scholarly journals Easy-Going: The Treatment of Written Records in the Ancient Syropalestine

2017 ◽  
Vol 1 ◽  
Author(s):  
Pavel Čech
Keyword(s):  
Innovation Process ◽  
Disruptive Innovation ◽  
Structural Relationship ◽  
Spatial Metaphor ◽  
Basic Tendency ◽  
Points Of View

Who invented the Proto-Sinaitic writing? Sophisticated scribes, or unlettered workers? Orly Goldwasser, the chief advocate of the second possibility, borrowed from economic sciences the term ‘disruptive innovation’ that “describes a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves ‘up market,’ eventually displacing established competitors.”[1] During the years spent with translations of Levantine texts for a Czech kind of „Context of Scripture“, I had an impression – however daring –  that it is possible to generalize this finding for the Syropalestinian literature as a whole. Be it cuneiform or linear, narrative or Listenwissenschaft,[2] it shares the same basic tendency for simplicity and unambiguousness.DefinitionsDisruptive innovation: process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitorsCenter and Periphery: The centre–periphery model is a spatial metaphor which describes and attempts to explain the structural relationship between the advanced or metropolitan ‘centre’ and a less developed ‘periphery’[1] www.claytonchristensen.com/disruptive_innovation.html[2] KTU 1.103 is a very special example from many points of view (and on the background of Y. Cohen, Akkadian Omens from Hattuša and Emar. The šumma immeru and šumma ālu Omens, in: Zeitschrift für Assyriologie, 97, 2007, str. 233‑251).

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.

Open Innovation

2021 ◽  
pp. 42-75
Author(s):  
Hakikur Rahman
Keyword(s):  
Business Model ◽  
Technological Innovation ◽  
Open Innovation ◽  
Organizational Innovation ◽  
Service Innovation ◽  
Innovation Process ◽  
Disruptive Innovation ◽  
Business Model Innovation ◽  
Contemporary World ◽  
Operational Management

While talking about successful entrepreneurship and value addition within an enterprise through innovation, one could comprehend that the innovation paradigm has been shifted from simple introduction of new thoughts and products to accumulation of diversified actions, actors, and agents along the process. Furthermore, when the innovation process is not being constrained within the closed nature of it, the process takes many forms during its evolution. Innovations have been seen as closed innovation or open innovation, depending on its nature of action, but contemporary world may have seen many forms of innovation, such as technological innovation, products/service innovation, process/production innovation, operational/management/organizational innovation, business model innovation, or disruptive innovation, though often they are robustly interrelated.

scholarly journals INNOLAB- image guided surgery and therapy lab

2017 ◽  
Vol 3 (2) ◽  
pp. 235-237 ◽  
Author(s):  
Holger Fritzsche ◽  
Axel Boese ◽  
Michael Friebe
Keyword(s):  
Innovation Process ◽  
Disruptive Innovation ◽  
Medical Product ◽  
Incremental Innovation ◽  
Medicine Research ◽  
Innovation Research ◽  
Image Guided ◽  
Technology Students ◽  
Push Technology ◽  
The University

AbstractIncremental innovation, something better or cheaper or more effective, is the standard innovation process for medical product development. Disruptive innovation is often not recognized as disruptive, because it very often starts as a simple and easy alternative to existing products with much reduced features and bad performance. Innovation is the invention multiplied with a commercial use, or in other words something that eventually provides a value to a clinical user or patient. To create such innovation not a technology push (technology delivered from a technical need perspective) but rather a pull (by learning and working with the clinical users) is required. Medical technology students need to understand that only through proper observation, procedure know-how and subsequent analysis and evaluation, clinically relevant and affordable innovation can be generated and possibly subsequently used for entrepreneurial ventures. The dedicated laboratory for innovation, research and entrepreneurship- INNOLAB ego.-INKUBATOR IGT (Image Guided Therapies) is financed by the state of Sachsen-Anhalt as part of the European ego.-INKUBATOR program with (EFRE funds) at the university clinic operated by the technical chair for catheter technologies and image guided surgeries. It forms a network node between medicine, research and economics. It teaches students to lead innovation processes, technology transfer to the user and is designed to stimulate the start-up intentions.

scholarly journals Exploring the Effects of “Smart City” in the Inner-City Fabric of the Mediterranean Metropolis: Towards a Bio-Cultural Sonic Diversity?

