scholarly journals Cluster Entrepreneurship Development in Lihuania Best Practice

2019 ◽  
Vol 3 (3) ◽  
pp. 313
Author(s):  
Margarita Išoraitė
Keyword(s):  
Best Practice ◽  
New Technologies ◽  
Transfer Of Knowledge ◽  
Foreign Markets ◽  
Business Partners ◽  
New Business ◽  
New Ideas ◽  
Important Field ◽  
Scientific Capital ◽  
Individual Cluster

Clusters becoming important field in Lithuania. Clusters aim to join forces to gain mutual benefits, accelerate the process of developing new products, services or technologies, and bring them to market, foster innovation and collaborate on science and business. Clusters in Lithuania have benefit:  stimulates innovation and growth, promotes the transfer of knowledge and helps develop new ideas and business, promotes export development, contributes to the internationalization of enterprises, helps to reach foreign markets and find new business partners, helps attract new technologies, skilled labor, investment in research and development and innovation, strengthens the human, technical, scientific, capital, innovation, partnership and other capabilities of individual cluster members, provides access to unique, specialized resources and enhances the competitive advantage of cluster members, helps to reduce the costs of small and medium-sized enterprises,  prepare SMEs for growth,  helps reduce risk and increases the likelihood of success in selecting new R&D trends.   

scholarly journals Learning-by-export effects in the russian software industry

2018 ◽  
pp. 38-49
Author(s):  
E. O. Bozheva
Keyword(s):  
New Technologies ◽  
New Products ◽  
Spillover Effects ◽  
Absorption Capacity ◽  
Innovation Activity ◽  
Local Market ◽  
Transfer Of Knowledge ◽  
Foreign Markets ◽  
Innovation Activities ◽  
The Impact

Learning-by-export effects exist due to the nature of the creation, accumulation, transfer of knowledge, as well as the companies’ absorption capacity to accumulate and adapt the best experience, competences borrowed from abroadwithin the organization. The length and direction of exports have a significant impact on the innovation activities of organizations, while innovations do not always encourage the leaders to initiate export activities. In the course of empirical research, we have identified the following rules in relation to Russian IT-firms:1) New IT-exporters have no visible link between the introduction of new products, technologies and the start of exports. Investments in research and development, which may have been initiated after entering foreign markets or at the same time, have not yet yielded results. 2) Stable export activity encourages IT-companies to apply new technological, process and marketing innovations that were not previously part of the firm's plans, much more often than firms in the local market. 3) The impact of external knowledge effects on the productivity of IT-companies depends on the geographical direction of exports: a) the markets of the near abroad (CIS countries) and Russia itself;b) the markets of the far abroad. 4) Investments in R&D, marketing and production of new products are more typical for companies located in capitals (Moscow and Saint-Petersburg). On the contrary, the relationship between the presence of an international office and the introduction of innovations has not been proven. The size of companies has only affected the production of new technologies: if a company is a medium-sized enterprise or a larger one, the probability of innovation is increased by 22%. 5) The smaller the firm, the lower its desire to participate in extensive innovation networks, increase the number and diversity of external relations. The size of the company determines the level of influence of cooperation with other market participants on its internal innovation processThe article discusses the classification of knowledge spillover effects, the methodology of the study, the analysis of the economic impact of the process "flow" as a result of entering foreign markets. The paper’s emphasis is on assessment of recipients’ capabilities to accumulate new knowledge in the course of export activities, to extract advantages in terms of future development such as increasing innovation activity and, consequently, attractiveness, resulting in higher performance efficiency.

