a very extensive further research is highly required to investigate and come up with other factors of the viability to service delivery at Kenyatta University. The study concluded that the strategic innovation of the public universities ranges from the products and services offered and is determined by the technology that is revolutionizing the current global world and has improved the service delivery at Kenyatta University. A strategic innovation brings a lot of advantages and has a great impact on human and business daily life. Therefore, strategic innovation development is the best choice in helping higher institution of learning stay on track.

scholarly journals Collective memory in primate conflict implied by temporal scaling collapse

2017 ◽  
Vol 14 (134) ◽  
pp. 20170223 ◽  
Author(s):  
Edward D. Lee ◽  
Bryan C. Daniels ◽  
David C. Krakauer ◽  
Jessica C. Flack
Keyword(s):  
Collective Memory ◽  
Intervention Strategy ◽  
Evolutionary Games ◽  
Temporal Correlation ◽  
Universal Curve ◽  
Strategic Innovation ◽  
Pairwise Interactions ◽  
Typical Time ◽  
Conflict Duration ◽  
Standard Models

In biological systems, prolonged conflict is costly, whereas contained conflict permits strategic innovation and refinement. Causes of variation in conflict size and duration are not well understood. We use a well-studied primate society model system to study how conflicts grow. We find conflict duration is a ‘first to fight’ growth process that scales superlinearly, with the number of possible pairwise interactions. This is in contrast with a ‘first to fail’ process that characterizes peaceful durations. Rescaling conflict distributions reveals a universal curve, showing that the typical time scale of correlated interactions exceeds nearly all individual fights. This temporal correlation implies collective memory across pairwise interactions beyond those assumed in standard models of contagion growth or iterated evolutionary games. By accounting for memory, we make quantitative predictions for interventions that mitigate or enhance the spread of conflict. Managing conflict involves balancing the efficient use of limited resources with an intervention strategy that allows for conflict while keeping it contained and controlled.

scholarly journals Strategic Innovation, Knowledge Sharing and Policy Innovation Factors In E-Government in Developing Countries: The Case of Tanzania

2015 ◽  
Vol 30 (3) ◽  
pp. 91-123
Author(s):  
Lupilya Emmanuel Constantine ◽  
Park J Hun
Keyword(s):  
Developing Countries ◽  
Knowledge Sharing ◽  
Government Policy ◽  
National Level ◽  
Policy Innovation ◽  
Think Tank ◽  
Government Institutions ◽  
Strategic Innovation ◽  
Research Alliance ◽  
Innovation Knowledge

The existing gap from strategic innovation in e-government knowledge creation has affected the effort to timely develop e-government policy in Tanzania. This paper is an attempt to describe multiple innovations outside the Tanzania that involve developing country collaboration, institutional innovation and resources and their linkages to national e-government-think tank. The central argument of this paper is to find factors for enhancing the development of national e-government policy innovation outside Tanzania. We developed national e-government policy framework to orchestrate local innovation and forge ahead of the e-government policy innovation. To do so, we developed and administered a set of the questionnaire from government and private institutions, entrepreneurship and social network group. Data collections were conducted from July 15 to September 20, 2015. The exploratory factor analysis using SPSS version 22 was employed to analyze data for strategic innovation, knowledge sharing, and e-government policy innovation. Four critical factors were identified as the key driver to the success of national e-government policy innovation: Coordinate knowledge sharing on e-government policies in the nation and international institutions; empower and coordinate e-government-think tank forum locally and nationally; create a technoculture society at local and national level; and Support e-government research alliance & engagement respectively. In additional, three developing countries were used as a reference model to support these findings. Our conclusion shows how national e-government-think tank and research alliance can become a strategic innovation in e-government towards coordinating knowledge sharing within private and government institutions. This can represent as "valuable and intellectual assets" for government institutions' stability and change towards national e-government policy innovation process.

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