scholarly journals Strategies of innovation and appropriation. Sectoral analysis of Argentine manufacturing firms

2020 ◽  
Vol 5 (1) ◽  
pp. 116-157 ◽  
Author(s):  
Natalia Petelski ◽  
Darío Milesi ◽  
Vladimiro Verre
Keyword(s):  
Innovation Process ◽  
Industrial Sector ◽  
Manufacturing Firms ◽  
Innovative Activity ◽  
Structural Factors ◽  
Employment Dynamics ◽  
Sectoral Analysis ◽  
Innovation Activities ◽  
Complementary Assets ◽  
First Mover

Following the evolutionary and neoshumpeterian theoretical framework, this research studies how the appropriation strategy of firms is formed in different industrial sector and what factors explain the use of the mechanisms that firms use to protect their innovations. The analysis is based on evidence from Argentine manufacturing firms surveyed by the National Survey of Employment Dynamics and Innovation (ENDEI) for 2010-2012. The results of the statistical analysis allow to identify three clusters at the sectoral level with differentiated characteristics in terms of their innovation activities and business conformation. The cluster of high innovative activity shows a greater incidence of the use of secrecy and patents, while the cluster of low innovative activity presents a greater use of complementary assets and first mover. The econometric analysis (Probit models) shows different effects of the factors considered (type of effort and innovative results, capabilities, linkages, structural factors) on the mechanism used, showing that the appropriation strategy is an emerging of innovation process and differs according to the sectoral cluster considered. The type of innovative effort affects only the appropriation strategy of the high and low innovative activity clusters; while the structural factors of firms explain only the appropriation strategy of sectors of high and medium innovative activity.

FORMATION AND DEVELOPMENT OF INFORMATION AND METHODOLOGICAL TOOLS FOR ORGANIZATIONAL AND MANAGERIAL INNOVATIONS BASED ON THE ENGINEERING CENTER

2021 ◽  
Vol 1 (35) ◽  
pp. 30-36
Author(s):  
O.I Zhityaeva ◽  
Keyword(s):  
A Priori ◽  
Innovation Process ◽  
Industrial Sector ◽  
Innovative Activity ◽  
Industrial Complex ◽  
Distributed Information ◽  
Industrial Enterprises ◽  
Innovation Activities ◽  
The Russian Federation ◽  
Rules Of The Game

In the article, the author proposes the creation of information and methodological support for organizational and managerial innovations for industrial enterprises, which is a set of standards, methods, norms and regulations for the implementation of innovative activities, regulated by the relevant institutions and determining the «rules of the game». Organizational and managerial innovations were chosen by the author due to the fact that recently, the main attention is paid to product and technological innovations, and organizational and managerial innovations are either not paid at all, or are not given enough, although these are significant reserves for increasing the volume of innovation. Methodological tools for the development of information and methodological support for organizational and managerial innovations in the industrial sector are especially relevant for detailing the main operations of the innovation process, monitoring and managing the parameters of logical connections between the elements of control of this process. Based on this, the author concludes that the information and methodological support of organizational and managerial innovations at the present time in a modern industrial enterprise a priori formulates the need for the use of automated informatization systems for managing innovative processes, taking into account their constant analysis, assessment, monitoring and updating, according to the required changes in the innovative activity of the enterprise. The article studies a new direction of innovative processes in the industrial complex of the Russian Federation – the use and unification of engineering innovations in order to increase their efficiency. The author proposes to form a model of an information and innovation engineering center, based on "unified routes for designing engineering innovations", with direct linking of the design processes of organizational and managerial innovations to the phases of the life cycle of engineering innovations, within the boundaries of which the results are exchanged between the performers of different phases of the innovation activities. The author highlights the unique features used in the formation of an information and innovation engineering center, consisting in the spatial distribution of technological and information and resources for different subjects of innovation, through the organization and use of distributed information networks. The model proposed by the author of the information and innovation engineering center is aimed at the development of innovative activity of industrial enterprises.

