scholarly journals RISK MANAGEMENT OF INNOVATION PROJECTS

2019 ◽  
Vol 3 (№5 2019) ◽  
pp. 148-157
Author(s):  
A.P. Sokolovа ◽  
D.V. Bondareva
Keyword(s):  
Risk Management ◽  
Management Of Innovation ◽  
Innovation Projects

scholarly journals Management of innovation projects: financial risks

2019 ◽  
Vol 135 ◽  
pp. 04053
Author(s):  
Tatyana Burtseva ◽  
Lyudmila Rudenko ◽  
Olga Fokina ◽  
Olga Pavlyutenkova
Keyword(s):  
Risk Factors ◽  
Cluster Analysis ◽  
Risk Management ◽  
Financial Risk ◽  
Financial Risks ◽  
Financial Risk Management ◽  
Project Activity ◽  
Management Of Innovation ◽  
Innovation Projects ◽  
Main Target

Management of innovative projects requires a deep assessment of various risks, and financial risks here are especially important. Management of financial risks in the field of innovative activity significantly affects the efficiency of the whole work. It is also one of the most important components of the project activity. The article describes research results of the main target segments for planning a program of financial risk management. The research is based on a cluster analysis that describes the most significant groups of risk factors. Enterprises implementing innovative projects need to pay special attention to these factors, especially when developing various measures for the formation and development of innovative activities and the management of various risks.

Risk Management in Innovation Projects

2014 ◽  
Vol 638-640 ◽  
pp. 2338-2341 ◽  
Author(s):  
Boris Titarenko ◽  
Sergey Titov ◽  
Roman Titarenko
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Quantitative Methods ◽  
International Project ◽  
Qualitative And Quantitative ◽  
Quantitative Estimates ◽  
Management Association ◽  
Innovation Projects ◽  
Management Approaches ◽  
System Methodology

The report deals with projects risk management approaches and methods. The methods are based upon the main provisions of the following standards: International Competence Baseline, published by International Project Management Association – IPMA and National Competence Baseline published by Russian Project Management Association – SOVNET. It is known two types of risk management methods: qualitative and quantitative. Qualitative methods deal with procedures that reduce the risk of risk situations and the quantitative methods allow to produce quantitative estimates of the proposed activities using SOVNET system methodology.

scholarly journals Integrating risk management in the innovation project

2014 ◽  
Vol 17 (1) ◽  
pp. 25-40 ◽  
Author(s):  
John Bowers ◽  
Alireza Khorakian
Keyword(s):  
Risk Management ◽  
Case Studies ◽  
Process Model ◽  
Quantitative Methods ◽  
Innovation Process ◽  
Project Risk Management ◽  
Project Risk ◽  
Content Type ◽  
Innovation Projects ◽  
Innovation Project

Purpose – While innovation has many similarities to other forms of projects it is characterised by a high failure rate and the need to stimulate creativity. More explicit risk management could help in achieving success in innovation projects. However, too much or inappropriate risk management might stifle the creativity that is core to innovation. So, what project risk management should be applied and where in the innovation project? Design/methodology/approach – A theoretical framework is proposed which combines the generic innovation process with project risk management. The framework was used to analyse the current attitudes to managing innovation risk in a series of companies. Findings – The decision points of the stage-gate innovation process model provide an effective interface for incorporating project risk concepts. The general concepts appear most relevant to innovation management though it is useful to customise them to emphasise the particular characteristics of innovation projects. The experience of using the resultant combined model in a number of diverse case studies indicates the relevance of the model in understanding attitudes towards risk management in innovation. The analysis of the case study companies suggested that risk management needs to be applied in differential manner: simple, unobtrusive techniques early in the innovation life cycle with more substantial, quantitative methods being considered for later stages. Research limitations/implications – It would be useful to extend this research by examining more case studies from other countries and industries. Practical implications – The combined innovation and risk management model provides a framework that diverse companies can appreciate. The framework offers a basis for discussing the most appropriate form of risk management in different innovation-based industries. Originality/value – Although there are many separate models for innovation and project risk management described in the literature, there is very little discussion about explicitly combining these theories. This paper aims to help fill this gap in the knowledge.

scholarly journals Risk Management Process In Innovation Projects / Processo De Gestão De Risco Em Projectos De Inovação

2021 ◽  
Vol 7 (4) ◽  
pp. 36517-36533
Author(s):  
Sara Marques Oliveira de Araújo Souza ◽  
Valter Estevão Beal ◽  
Daniel da Silva Motta
Keyword(s):  
Risk Management ◽  
Management Process ◽  
Risk Management Process ◽  
Innovation Projects

STRATEGIC MANAGEMENT OF INNOVATION: MANAGING EXPLORATION-EXPLOITATION BY BALANCING CREATIVITY AND CONSTRAINT

2012 ◽  
Vol 09 (04) ◽  
pp. 1250025 ◽  
Author(s):  
ALF STEINAR SÆTRE ◽  
ERIC BRUN
Keyword(s):  
New Product Development ◽  
New Product ◽  
Development Projects ◽  
Successful Management ◽  
Fuzzy Front End ◽  
Management Of Innovation ◽  
Front End ◽  
Innovation Projects ◽  
Tolerance For Ambiguity ◽  
Exploration Exploitation

This paper offers a model for effectively managing ambiguity at the fuzzy front end of innovation projects. We conducted in-depth studies of four new product development projects from the medical device industry. Through the abductive process of iterative grounded theory we built a model of the management of ambiguity. The model we propose shows that innovation teams that have a higher tolerance for ambiguity are better able to exploit it. The successful management of ambiguity in innovation projects rests upon the balancing of opposing needs.

Valuing intellectual capital of innovative start‐ups

2011 ◽  
Vol 12 (2) ◽  
pp. 179-201 ◽  
Author(s):  
Aleksandra Grajkowska
Keyword(s):  
Intellectual Capital ◽  
Financial Management ◽  
Graphical Representation ◽  
Early Stage ◽  
Value Added ◽  
Fair Division ◽  
Content Type ◽  
Management Of Innovation ◽  
Innovation Projects ◽  
Start Ups

PurposeThe main purpose of this study is to contribute to the theory of intellectual capital (IC) with the new IC valuation method based on the economic value added (EVA®) concept as well as to present the Innovation Funnel, which is a useful management method and tool from which companies would benefit.Design/methodology/approachThe paper first explains the links and differences between IC and intellectual assets (IAs) and aims at improving the reader's understanding of the share of the two classes of shareholders, monetary capital investors and intellectual capital investors, of the innovative start‐ups. The paper provides practical guidance for use in IC valuation and financial management of innovation rather than a theoretical framework, and is based on the literature on innovation, IC, corporate finance as well as the practical experience of a few early stage venture capitals with whom the author cooperates.FindingsThe findings show a way of calculating fair share of an innovative company's shareholdings. The method reflects the risk adjusted future value of cash invested by monetary capital investors and a real market value of IC contributed by the founders. The paper also presents a method of financial management of innovation projects.Research limitations/implicationsThe presented methods focus on creating shareholder value and on financial aspects of IC rather than on IC indicators and their graphical representation, hence, members of the IC community who seek more practical concepts may be more interested in the paper.Originality/valueThe paper proposes a practical perspective on the method for IC valuation, innovation projects' financial management, as well as fair division of a start‐up shares between intellectual and monetary capital investors that would be useful for venture capital officers, innovative companies founders and R&D centers' managers.

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