Heritage ◽  
2021 ◽  
Vol 4 (2) ◽  
pp. 690-709
Author(s):  
Stella Sofia Kyvelou ◽  
Nicos Bobolos ◽  
Aggelos Tsaligopoulos
Keyword(s):  
Inner City ◽  
Smart City ◽  
Autonomous Vehicles ◽  
Research Question ◽  
Innovation Process ◽  
Disruptive Innovation ◽  
High Rise ◽  
Visual Landscape ◽  
The Mediterranean ◽  
The City

“Smart city”, driven by digital technology is not only a technological but also a social, cultural and political project. A socially and culturally significant new urban ideal is born. This research paper is based on the narrative that the city appears as a palimpsest of interventions of all natures. History and shared memory, composition and superimposition, coherence and divergence are fundamental for its evolution. It is thus evident that ”Smart city” as a rather new urban ideal, but also as a disruptive innovation process, cannot be conceived nor implemented all at once; it must follow analogous processes of buildup and stratification. On the other hand, sounds are part of cities, of their sensory landscape, of their identity. They are one of the urban markers, along with the visual landscape. In this context, the paper focuses on the sound identity of the inner-city areas of the Mediterranean metropolis, posing the following research question: What are the transformations that “Smart city” can cause to the sound identity of a city? In dense urban fabric with high-rise buildings, high rates of exploitation, frequent transgressions of the legal construction and least free space in private plots, what can be the prospects of using “smart transport”, for enriching the city with positive soundscapes, thus improving its environmental quality? Following the metaphor of urban and acoustic palimpsest, we examine narratives of replacement of conventional cars with autonomous vehicles (AVs) and of private cars with car-pooling systems. The article concludes that spatialized intelligence can substantially and positively transform the sound identity of the Mediterranean metropolis and be the spearhead for an increase in bio-cultural sonic diversity. At least during the era when the city still appears as a palimpsest of interpositions, evoking the historic time.

Value innovation and how to successfully incubate “blue ocean” initiatives

2018 ◽  
Vol 46 (3) ◽  
pp. 10-20 ◽  
Author(s):  
Brian Leavy
Keyword(s):  
Design Methodology ◽  
Innovation Process ◽  
Disruptive Innovation ◽  
Value Innovation ◽  
Content Type ◽  
Cost Frontier ◽  
Quantum Leap ◽  
Demand Creation ◽  
Value Propositions ◽  
Practical Implications

Purpose This masterclass examines the blue ocean value innovation process, how it works in practice and how it has evolved since the publication of Blue Ocean Strategy (2005) by W. Chan Kim and Renee Mauborgne as explored in their new book their new book Blue Ocean Shift (2017). Design/methodology/approach The main focus is the value innovation methodology that underlies blue ocean strategy. Findings Blue ocean strategy is a process of value innovation that uncovers new aggregations of demand by redefining the offering category. Practical implications Blue ocean strategy tends to focus on value innovation that uncovers new aggregations of demand by redefining the category while disruptive innovation tends to concentrate on new demand-creation that expands the current served market. Originality/value Blue ocean strategy sets out to reconfigure value propositions in compelling new ways that can deliver a quantum leap beyond the current red ocean value-cost frontier through raising buyer value and lowering company costs simultaneously. The emphasis on both value and innovation is essential to the creation of new “blue ocean” market spaces.

scholarly journals The Digitalization of Local Owner-Operated Retail Outlets: How Environmental and Organizational Factors Drive the Use of Digital Tools and Applications

2021 ◽  
pp. 329-341
Author(s):  
Lars Bollweg ◽  
Soeren Baersch ◽  
Richard Lackes ◽  
Markus Siepermann ◽  
Peter Weber
Keyword(s):  
Innovation Process ◽  
Organizational Factors ◽  
Business Environment ◽  
Disruptive Innovation ◽  
Self Assessment ◽  
Customer Expectations ◽  
Digital Services ◽  
Retail Outlets ◽  
Digital Options ◽  
Digital Channels

The digitalization of the retail industry is a disruptive innovation process which endangers the very existence of Local Owner Operated Retail Outlets (LOOROs). Despite the manifold digital options to regain competitive power, LOOROs struggle in their digital transformation and persist often in their traditional business behaviour. As their customers get more and more used to buying via digital channels, they more and more expect the provision of digital services. This paper and the presented survey among 223 LOORO owners from 26 cities in Germany aim to understand why the LOOROs are so hesitant. Our findings show high insecurity among LOOROs about what to do and where to begin the digitalization route. The owners of LOOROs are often decoupled from their near and far business environment. This leads to a wrong self-assessment and implies the risk that the services provided do neither match the competitive environment nor customer expectations.

scholarly journals Innovations in an institutionalised higher education system: the role of embedded agency

2021 ◽  
Author(s):  
Jinyuan Ma ◽  
Yuzhuo Cai
Keyword(s):  
Higher Education ◽  
Education System ◽  
News Media ◽  
Innovation Process ◽  
Analytical Framework ◽  
Disruptive Innovation ◽  
Chinese Higher Education ◽  
Higher Education System ◽  
Theoretical Contribution ◽  
Governance Model