scholarly journals THEORETICAL BASES OF THE INNOVATIVE ACTIVITY OF THE CANNING ENTERPRISE RESEARCH

2017 ◽  
Vol 19 (1(63)) ◽  
pp. 139-144
Author(s):  
O.I. Laiko ◽  
V.S. Ivanchenkov ◽  
I.V. Strutynska
Keyword(s):  
Financial Services ◽  
Innovation Process ◽  
Research Process ◽  
Innovative Activity ◽  
Black Sea Region ◽  
Financial Investment ◽  
Innovation Activities ◽  
Definition Of ◽  
Canning Industry

It is considered the essence of the terms of innovations and innovative activity of the canning industry enterprise, on example of enterprises of the Ukrainian Black Sea region. It is improved the classification of types of innovations and innovative processes for canning enterprises, by allocating relevant classification groups, that are actual in the aspect of modern scientific and practical approaches. The economic essence of the category of innovative susceptibility of enterprises is determined. According to the modern requirements and challenges that arise in the process of transformation of the national economic system it is determined the need of update of the theoretical basis for the study of innovation processes, and it is proved the necessity of formulation of the objective definitions and classifications of innovations, of the types of innovation activities that make key-point in the research process of the current realities of economic development. As a result of the research of various types and definitions of innovations, it is established that the most important for the analyzing process of innovations for enterprises in the canning industry are such classifications, which are based on the degree of participation in the production process (production and non-productive innovations: administrative, in other processes of internal management, in the processes of supply-sales, in circulation processes, financial services), on the functional purpose of innovations (production and technological, personnel, economic, logistic, marketing, financial, investment, infrastructure innovations). The definition of innovations for canning enterprises is given in the article, it is developed the classification of types of innovation for the canning enterprise that is oriented on objective features and distinguishes of the innovation process, which is actually carried out by domestic enterprises that allows to take into account the aspect of actuality.

The Effect of Research & Development Activities and Open Innovation Activities: A Key to Low/ Medium Technology Industries and Firms in Catalonia

2013 ◽  
Vol 5 (4) ◽  
pp. 225-236 ◽  
Author(s):  
Abd El salam El Rayyes ◽  
Jaume Valls-Pasola
Keyword(s):  
Open Innovation ◽  
Current Issue ◽  
Innovation Process ◽  
Industrial Sector ◽  
University Research ◽  
Research Development ◽  
Crucial Importance ◽  
Statistical Institute ◽  
Innovation Activities ◽  
Technology Industries

Research and Development (R&D) activities and Open Innovation activities (OI) have been of crucial importance in Low/Medium Technology (LMT) sectors that are based on the innovation abilities of LMT firms. This article analyzes the links between OI activities and R&D activities in Catalan (Spain) LMT firms. First, we develop a model of how innovation is developed within LMT Catalan firms. By analyzing R&D and OI activities in LMT firms, we measure both internal and external activities of these firms. Secondly, we explore the effects of R&D activities and OI activities in the industrial sector, and then the effects of both in the market of the Catalonia region. Catalan LMT firms have unique opportunities in the innovation process, yet face some obstacles. The objective of this article is to advocate for bridges to be built between university research and public centers, and LMT firms in Catalonia. To define the current issue within the field of Catalan LMT firms, we sample 2008 to 2010 data from the Spanish National Statistical Institute (INE), Statistical Institute of Catalonia (IDESCAT), and the Organization for Economic, Cooperation and Development (OECD).

scholarly journals Strengthening the Innovation Resilience of Polish Manufacturing Firms in Unstable Environments

2021 ◽  
Author(s):  
Anna Wziątek-Kubiak ◽  
Marek Pęczkowski
Keyword(s):  
Public Support ◽  
Probit Model ◽  
Manufacturing Firms ◽  
Community Innovation Survey ◽  
Innovation Activities ◽  
Turbulent Times ◽  
Unstable Environment ◽  
Innovative Resources ◽  
Accuracy Of Prediction ◽  
Second Period