Conference report: innovation, interaction … and a lot of data: first time reflections on Internet Librarian International, UK 2018

2019 ◽  
Vol 36 (2) ◽  
pp. 21-22
Author(s):  
Ray Harper
Keyword(s):  
Best Practice ◽  
New Technologies ◽  
Conference Report ◽  
Library Services ◽  
New Techniques ◽  
Content Type ◽  
Making A Difference ◽  
Analyse Data ◽  
Physical Spaces ◽  
First Time

Purpose The purpose of this paper is to summarise a number of presentations at Day 1 of the Internet Librarian International conference, London, UK (16 October 2018). This was the 20th conference in the series, and the three key themes included were the next-gen library and librarian; understanding users, usage and user experience; and inclusion and inspiration: libraries making a difference. Design/methodology/approach This paper reports from the viewpoint of a first-time attendee of the conference. This summarises the main issues raised by each presentation and draws out the key learning points for practical situations. Findings The conference covered a variety of practical ways in which libraries can use technology to support users and make decisions about services. These include developing interactive physical spaces which include augmented reality; introducing “chat-bots” to support users; using new techniques to analyse data; and piloting new ways to engage users (such as coding clubs). A key theme was how we use and harness data in a way that is ethical, effective and relevant to library services. Originality/value This conference focussed on practical examples of how library and information services across sectors and countries are innovating in a period of huge change. The conference gave delegates numerous useful ideas and examples of best practice and demonstrated the strength of the profession in adapting to new technologies and developments.

scholarly journals Factors Influencing Attitudes Towards the Use of CRM’s Analytical Tools in Organizations

Organizacija ◽  
2016 ◽  
Vol 49 (1) ◽  
pp. 28-41 ◽  
Author(s):  
Urban Šebjan ◽  
Samo Bobek ◽  
Polona Tominc
Keyword(s):  
Positive Impact ◽  
Organizational Factors ◽  
Process Innovation ◽  
Customer Relationship ◽  
Process Technology ◽  
Business Partners ◽  
Innovation And Technology ◽  
New Ideas ◽  
Analytical Tools ◽  
The Impact

Abstract Background and Purpose: Information solutions for analytical customer relationship management CRM (aCRM IS) that include the use of analytical tools are becoming increasingly important, due organizations’ need for knowledge of their customers and the ability to manage big data. The objective of the research is, therefore, to determine how the organizations’ orientations (process, innovation, and technology) as critical organizational factors affect the attitude towards the use of the analytical tools of aCRM IS. Design/Methodology/Approach: To measure the orientation of the organization (process, innovation, and technology), we redesigned the existing scale, which was validated using exploratory factor analysis. In the next phase, we created a model by which we examined the impact of the organization’s stance in relation to the use of the analytical tools of aCRM IS, where we used multiple regression analysis. The model was verified on a sample of Slovenian Organizations (n=105), which use the analytical tools of aCRM IS for analyzing the data they have on their customers and business partners. Results: In the study we found that all critical factors of the organization, specifically process, technology, and innovation orientation, have a positive impact on the attitudes towards using the analytical tools of aCRM IS. Innovation orientation is particularly important and has the strongest influence on the attitude towards using the analytical tools of aCRM IS. We found that innovation orientation on new ideas, methods, and approaches has the strongest effect, followed by the impact of innovation orientation on acceptance of novelty. Conclusion: The more innovation-, technology-, and process-oriented organizations are, the more positive their attitude towards using the analytical tools of aCRM IS. The study is particularly important for organizations that are introducing an aCRM IS into their business system.

Digital Transformation of the Service Sector

2021 ◽  
pp. 41-54
Author(s):  
D. Shevchenko ◽  
V. Mihaylov
Keyword(s):  
Business Model ◽  
Service Sector ◽  
New Technologies ◽  
Rapid Development ◽  
Digital Transformation ◽  
Services Sector ◽  
Remote Maintenance ◽  
New Business ◽  
The Difference ◽  
Cloud Technologies

