scholarly journals INSTITUTIONAL VS. SECTORAL DIMENSION OF INNOVATION STRATEGIES OF FIRMS

2014 ◽  
Vol 19 (Supplement_1) ◽  
pp. S360-S382 ◽  
Author(s):  
Inga Stankevičė ◽  
Giedrius Jucevičius
Keyword(s):  
Cluster Analysis ◽  
Correlation Analysis ◽  
Innovation Strategy ◽  
Exploratory Case Study ◽  
National Institutions ◽  
Cross Tabulation ◽  
Innovation Strategies

In light of the controversy of the dispute about the role of national institutions in shaping innovation strategies of firms, and in light of the lack of explicitness of the notion of innovation strategy within the dispute, this paper aims at ascertaining if national institutional subjection of a firm is fateful in shaping its innovation strategy. The sample companies represented two distinct sets of institutions – Lithuanian vs. Swiss, and two distinct sectors – laser producers vs. contact centres. Warm-house conditions were ensured to eliminate other potentially disruptive factors. Following methods were used to analyse the data: exploratory case study, correlation analysis, test of difference, cluster analysis, and cross-tabulation. The survey highlighted the most important, with regard to national and sectoral disparities, characteristics of innovation strategy.

The Role of Web Services

2010 ◽  
pp. 342-357
Author(s):  
Pauline Ratnasingam
Keyword(s):  
Web Services ◽  
Balanced Scorecard ◽  
Small Businesses ◽  
Lessons Learned ◽  
Business Firm ◽  
The Balanced Scorecard ◽  
Exploratory Case Study

This chapter aims to examine the extent of Web services usage and quality, applying the balanced scorecard methodology in a small business firm as an exploratory case study. This chapter contributes to guidelines and lessons learned that will inform, educate, and promote small businesses on the importance of maintaining the quality of Web services.

scholarly journals Innovation Strategies within the Transforming Russian Electric Power Sector

2001 ◽  
Vol 14 (7) ◽  
pp. 1092-1102
Author(s):  
Yegor D. Burda ◽  
Keyword(s):  
Electric Power ◽  
Power Supply ◽  
Open Innovation ◽  
Innovation Strategy ◽  
Structured Interviews ◽  
Power Sector ◽  
Electric Power Sector ◽  
Innovation Strategies ◽  
The One

Currently, Russian electric power sector is influenced by two divergent tendencies: on the one hand, we can observe a structural transformation of the industry and increasing role of innovations; on the other hand, it is still subject to regulation, while reliability and safety of power supply remain of paramount importance. This situation creates a unique opportunity to explore which innovation strategies are chosen by companies and which factors have the greatest influence on their decisions. A qualitative study was conducted based on a set of semi-structured interviews with several managers of Russian power companies. Further analysis allowed to reveal the dominant innovation strategies employed within the industry: traditional contracts, in-house development, closed and open innovation ecosystems. This study also revealed factors that determine the choice of an innovation strategy: goals of the firm and type of market it aims to operate at. The results provide managers with insights allowing them to make better-grounded decisions in terms of choosing an innovation strategy within various settings

Theoretical Model for a Local Economy Open Innovation Program

2013 ◽  
pp. 236-257
Author(s):  
Amiram Porath
Keyword(s):  
Theoretical Model ◽  
Open Innovation ◽  
Local Economy ◽  
Government Support ◽  
Collaborative Effort ◽  
National Program ◽  
Working Together ◽  
Innovation Strategies

This chapter presents a model of open innovation as a collaborative effort of firms, mostly SMEs that are managed under a government support with the assistive involvement of academia. While normally industry-academia cooperation is R&D focused, the model presented is a model of open innovation not involving dedicated R&D. It deals with the process of assimilating existing technologies and methodologies; the model focuses on search, identification, and implementation phases to improve competitiveness through open innovation strategies. The model claims that specifically for SMEs, innovation not related to R&D, and especially open innovation, is hard to deal with alone. Therefore the model presents a group of SMEs working together towards that end, and the role of the governing authority supporting them. The model is supported by a short case study of a national program of Israel, the Users Association for Advanced Technologies.