AbstractThis study examines factors that increase resilience in innovation of Polish manufacturing firms in an unstable environment. Organizational resilience in innovation is the ability to continuously perform innovation in a turbulent environment and increase knowledge accumulation. In 2008–2012, Poland did not have crisis itself. Short-term slowdown of the economy was accompanied by a breakdown of innovation activities, with a medium-term effect. Based on the Polish Community Innovation Survey panel data for two periods: the innovation crisis (2008–2010), and the innovation pessimism period (2010–2012), this study shows which innovative resources change the probability of innovation continuity in the second period. In our probit model, we explore 42 factors of innovations. We found that financing, R&D and marketing increased the probability of continuity of innovation, but the influence of financing was the strongest. Persistence in innovation in turbulent times hence requires a change in the structure of innovation resources used. Due to the fact that public support on innovation did not increase the likelihood of the continuity of the innovation, a policy change is required. Reliability of our estimation is confirmed by accuracy of prediction of firms, which was 78.2%.

SOCIO-ECONOMIC ESSENCE AND CONTENT OF THE CATEGORIES «INNOVATION PROCESS» AND «INNOVATIVE ACTIVITY» (QUESTIONS OF THEORY AND METHODOLOGY)

2021 ◽  
Vol 1 (181) ◽  
pp. 28-38
Author(s):  
A.A Stepanov ◽  
◽  
M.V. Savina ◽  
I.A Stepanov ◽  
◽  
...  
Keyword(s):  
Critical Analysis ◽  
Innovation Management ◽  
Innovation Process ◽  
Digital Transformation ◽  
Innovative Activity ◽  
Innovation Activity ◽  
Economic Paradigm ◽  
Points Of View ◽  
The Moment ◽  
Functional Process

Based on a critical analysis of the authors’ various points of view on the content of the concepts of “innovation process” and “innovation activity” from the standpoint of modern concepts of innovation management in the era of information and digital transformation, the features of interrelated categories of the innovation process and innovation activity reflecting transformational changes in the moment are clarified and disclosed and the perspective of an innovative economic paradigm and perceived through the specifics and features of functional process-activity metamorphoses.

Knowledge-oriented leadership and technology standard innovation: a temporary-team perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hong Jiang ◽  
Kazuyuki Motohashi ◽  
Wentao Liu ◽  
Xu Zhang
Keyword(s):  
Knowledge Integration ◽  
Innovation Process ◽  
Underlying Mechanism ◽  
Mediating Effect ◽  
Technology Standards ◽  
Content Type ◽  
Innovation Activities ◽  
Technology Standard ◽  
Member Exchange ◽  
Knowledge Intensive

Purpose This study aims to investigate the relevance of knowledge-oriented leadership (KOL) to technology standard innovation (TSI) from a temporary-team perspective. The mediating and moderating effect on knowledge integration (KI) and leader–member exchange (LMX) is emphasized. Design/methodology/approach The conceptual model is built based on an exhaustive literature review and is empirically tested in terms of a sample of 341 Chinese individuals with TSI experience. Quantitative analysis was performed using a questionnaire with the bootstrapping method used to demonstrate the mediating effect of KI. Findings The empirical results of this study prove that KI mediates the relationship between KOL and TSI. The authors deduce that LMX moderates the positive relation between KOL and KI. Originality/value Few studies have investigated the innovation activities of technology standards from a temporary-team perspective. To the best of the authors’ knowledge, this is the first study to look into the underlying mechanism of KOL in TSI. This research deepens the analysis by introducing LMX’s moderating role in the innovation process of technology standards, thereby providing valuable insights for leaders of innovation activities of technology standards and illuminating new aspects of knowledge-intensive temporary-team management.

