scholarly journals The Types and Risks of Communicative Relations of Staff in the Formation of the Innovative Environment of Tourism Enterprise

2021 ◽  
Vol 7 (522) ◽  
pp. 70-75
Author(s):  
A. Y. Hlynska ◽  
◽  
L. O. Korchevska ◽  
O. V. Kokorieva ◽  
◽  
...  
Keyword(s):  
Communication Network ◽  
Business Model ◽  
Innovation Process ◽  
Small Enterprise ◽  
Innovative Environment ◽  
Provision Of Services ◽  
New Ideas ◽  
Communicative Space ◽  
Creative Team

The article is aimed at analyzing the role of communicative relations and their types in the formation of an innovative environment of a tourism enterprise, to identify risks that may arise as a result of their existence. The impossibility of generating innovative approaches without creating an appropriate communicative space based on the relevant psychological principles is determined. The staff should learn to respectfully listen to the ideas of other participants, convince in the prospects of their own ideas, cooperate in solving emerging problems, use a creative approach and readiness to experiment in any issues. The article pays much attention to possible communicative instruments that can be used at different stages of the innovation process, which in complex implementation create an innovative communication network and space. For each stage, probable risks are allocated that can create obstacles to achieve the goal. Based on existing research, four models of communicative relations were allocated depending on the size of the tourism enterprise and the role of management in innovative processes. They are: 1) «Support Center», which originates in the general office of the tourism network or in a specific department of a large travel corporation. 2) «Creative team» is a team in which communications are carried out on the principle of matrix organizational structure. 3) «Core of innovative changes» is the format of creating a separate R&D department responsible for finding new ideas and creative formats for the provision of services, with separate funding and own organizing structure. 4) «Tourism startup» is a small enterprise, the business model of which is a creative approach for the market.

scholarly journals Unpacking Business Model Innovation Through an Attention-Based View

M n gement ◽  
2020 ◽  
pp. 38-60 ◽  
Author(s):  
Alexis Laszczuk ◽  
Julie C. Mayer
Keyword(s):  
Longitudinal Study ◽  
Business Model ◽  
Business Model Innovation ◽  
Ongoing Process ◽  
New Business ◽  
New Ideas ◽  
Established Firms

Attention is considered as a critical driver for business model (BM) innovation in established firms, where existing activities already absorb internal actors’ time and effort. Although previous studies acknowledge the role of attention to detect opportunities or to generate new ideas, we still need to understand how actors deal with attentional tensions inherent in the development of a new additive BM. This article addresses this issue by adopting an attention-based view of BM innovation, that is, by examining the forms of attention involved in the process of developing a new BM. Through a longitudinal study in a small consulting company, we unfold an incremental and ongoing process of new BM development. Our findings identify three attentional stages triggered by specific mechanisms that drive BM innovation, from detecting new ideas to their implementation. The attentional perspective we use in this study revises the role of a prevailing BM in the emergence of new business logics in established firms. While previous studies consider it as an impediment for BM innovation, we reveal that actors can develop new BMs by navigating between differentiation and consistency with the prevailing BM.

In the Future

2018 ◽  
pp. 125-130
Keyword(s):  
Business Model ◽  
Innovation Process ◽  
Process Innovation ◽  
Complex Process ◽  
The Future ◽  
New Ideas

Innovation consists of a complex process. We need to create new ideas, but these ideas need to be exploited in the market, need to have an impact, and need to bring a new opportunity of changing. The innovation corresponds to the implementation of a new solution for the market or company. There are five types of innovation: 1) product, 2) process, 3) organisation, 4) marketing, and 5) business model. Another point that must be studied profoundly is how long the innovation process must take. The book presents a method; however, other variables must be taken into account. Thus, it is also essential to design a strategy for measuring the time of process innovation in order to help the innovative entrepreneur.

scholarly journals “Services Anthroposphere: Describing Services into Retailing with the Aid of Geosciences”

2018 ◽  
Vol 14 (32) ◽  
pp. 266
Author(s):  
Odyssefs Kollias
Keyword(s):  
Short Path ◽  
Vocational Training ◽  
Human Action ◽  
Vital Role ◽  
Provision Of Services ◽  
New Ideas ◽  
Conceptual Paper ◽  
Interdisciplinary Concept

The aim of this conceptual paper is to highlight the importance of senses, emotions and sentiments which create the climate at a commercial venue. Services Anthroposphere is a new interdisciplinary concept and terminology employed in the provision of services. The term “Anthroposphere” was adopted from Geosciences by combining its meanings with the vital role of atmospherics and that of human action. By broadening this term, new ideas that inspire people to follow are arising. Terminologies help in creating short path in understanding meanings in vocational training. Interdisciplinary terms provide a broader perspective of the concept. Result is the enrichment of communication.

How leading organizations use big data and analytics to innovate

2015 ◽  
Vol 43 (5) ◽  
pp. 32-39 ◽  
Author(s):  
Anthony Marshall ◽  
Stefan Mueck ◽  
Rebecca Shockley
Keyword(s):  
Big Data ◽  
Business Models ◽  
Latent Class ◽  
Innovation Process ◽  
Cluster Solution ◽  
Content Type ◽  
Innovation Culture ◽  
New Business ◽  
New Ideas

