scholarly journals Journalism Innovation Labs 2.0 in Media Organisations: A Motor for Transformation and Constant Learning

2021 ◽  
Vol 2 (3) ◽  
pp. 361-378
Author(s):  
Isabell Hogh-Janovsky ◽  
Klaus Meier
Keyword(s):  
First Generation ◽  
Dynamic Change ◽  
Innovation Process ◽  
Organisational Culture ◽  
Advanced Training ◽  
Explorative Study ◽  
Innovation Culture ◽  
Dynamic Transformation ◽  
New Ideas ◽  
New Generation

Media organisations and their newsrooms are not structurally equipped to adapt to the dynamic transformation that is increasingly demanded of them. To change this, ten years ago, growing numbers of media organisations began founding journalism innovation labs within their operations. More recently, a new generation of innovation lab has come about that builds on the experiences of the first labs. This paper examines—on the basis of organisational culture and innovation culture as theoretical framework—how journalism innovation labs 2.0 in media organisations are organised and which learnings the lab members have made compared with the pioneers of the first generation. The explorative study focused on five labs in Germany. In some phases of the innovation process the new labs benefited from the pioneering work of the predecessor labs. However, changes in the lab organisation became apparent. A developmental leap is reflected in the manifold efforts of the lab employees not to stay in their laboratory environment but instead to act as an innovation motor for the transformation of their media organisation by knowledge transfer, sharing of new ideas and approaches through advanced training, comprehensive and transparent innovation communication, agile project accompaniment, and personnel rotation. The innovation labs 2.0 apply a process of constant learning and dynamic change.

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.

Molecular Epidemiology and Biomarkers in Etiologic Cancer Research: The New in Light of the Old

2020 ◽  
Author(s):  
Lungwani Muungo
Keyword(s):  
Gene Expression ◽  
Cancer Research ◽  
Molecular Epidemiology ◽  
Exposure Assessment ◽  
Large Scale ◽  
First Generation ◽  
Cancer Epidemiology ◽  
Policy Changes ◽  
The Past ◽  
New Generation

The purpose of this review is to evaluate progress inmolecular epidemiology over the past 24 years in canceretiology and prevention to draw lessons for futureresearch incorporating the new generation of biomarkers.Molecular epidemiology was introduced inthe study of cancer in the early 1980s, with theexpectation that it would help overcome some majorlimitations of epidemiology and facilitate cancerprevention. The expectation was that biomarkerswould improve exposure assessment, document earlychanges preceding disease, and identify subgroupsin the population with greater susceptibility to cancer,thereby increasing the ability of epidemiologic studiesto identify causes and elucidate mechanisms incarcinogenesis. The first generation of biomarkers hasindeed contributed to our understanding of riskandsusceptibility related largely to genotoxic carcinogens.Consequently, interventions and policy changes havebeen mounted to reduce riskfrom several importantenvironmental carcinogens. Several new and promisingbiomarkers are now becoming available for epidemiologicstudies, thanks to the development of highthroughputtechnologies and theoretical advances inbiology. These include toxicogenomics, alterations ingene methylation and gene expression, proteomics, andmetabonomics, which allow large-scale studies, includingdiscovery-oriented as well as hypothesis-testinginvestigations. However, most of these newer biomarkershave not been adequately validated, and theirrole in the causal paradigm is not clear. There is a needfor their systematic validation using principles andcriteria established over the past several decades inmolecular cancer epidemiology.

Technology brokering and innovation: linking strategy, practice, and people

2005 ◽  
Vol 33 (1) ◽  
pp. 32-36 ◽  
Author(s):  
Andrew Hargadon
Keyword(s):  
Design Methodology ◽  
Innovation Process ◽  
Innovation Strategy ◽  
Growth Opportunities ◽  
Main Method ◽  
Content Type ◽  
Corporate Leaders ◽  
Continuous Innovation ◽  
New Ideas ◽  
Practical Implications