The article is devoted to the problems of digital transformation of companies in the service sector. The article describes the concepts of "digitization", "digitalization", "digital transformation", "automation". The analysis of the main sectors of the public services sector, the processes of transformation into a new business model of their development is carried out. Specific examples show the role of digital technologies implemented by individual companies, the leaders of their industry: "Internet of Things" (IoT); virtual diagnostics of the service; mobile applications and portals; artificial intelligence and machine learning (AI / ML); remote maintenance; UX design; virtual reality; cloud technologies; online services and others. The authors proceed from understanding the difference between automation and digitalization, the strategic goal of which is to create a new digital business model that creates new value. The result of digital transformation is the reconfiguration of processes that change the business logic of the company and the process of creating value. The article concludes that the rapid development of new technologies leads to the fact that companies face not only a dilemma when choosing the most suitable technologies for investment, but also the problem of staffing and finding an adequate organizational structure to create and maintain a new business model of the company.

scholarly journals In Search of the Optimal Venture-to-Capital (V2C) Business Model

2011 ◽  
Vol 2 (6) ◽  
Author(s):  
Tommi Rasila
Keyword(s):  
Capital Investment ◽  
Best Practice ◽  
Business Models ◽  
Future Research ◽  
Venture Capital Investment ◽  
New Business ◽  
Target Company ◽  
Operating Space ◽  
A Company ◽  
New Business Models

This paper illustrates the differences between traditional and emerging business models in the recently identified Venture-to-Capital (V2C) area. This area refers to the stage in the development of a company when it is between Venture and Capital, ie. before the idea or the venture is eligible for Venture Capital investment. Many entities exist to assist companies in the V2C operating space. Most obvious taxonomy of the V2C players includes Incubators, Advisors, Business Angels and Classic/Seed VC. All these have different business models, including motive, contribution, incentive and revenue model. There is, however, a large number of new operatives in this field which do not quite fit this traditional taxonomy.In this study, a number of these new operatives are examined and their business models outlined. When comparing the traditional and new business models, three observations are made as conclusions: New models are hybrids of traditional models with only some new features; Contributing intellectual capital in the sense of sweat capital or business knowledge is seen as a key requisite; Trend goes towards obtaining equity interest in the target company for upside potential in the compensation. This study paves way to future research in creating new taxonomy for Venture-to-Capital operatives and delineating a best practice to the practitioners in the field.

scholarly journals THE WORLD DEVELOPMENT OF THE DIGITAL ECONOMY: THE MAIN DEVELOPMENT STRATAGEMS

2021 ◽  
Vol 2 (1) ◽  
pp. 91-96
Author(s):  
Olena Taranukha
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Technologies ◽  
Technology Development ◽  
Well Being ◽  
Digital Economy ◽  
The Other ◽  
Innovative Solutions ◽  
The World ◽  
New Business

The digital economy allows to compose the new business models, digital platforms and services, which create new types of economic activity, as well as the transformation of traditional industries. Due to the industries transformation to the digital economy there is the transformation of the world economy, or rather the economy itself is being digitized The purpose of the paper is to reveal the essence and features of the digital economy formation and to consider what significant transformations will take place in the world by the analysis of major trends in the near future. Accumulating all the concepts, we can say that the digital economy is the rather complex term, but we can assume that its development is based on the key components According to forecast estimates, the most advanced retail companies will begin implementing the service of virtual and voice search of goods by 2022. This will require from the company the better understanding of the consumers wishes, their interests and intentions. Consider the main technological development trends for 2020-2025 based on the data of the major consulting agencies and the consulting company "Cartner" Figure 2 shows the forecast curve of the new technologies development. Innovative development triggers that will actively influence the technology development include the following: the Authenticated Provenance, Low-Cost Single Board Computers at the Edge, Self-Supervised Learning, BMI (Brain Machine Interface), active development of "Packaged Business Capabilities" services, Digital Twin of the Person and Composible Enterprises. The peak of disappointments will be Social Distancing Technologies and Secure Access Service. The source of expectations will be the development of Carbon-Based transistors technology and Human digital Ontologies. The formation of a productivity platform will be based on trends in Self-Development and Self-Education. Digital IT trends grow, evolve and acquire new properties of social technologies that can influence the structure of the community, form dependencies and demand. Therefore, companies, large corporations and government need to move to more flexible composite business architectures. The modular business model is based on four basic principles: modularity, efficiency, continuous improvement and adaptive innovation. This business model allows to move from rigid traditional planning to a flexible response to rapidly changing business needs. In general, it creates opportunities for innovative approaches, reduces costs and improves partnerships. It is important to pay attention to the other technologies in the new business model such as bundled business services, data factories, private 5G networks and embedded artificial intelligence. Thus, as a result of the research it is proved that the digital world is a completely new order of life, which requires to change our thinking. The person should be always focused on the new technologies and methods in order the enterprises remain competitive and constantly developed, it will promote the economy development and the growth of well-being of the society. So, taking into account the global trends in technology development, Ukraine has to adapt to the new standards quickly and implement innovative solutions for the economic development. The digitalization of the economy, on the one hand, is the key to economic success, on the other hand, it is the driving force in the conditions of the conceptual understanding of the digital economy essence. The growth of the quality and innovation level of domestic goods and services should provide not only sustainable economic growth, but also competitive advantages with further integration into the EU. At the same time, there is the relevant need of the scientific and technological research, the formation of a certain business ("digital") culture, the implementation of smart city ideas in Ukraine based on the development of local communities and the emergence of new initiatives and proposals for innovative solutions.