Purpose – To understand how the most successful organizations use big data and analytics innovate, researchers studied 341 respondents’ usage of big data and analytics tools for innovation. Design/methodology/approach – Researchers asked about innovation goals, barriers to innovation, metrics used to measure innovation outcomes, treatment and types of innovation projects and the role of big data and analytics in innovation processes. Findings – Three distinct groups emerged: Leaders, Strivers and Strugglers. Leaders are markedly different as a group: they innovate using big data and analytics within a structured approach, and they focus in particular on collaboration. Research limitations/implications – Respondents were from the 2014 IBM Innovation Survey. We conducted cluster analysis with 81 variables. The three cluster solution was determined deploying latent class analysis (LCA), a family of techniques based around clustering and data reduction for segmentation projects. It uses a number of underlying statistical models to capture differences between observed data or stimuli in the form of discrete (unordered) population segments; group segments; ordered factors (segments with an underlying numeric order); continuous factors; or mixtures of the above. Practical implications – Leaders don’t just embrace analytics and actionable insights; they take them to the next level, integrating analytics and insights with innovation. Leaders follow three basic strategies that center on data, skills and tools and culture: promote excellent data quality and accessibility; make analytics and innovation a part of every role; build a quantitative innovation culture. Originality/value – The research found that leaders leverage big data and analytics more effectively over a wider range of organizational processes and functions. They are significantly better at leveraging big data and analytics throughout the innovation process – from conceiving new ideas to creating new business models and developing new products and services.

Business Model Literature Overview

2014 ◽  
pp. 79-130 ◽  
Author(s):  
Ales Novak
Keyword(s):  
Business Model ◽  
Financial Reporting ◽  
Business Models ◽  
Potential Role ◽  
Financial Instruments ◽  
Business Logic ◽  
Literature Overview ◽  
Ifrs 9 ◽  
Definition Of

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model'. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author's opinion, the term ‘strategy' is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model' is a more static notion, reflecting the conceptualisation of the company's underlying core business logic. The conclusion contains the author's thoughts on the role of the business model in financial reporting.

The importance of human resources to the innovative capacity of portuguese firms

2014 ◽  
Author(s):  
Armando Silva
Keyword(s):  
Human Resources ◽  
Innovation Process ◽  
Community Innovation Survey ◽  
Innovative Process ◽  
Qualified Personnel ◽  
Main Effect ◽  
Innovation Capacity ◽  
Innovative Capacity ◽  
Training Of Personnel

In this study I test the importance of several Human Resource variables to the innovation capacity of portuguese firms but also the effects that the innovation process generates on Human Resources. A branch of the innovation literature states that the ability of firms to innovate relies on an innovative capacity, which, in turn, depends on several factors, both internal and external to enterprises. One of those factors is the effort of firms to train their personnel specifically in order to enable them to innovate. The present test is applied to 4818 Portuguese enterprises for the period 2002-2004 through the use of the fourth Community Innovation Survey data. In order to evaluate the contribution of Human Resources to innovation I have estimated several knowledge Production Functions, mainly using probits and tobits. In that framework it is assumed that innovation depends on some inputs (as the training of personnel) and on information-flows from the existing knowledge stock (as clients). I have found significant the role of personnel training for the innovative process of Portuguese firms. Moreover, I also found that the lack of qualified personnel hinged critically more innovative performance of firms and, in addition, it is noticed that the improvement of productivuty (cost reduction) was the main effect of innovation in Portuguese firms.

Population Control (Review Article)

1961 ◽  
Vol 1 (3) ◽  
pp. 89-98
Author(s):  
Karol J. Krotki
Keyword(s):  
Population Control ◽  
Review Article ◽  
Small Enterprise ◽  
Opportunity Costs ◽  
Relative Importance ◽  
Factual Information ◽  
Undue Influence ◽  
Clear Cut ◽  
Economic Considerations

Discussions about the role of small enterprise in economic development tend to remain inconclusive partly because of the difficulty of assessing the relative importance of economic and non-economic objectives and partly because of the dearth of factual information on which to base an economic calculus. It is probably true, moreover, that, because of a lack of general agreement as to the economic case for or against small enterprise, non-economic considerations, including some merely romantic attitudes toward smallness and bigness, tend to exert an undue influence on public policies. There may, of course, be no clear-cut economic case. And noneconomic considerations should and will inevitably weigh significantly in policy decisions. If, however, some of the economic questions could be settled by more and better knowledge, these decisions could more accurately reflect the opportunity costs of pursuing non-economic objectives.

scholarly journals Collaborative Learning in Makerspaces: A Grounded Theory of the Role of Collaborative Learning in Makerspaces

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110207
Author(s):  
Kolja Oswald ◽  
Xiaokang Zhao
Keyword(s):  
Grounded Theory ◽  
Collaborative Learning ◽  
Venture Creation ◽  
Theoretical Understanding ◽  
Innovative Environment ◽  
Open Coding ◽  
Axial Coding ◽  
The Impact ◽  
Emergent Theory

Makerspaces are a relatively new phenomenon that seem to create an innovative environment for individuals to work on projects and learn about technology. This article presents a grounded theory study, which investigates the impact that makerspaces have on innovation. Strauss and Corbin’s grounded theory methodology is used to research this exploratory topic. The data sample consists of 16 interviews of members of a makerspace in Shanghai, China. Data analysis was conducted abiding by Strauss and Corbin’s coding framework, entailing open coding, axial coding, and selective coding as well as coding tools, such as the coding paradigm and the conditional matrix. Collaborative learning was identified as the core phenomenon of this research, and The Collaborative Learning and its Outcomes Theory was created. The emergent theory contributes to the understanding of how makerspaces impact outcomes, such as innovation and venture creation, as well as explain how collaborative learning in conjunction with other modes of learning can facilitate learning at various complexities. As such, this study’s contributions are in developing the theoretical understanding of makerspaces as well as collaborative learning. It offers managerial and pedagogical implications that can help create learning environments where collaborative learning is fostered.

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