PurposeThe author has spent the last ten years studying the innovation process in modern organizations and found that the most successful firms pursue an innovation strategy termed technology brokering.Design/methodology/approachHow are the objectives achieved? Include the main method(s) used for the research. What is the approach to the topic and what is the theoretical or subject scope of the paper?FindingsRather than chasing wholly new ideas, these successful firms focus on recombining old ideas in new ways. The results have sparked many technological revolutions and produced a steady stream of growth opportunities for existing businesses.Research limitations/implicationsNeeds cases showing that technology brokering, and the complementary work practices and people, can successfully execute such a strategy.Practical implicationsBy transforming traditional R&D organizations through a strategy of technology brokering firms can build competencies for continuous innovation..Originality/valueTo pursue a strategy of recombinant innovation, corporate leaders must put themselves in position to be the first to see how existing technologies in one market could be used to create breakthrough innovations in another.

scholarly journals DIGI-INNO Tech: Reinventing Innovations

2020 ◽  
pp. 356-360
Keyword(s):  
High Speed ◽  
Social Innovation ◽  
Innovation Management ◽  
Innovation Process ◽  
Value Chains ◽  
Technological Innovations ◽  
Green Innovation ◽  
Digital Innovation ◽  
New Ideas ◽  
Very High

Digital-Innovation Technology calls for reinvention of innovations that offers new opportunities and challenges to design new products and services in the era of hi-tech competition. Digitalization and innovations are pressing issues for business in almost each and every industry. The scope to create new digital value chains increases at a very high speed due to interconnection of people and systems . It is to be believed that wonderful new ideas can open up new ways of looking at various Social Problems because of Digi-Inno connection between people and software. However creating digitalized product and services often creates new problems and challenges to the firm that are trying to innovate. The concept of reinvention in innovation process is redesigning the innovations coupled with advances in science and technology. Technological innovations are only one of many kinds of innovation that develops variety of terms like social innovation, sustainable innovation, responsible and green innovation. In this paper, we tried to give special emphasis on issues of digital innovation management which helps to seek a better base for reinventing innovation management research in digital innovative world.

scholarly journals Preface. The XIV International Research and Practice Conference “Ukrainian School of Mining Engineering” (USME 2020)

2020 ◽  
Vol 201 ◽  
pp. 00001
Author(s):  
Gennadiy Pivnyak ◽  
Volodymyr Bondarenko ◽  
Iryna Kovalevska ◽  
Roman Lysenko ◽  
Olha Malova
Keyword(s):  
International Research ◽  
Mining Industry ◽  
Mining Engineering ◽  
Research And Practice ◽  
Wide Range ◽  
New Ideas ◽  
Science And Education ◽  
Labor Safety ◽  
Important Means ◽  
New Generation

The XIV International Research and Practice Conference “Ukrainian School of Mining Engineering” once again has made an important contribution to the mining industry, science and education. In the course of the conference, a wide range of problems was discussed: theoretical aspects of mining; domestic and foreign experience; personnel training in modern realities; problems of mineral deposits development; fundamental concepts of labor safety, etc. Fruitful dialogue and exchange of experience among conference participants contribute to the generation of new ideas, discoveries, technologies that will find their application in the nearest future. The formation of a new generation of scientists and engineers is taking place today, and therefore this representative conference is an important means of creating a new intellectual environment. The conference promotes the establishment of effective contacts between representatives of different scientific schools and directions, and the acquisition of invaluable experience and practice by researchers.

scholarly journals Pulsed MHD generator of a new generation

2019 ◽  
Vol 486 (2) ◽  
pp. 178-183
Author(s):  
Ye. P. Velikhov ◽  
A. G. Afonin ◽  
V. G. Butov ◽  
V. P. Panchenko ◽  
S. V. Sinyaev ◽  
...  
Keyword(s):  
Theoretical Investigation ◽  
Specific Energy ◽  
First Generation ◽  
Magnetic System ◽  
Combustion Products ◽  
The Self ◽  
Mhd Generator ◽  
Local Integral ◽  
The Creation ◽  
New Generation

The results of calculation and theoretical investigation for the creation of a powerful (≈600 MW) pulsed MHD generator on the combustion products from solid (powder) plasma-forming fuel “Start-2” of a new generation are presented. The scheme, methods, results of calculations, and optimization of characteristics of the pulsed MHD generator with the self-excited resistive “iron-free” magnetic system are described. The local, integral, and specific energy and mass-dimensional characteristics are determined. The obtained characteristics are 1.5-2 times higher than those of the first generation MHD generator.