Reimagining the Role of School Management Teams in Curriculum Delivery in the COVID-19 Pandemic

2021 ◽  
pp. 179-200
Author(s):  
Joseph Frank Mensah ◽  
Sakyiwaa Boateng ◽  
Alex Boateng
Keyword(s):  
Transformational Leadership ◽  
School Management ◽  
Curriculum Management ◽  
Exploratory Case Study ◽  
Weak Student ◽  
Curriculum Delivery ◽  
Perceptions And Expectations ◽  
The Impact

This chapter explored the role of SMT in curriculum delivery in the midst of the pandemic, the impact of the pandemic on curriculum delivery, and support systems most useful during the coronavirus outbreak. The objectives were examined under the lens of the transformational leadership theory. The study was positioned in the interpretivist paradigm and informed by an exploratory case study design. Fifteen SMT members from six schools were conveniently sampled and interviewed to understand their experiences, perceptions, and expectations of curriculum delivery during the pandemic. The findings largely showed good practices in curriculum management during the pandemic, knowledge of curriculum delivery roles, and expanded support structures. On the other hand, challenges, such as increased absenteeism and weak student accountability resulting from recurring community transmissions, were noted. This chapter, therefore, calls for enhancing the role of SMTs in schools to make them better prepared for and responsive to interconnected global challenges such as this pandemic.

Design artefacts as flexible and persuasive tools for customer-centric innovation

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Jochen SCHWEITZER ◽  
Jacqueline (Jax) WECHSLER
Keyword(s):  
Organisational Change ◽  
Business Value ◽  
The Social ◽  
Innovation Strategies ◽  
Innovation Practices ◽  
Successful Change ◽  
Innovation Processes

More organisations are adopting customer-centric innovation practices to increase business value; however, very little is known about the factors driving customer-centric innovation or the conditions under which innovation succeeds. Similarly, very little is known about the role of design artefacts as inputs in customer-centric innovation processes or as instruments that support the organisational change required for successful change. A practice-led case study was conducted to examine the role of design artefacts and to demonstrate how they are flexible and persuasive tools that mediate the social and intertwined demands of customer-centric innovation strategies. Five distinct roles of design artefacts are proposed and their value in contributing to innovation and organisational change are considered.

scholarly journals How a Tourism City Responds to COVID-19: A CEE Perspective (Kraków Case Study)

2021 ◽  
Vol 13 (14) ◽  
pp. 7914
Author(s):  
Joanna Kowalczyk-Anioł ◽  
Marek Grochowicz ◽  
Robert Pawlusiński
Keyword(s):  
Tourism Development ◽  
Tourism Industry ◽  
Case Study Approach ◽  
Study Approach ◽  
Exploratory Case Study ◽  
Research Problems ◽  
New Formula ◽  
The City

Academic papers on the COVID-19 pandemic and tourism adopt the perspective of strengthening tourism resilience or recognize the ongoing crisis as an opportunity for reflection and the need to redefine tourism development strategies. This article examines these issues using the example of Kraków, a tourism city that, on the eve of the pandemic outbreak, was experiencing symptoms of overtourism. Using a case study approach, the authors illustrate the strategies applied at the city level, as well as the range of measures and actions used to support the tourism industry during the full pandemic year. The Kraków case shows that the pandemic time can be used to reorganize relations between local tourism stakeholders and to create a new formula for a tourism city in the so-called ‘new normal’. In addition, the exploratory case study allows for the formulation of research problems for further work on tourism cities responses to COVID-19. This can focus on a revision of the tourist offer and profile; the role of culture and the accompanying technology-facilitated innovations; the continuation of ‘being-a-tourist-in-your-own-city’, as promoted in the pandemic; tourists’ reactions to introduced changes; and shaping (new) relations between tourism stakeholders in the (post)pandemic city.

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