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.

Survey of Information Technologies in the User Environment

2015 ◽  
pp. 84-119
Keyword(s):  
Social Networking Sites ◽  
Information Technologies ◽  
New Technologies ◽  
Security And Privacy ◽  
Online Information ◽  
Interactive Tools ◽  
New Information ◽  
Brick And Mortar ◽  
New Ideas ◽  
Digital Formats

Along with the shift from print to digital formats, information technologies are significantly affecting today’s libraries. New technologies and concepts such as mobile devices, social networking sites, communication and interactive tools, and other Internet technologies are changing how libraries serve their patrons as well as how users interact with libraries and each other. Each technology has impacted the library user and the user environment so much so that today’s library is said to be everywhere. Wherever the user can go with their mobile device and access the Internet, and therefore the library OPAC, it can functionally be said that they are at the library, for the collection, user services, and library databases is where the library is located, not the brick and mortar structure. This increased access also raises concerns over online information security and privacy, and the conscious Internet user needs to be aware of the dangers and take the necessary steps to mitigate them. The concept of change is another element of these new information technologies—embracing it, for technology is always changing as new ideas spark new revolutions in development and libraries must change along with them. All information institutions must learn to ride these waves of change instead of being pulled along, half drowning, by the undertow. Learning to both integrate and inform patrons on how best to use these technologies becomes an important part of being an information expert. Surveyed in this chapter is a selection of those important and driving technologies and changes.

Business Transformations

2015 ◽  
pp. 61-86
Author(s):  
Mohsen Rajabi ◽  
Alireza Bolhari
Keyword(s):  
Supply Chain ◽  
Business Environment ◽  
The Internet ◽  
Organizational Process ◽  
Chain Management ◽  
Business Transformation ◽  
Management Processes ◽  
New Business ◽  
New Ideas ◽  
Major Alteration

Recent years have been observing the drastic changes in trends toward business environment. Novel parameters affecting businesses make them remain with two choices: adapt or perish. The fact that a once-thriving company like Nokia could not last in the market would provide a factual example of how the new business environment may be challenging. Business transformation is a term with ranges of definitions: an ultimate change in organizational process, which was caused by or resulted in a basic major alteration in structure, processes, and behaviors. It relates to new ideas, strategies, and management processes. Strategies not only affect the inner side of the company but also have peripheral consequences on the total supply chain. The chapter is an exertion to introduce some of the foremost factors on which businesses are being influenced, such as the Internet, e-business, globalization, etc. In addition, the relationships between supply chain management and business transformation and the reciprocal impacts are studied.

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