AbstractThis paper explores how a novel university governance model at Southern University of Science and Technology (SUSTech), largely learned from the West, has been implemented in the highly institutionalised and centralised Chinese higher education system. For this purpose, we first constructed an analytical framework, integrating the conceptualisation of an innovation process in higher education and the concept of embedded agency. This framework was then applied to analyse eight interviews, seven policy documents and six news media reports in our empirical investigation of the case university. Our major research findings are: the governance model adopted by SUSTech was a disruptive innovation and it was mostly challenged by the incompatibility between the norms around the governance model and the institutional context of Chinese higher education; this challenge was mitigated through three agency strategies, labelled by the metaphors of new wine in a new bottle, new wine in an old bottle and old wine in a new bottle. Successfully implementing these strategies calls on the visions, skills of playing power games and social capital of those initiating the innovation. Finally, we discuss the theoretical contribution and practical implications of the study in the conclusion.

scholarly journals “How much is this worth?” Humana’s Chief Innovation Officer Explains Why This is the Wrong Question

10.28945/3752 ◽  
2017 ◽  
Vol 1 ◽  
pp. 031-038
Author(s):  
Troy Montgomery
Keyword(s):  
Service Providers ◽  
Innovation Process ◽  
Disruptive Innovation ◽  
Business Leaders ◽  
Health And Wellness ◽  
Large Organization ◽  
New Ideas ◽  
Innovation Approach ◽  
Health Data Analytics ◽  
Start Ups

Chris Kay, Humana’s Chief Innovation Officer, shared insights into the innovation decision-making process. Kay discussed specific strategies employed by Humana to bring consumer insights to action and he shared examples of the development of innovation ideas. “The first, and most often wrong, question is, ‘How much is this worth?’” Chris Kay, the Chief Innovation Officer at the $50B health and wellness company Humana, shared his perspective on the criteria in selecting innovation ideas. Business leaders have a tendency to examine how much an innovation is worth in the early phases of innovation, but Kay argued organizations should focus measurements on customer desirability. During a one hour interview Kay discussed a number of interesting innovation topics including why asking “How much is this worth?” is the wrong question to ask early in the innovation process. Kay confirmed that the majority of value is created in understanding the customer experience and innovating around it. At Humana early metrics concentrate on experiential measures of member health. Experiential measures are driven by research and based on customer insights and unmet needs. Kay also discussed the importance of Co-creation, an innovation approach where Humana partners with smaller startup companies on new ideas. Humana’s innovation team seeks the best and brightest venture capital backed start-ups to form partnerships. Creating a shared view of success allows both the partner and Humana to capture knowledge, build value, and learn from failures. Decisions on these disruptive innovation ideas are typically made by a team of external partners, advisors, and leaders outside of Humana’s established lines of business. Innovation at Humana also occurs internal to the organization. Humana is a diverse health and wellness company with lines of business including health insurance, health data analytics, pharmacy, and healthcare service providers. Kay highlights the importance of working across horizontal lines of business in such a large organization to minimize the effects of innovating in silos. Working off of horizontal platforms allows the company to take advantage of diverse resources to gain synergies when pursuing innovation ideas. Innovation across horizontals also increases transparency and allows Humana to build a portfolio of innovation ideas.

Managers' disruptive innovation activities: the construct, measurement and validity

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fawad Sadiq ◽  
Tasweer Hussain ◽  
Afshan Naseem
Keyword(s):  
Discriminant Validity ◽  
Innovation Process ◽  
Sampling Technique ◽  
Disruptive Innovation ◽  
Future Research ◽  
Validity And Reliability ◽  
Cross Sectional ◽  
Content Type ◽  
Innovation Activities ◽  
Exploratory Factor Analyses

PurposeThe purpose of this paper is to present results of a study that operationalizes the construct of disruptive innovation activities (DIA) at managerial level and to examine its validity.Design/methodology/approachA sequential mixed method approach is adopted in this study where a Likert-type scale to measure DIA is developed basing on the interviews of thirteen managers and conceptualization of disruptive innovation at manager level. Later, the scale validity and reliability are examined through quantitative data from 390 managers. The data are analyzed using IBM SPSS 23 and AMOS 21.FindingsThe findings of the study indicate that managers' DIA are spread across four phases of the disruptive innovation process, i.e. initiation, introduction, evolution and convergence. Furthermore, the reliability measures, exploratory factor analyses, confirmatory factor analysis and subsequent convergent and discriminant validity tests support the DIA scale. Nomological validity of DIA is also presented which demonstrates its predictive validity.Research limitations/implicationsLimitations include research methods used in this study, such as cross-sectional design and nonprobabilistic sampling technique. Implications for future research are also provided.Originality/valueDespite highlighting the importance of managers regarding disruptive innovation outcomes, prior research lacked to provide empirical foundations to understand the phenomenon from managerial perspective. This study fills this gap in the literature by providing a measure of DIA at manager level and distinguishing it from similar constructs. The construct validity of DIA can help measure an organization's disruptive potential in terms of its key human resource. Moreover, the DIA scale can be used to substantiate the alignment of the managerial activities with the innovation roles in organizational settings and to develop more relevant incentive plans.

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