Neue Geschäftsmodelle in der Life Science Industrie durch einen ganzheitlichen Innovationsprozess

2021 ◽  
Vol 62 (1) ◽  
pp. 17-29
Author(s):  
Ouelid Ouyeder ◽  
Julia Hitzbleck ◽  
Henning Trill
Keyword(s):  
Business Models ◽  
Design Thinking ◽  
Life Science ◽  
Real Life ◽  
Idea Generation ◽  
Innovation Process ◽  
Innovation Activities ◽  
New Business ◽  
End To End ◽  
Lean Startup

Abstract The aim of this paper is to introduce an end-to-end development process for non-biomedical innovation and new business models of a Life Science company that integrates different methods such as Design Thinking, Lean Startup, Agility and others within one framework. Since 2016 this innovation process is an essential part of the internal Employee Innovation program and proves its applicability in a real-life setting. Projects teams develop and implement their new digital business models successfully by taking the introduced innovation process as guideline. This process enables the Life Science organization to run two global entrepreneurship programs (Catalyst Fund and Catalyst Box) that foster customer focus with fast and evidence-based experimentation. The article encompasses a real-life case study out of the Catalyst Fund program about the Farm Advisory Team from India. By using this example each phase of the innovation process is described schematically. Idea generation is easy-to-apply, but the implementation of ideas is one of the biggest challenges in larger corporations. The proposed end-to-end innovation process connects the dots of different innovation methods and provides guidance to company decision makers and project teams in order to structure their business model innovation activities/strategy and discussions. Zusammenfassung Das Ziel dieses Beitrags ist es, einen durchgängigen Innovationsprozess für nicht-biomedizinische Lösungen und Geschäftsmodelle eines Life-Science-Unternehmens vorzustellen, der verschiedene Methoden wie Design Thinking, Lean Startup, Agilität und andere innerhalb eines Gestaltungsrahmens integriert. Seit 2016 ist der Innovationsprozess ist ein wesentlicher Bestandteil des internen Employee Innovation Programms und beweist seine Anwendbarkeit in einem realen Umfeld. Projektteams entwickeln und implementieren ihre neuen digitalen Geschäftsmodelle erfolgreich, indem sie den vorgestellten Innovationsprozess als Leitfaden nutzen. Dieser Prozess ermöglicht es dem Life-Science-Unternehmen, zwei globale Entrepreneurship-Programme (Catalyst Fund und Catalyst Box) durchzuführen, die den Kundenfokus mit schnellen und evidenzbasierten Experimenten fördern. Der Artikel umfasst eine reale Fallstudie aus dem Catalyst Fund Programm über das Farm Advisory Team aus Indien. Anhand dieses Beispiels wird jede Phase des Innovationsprozesses schematisch beschrieben. Die Ideengenerierung ist leicht anwendbar, aber die Umsetzung von Ideen ist eine der größten Herausforderungen in größeren Unternehmen. Der vorgeschlagene End-to-End-Innovationsprozess integriert die verschiedenen Innovationsmethoden und bietet Entscheidungsträgern und Projektteams in Unternehmen eine Anleitung, um ihre Aktivitäten bzw. Strategie und Diskussionen zur Geschäftsmodellinnovation zu strukturieren.

STRATEGIC PROSPECTS FOR INNOVATION DEVELOPMENT OF AGRICULTURAL SECTOR OF CHERKASY REGION

2017 ◽  
Author(s):  
Viktoriia Zhmudenko ◽  
◽  
Mykola Diachenko ◽  
Keyword(s):  
Development Strategy ◽  
Agricultural Sector ◽  
Raw Materials ◽  
Industrial Sector ◽  
State Regulation ◽  
Innovative Activity ◽  
Innovative Development ◽  
Agricultural Enterprises ◽  
Industrial Enterprises ◽  
Effective Development