New Learning for New Students

2016 ◽  
pp. 819-837
Author(s):  
John K. Hope
Keyword(s):  
Higher Education ◽  
Generation Y ◽  
First Generation ◽  
Rapid Onset ◽  
Baby Boomer Generation ◽  
Generation Z ◽  
New Students ◽  
Widespread Availability ◽  
Demand Changes ◽  
New Generation

When the post-world war two ‘baby boomer' generation reached school age, education changed. Massive increases in student numbers required changes to teacher education, enormous investment in new schools and changes in pedagogy. Each succeeding generation has been different, and of necessity, education has changed to reflect the needs and aspirations of the new generation. Generation Y students are now in higher education, the first Generation Z students will soon be entering higher education. Both groups are showing signs of being different to their seniors. This difference implies changes to higher education learning. Compounding the need for Generation Y and Generation Z instigated changes to higher education has been the rapid onset of new forms of technologically infused learning, some generated by an industry desperate to maintain its influence on education as the market for paper-based books and journals declines, others generated by the ubiquitous nature of everyday life technological innovations such as social media, and more recently, the widespread availability of tuition fee-free MOOCS. This chapter will chart the generational and technological changes that are likely to increasingly demand changes to learning in schooling and higher education. Possible future change scenarios are also suggested.

scholarly journals The Management of Accountability for Innovation in an Organization

2019 ◽  
Vol 10 (5) ◽  
pp. 65
Author(s):  
Abu-Hussain Jamal ◽  
Oleg Tilchin
Keyword(s):  
Innovation Process ◽  
Innovation Activity ◽  
Second Step ◽  
Step Method ◽  
The Third ◽  
Process Characteristics ◽  
Innovative Process ◽  
New Ideas ◽  
Group Members ◽  
Accountability Management

The suggested comprehensive three-step method for management of the employees’ accountability for innovation is aimed at intensification of the innovation activity in an organization. The innovation process is characterized by suitability, feasibility, and applicability of the ideas. It is performed by the phases: finding new ideas, evaluation of ideas, development of ideas including their experimentation and implementation. Change of the innovation process characteristics causes the need of the accountability management. As a result of the management, the accountability characteristics such as a sphere, a level, and a measure of the employees’ accountability for innovation are changed. The method is realized by sequence of the steps: setting accountability, evaluating accountability, and managing accountability. The steps are aligned with the innovative process phases. At the first step, the spheres and the levels of employees’ accountability for generating ideas are set. At the second step, the spheres, levels, and measures of employees’ accountability for development of the ideas are determined. The measure of accountability characterizes accountability of the members of the dynamic and heterogeneous group which is self-formed by employees as a result of the idea assessment. It is set equal to the idea value. The idea value is calculated by summation of assessments of the innovative process characteristics. At the third step, the spheres, levels, and measures of employees’ accountability while development of the ideas are guided. Sharing accountability among the group members is based on their knowledge and skills. The preferable innovation direction and the key idea are revealed.

Recent Developments in Light-Emitting Polymers

MRS Bulletin ◽  
2002 ◽  
Vol 27 (6) ◽  
pp. 451-455 ◽  
Author(s):  
Ian D. Rees ◽  
Kay L. Robinson ◽  
Andrew B. Holmes ◽  
Carl R. Towns ◽  
Richard O'Dell
Keyword(s):  
Mobile Applications ◽  
First Generation ◽  
Low Cost ◽  
Major Focus ◽  
Light Emitting ◽  
Direct Patterning ◽  
Ink Jet ◽  
Recent Developments ◽  
Jet Printing ◽  
New Generation

AbstractConjugated light-emitting polymers (LEPs) have real potential to serve as the active layer in a new generation of emissive displays. Emerging as lead candidates for first-generation displays are poly(1,4-phenylene vinylene)s (PPVs) and poly(9,9-dialkylfluorene)s, as well as other polyaromatic materials. The poly(fluorene)s are at present the most commercially developed of these LEP materials for red–green–blue (RGB) applications. The low power consumption of LEP devices in general makes them particularly suited to mobile applications. Combining solution-processable emissive polymers with direct-patterning methods such as ink-jet printing will lead to the possibility of low-cost, high-resolution displays. The synthesis and properties of PPVs and poly(9,9-dialkylfluorene)s are briefly reviewed in this article, with a major focus on recent developments.

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