The article analyzes the current state of production activities of the agricultural sector of Cherkasy region economy, its organizational and legal structures and identifies strategic directions for its development. It is proved that the priority solution of urgent problems, such as: redistribution of land and property; restructuring of enterprises and forms of management; development of cooperation; introduction of market management methods - management and marketing; state regulation of the agricultural economy, financial, credit and tax systems; development of markets for agricultural products, material and technical resources and services; intensification and diversification of foreign economic activity will contribute to the development of the agro-industrial sphere of Cherkasy region. It is determined that the years 2021-2027 should be considered the strategic period, during which the provision of the country's population with food at the level of scientifically sound standards, growth of export potential and reduction of imports should be achieved. The necessity of introduction of innovative activity and process of innovations introduction in the production activity of the agricultural enterprises which are a basis of economic growth is proved. Obstacles to the innovative development of the regional agricultural sector are analyzed. The priority directions of innovative development of agro-industrial enterprises are indicated. The need to develop an innovative policy of agricultural enterprises in order to increase the efficiency of their operation is determined. It is noted that the priority of the agro-industrial sector development of Cherkasy region and its leading industries will provide the population with food products, industry with raw materials, and foreign trade with the export goods. It is established that innovative activity in agricultural enterprises is a decisive factor in the effective development and increase of agricultural production, significant changes in its structure, reassessment of the motivation system that meet the current principles of the Cherkasy Region Development Strategy for 2021-2027, which determines key vectors of the region in the long-term.

Understanding the relationship between organizational culture and inbound open innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Franz Barjak ◽  
Fabian Heimsch
Keyword(s):  
Corporate Culture ◽  
Open Innovation ◽  
Innovation Process ◽  
External Pressure ◽  
External Control ◽  
Specific Situation ◽  
Content Type ◽  
Process Innovations ◽  
Innovation Activities ◽  
The Relationship

PurposeThe relationship between corporate culture and inbound open innovation (OI) has been limited to two sub-constructs: a culture for openness and an innovation culture, but until now a richer conceptualization of corporate culture is missing.Design/methodology/approachThe authors apply Quinn and Rohrbaugh's (1983) competing values framework and regress these together with company internal and external control variables on five measures of inbound OI, reflecting product innovation, process innovation and the sourcing of innovation activities. The authors use data from a survey of more than 250 Swiss companies, primarily SMEs.FindingsThe importance of the firms' market environments suggests that the results are affected by the specific situation in which the firms found themselves at the time of the survey: after a strong currency shock, inbound OI activities seem to be a reaction to external pressure that favored planning and rule-oriented (formal) cultures to implement cost-cutting process innovations.Practical implicationsCompanies should develop a vision and a strategy, ensure open and transparent communication, have suitable reward and support mechanisms in place, adjust structures and processes, and institutionalize and formalize any change whenever they are confronted with a situation that requires a quick reaction and an adjustment to their degree of openness.Originality/valueThe paper clarifies the relationship between cultural traits and inbound OI, using a well-established understanding of corporate culture and differentiating between innovation types. It points to the importance of the external environment in order to understand the role of culture.

STRATEGIC AND OPERATIVE LEVEL FRONT-END INNOVATION ACTIVITIES — INTEGRATION PERSPECTIVE

2007 ◽  
Vol 04 (04) ◽  
pp. 433-456 ◽  
Author(s):  
JARNO POSKELA
Keyword(s):  
Decision Making ◽  
Product Innovation ◽  
Innovation Process ◽  
Business Strategies ◽  
Innovation Activities ◽  
Front End ◽  
Top Managers ◽  
Critical Phase ◽  
Strategy Making ◽  
Target Markets

The front-end phase is in the literature generally regarded as the most critical phase of the innovation process. Front-end management has a strategic nature since important decisions related e.g. to target markets and the main functionalities of products are done in the front-end phase. This article examines how the integration of strategic and operative level front-end activities is perceived by top managers in the product innovation context. The findings indicate that companies exploit different strategy-making processes, and that each strategy-making mode is prone to particular integration challenges. The results show that the effectiveness of integration of strategic and operative level front-end activities is dependent on the level of concreteness of the defined business strategies, the amount of business-minded decision making, and the balance between control and creativity.

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