УПРАВЛІННЯ ЕНЕРГОЕФЕКТИВНІСТЮ ТА ЕНЕРГОЗБЕРЕЖЕННЯМ НА БАЗІ УНІВЕРСИТЕТСЬКОГО ЕНЕРГО-ІННОВАЦІЙНОГО ХАБА ЗНАНЬ

This paper offers an argument for the need to providing further research on improving energy efficiency and searching for modern management methods based on the university energy innovation knowledge hub. The findings have revealed that the specific energy consumption in the Ukrainian economy is unjustifiably higher than that of other European countries and countries with transitive economies. It is noted that economic losses are becoming increasingly apparent in the context of high cost of imported energy resources, low level of energy security, incompetitiveness of industries and significant environmental wastes. The research methodology entails the principle of studying and summarizing factual data on enhancing energy management and quality management systems, as well as the university documentation. To attain the research agenda, the following methods have been employed: the system and structural analysis techniques, management theory, methods of diagnostics and identification, graph theory as well as energy balance methods. The study presents a mechanism of energy efficiency and energy saving management based on the university energy innovation knowledge hub. The findings demonstrate that such a mechanism is able to overcome the rejection by economic actors of innovation technologies in general and energy efficient technologies in particular. The proposed mechanism of energy efficiency and energy saving management based on the university energy innovation hub challenges the implementation of specific economic measures that should include such elements as incentives (motivators) for energy saving, energy market infrastructure and energy efficient technology, energy projects funding sources and tools. The conclusions resume that in modern realia, higher education institutions should promote a shift from a formally declared energy saving policy towards a University energy efficiency economy pattern as an energy autonomy driver, building a strategy for combining indicative and market functions in ensuring energy efficiency.

Balancing Bureaucracy and Communal Values in Diffusing the Innovation Process: Strategic Communication Challenges from the Malaysian Perspectives

The transmission of agricultural messages such as innovation in agricultural settings requires good planning from a strategic communication viewpoint. Moreover, there has been a call from various quarters that demand a holistic approach to solve this miscommunication issue. Thus, this study aims to understand the experiences of senior officers who are in charge of managing transmission of agricultural knowledge and training in various agriculturally based organisations. In-depth interviews were conducted with experts representing local and federal research-based and execution agencies. The data were analysed thematically. The interview protocol was developed from a literature review and tested on an expert who was also in the field of agriculture. The findings indicate that the bureaucracy system negates transfer of technology to the recipients, while communal culture presents as stimuli for successful diffusion of innovation. Thus, balancing bureaucracy and communal values offers a positive impact on the transfer of new technology to the recipients. The results offer a new understanding on the complexity of transfer of innovation knowledge and practices in terms of planning and implementing phases faced by the officers. To add, within the context of the study, top-down and bottom-up communication strategies need to be realigned to ensure the sustainability of effective innovation transfer in Malaysia. Future research could address the different scope of communication aspects in these organisations and extend our in-depth interview approach to various officers at national and regional levels. Keywords: Bureaucracy, communal values, strategic communication, experts, innovation.

Research on the Management Optimization of Industry-University-Research Cooperation Projects in Colleges and Universities from the Perspective of Collaborative Management

Actively launching industry-university-research cooperation projects in colleges and universities is an effective way to build an innovative country. The optimization of collaborative management of industry-university-research cooperation projects in colleges and universities determines whether scientific and technological achievements can be quickly transformed into real productive forces and whether the construction of an innovative country can be accelerated. Formulating scientific and reasonable policies, optimizing incentive strategies, risk management and benefit distribution, as well as optimizing personnel management, production management, and collaborative innovation knowledge management are conducive to improving the management efficiency of industry-university-research collaborative innovation and promoting the process of building an innovative country.

Data Ownership: A Survey

The importance of data is increasing along its inflation in our world today. In the big data era, data is becoming a main source for innovation, knowledge and insight, as well as a competitive and financial advantage in the race of information procurement. This interest in acquiring and exploiting data, in addition to the existing concerns regarding the privacy and security of information, raises the question of who should own the data and how the ownership of data can be preserved. This paper discusses and analyses the concept of data ownership and provides an overview on the subject from different point of views. It surveys also the state-of-the-art of data ownership in health, transportation, industry, energy and smart cities sectors and outlines lessons learned with an extended definition of data ownership that may pave the way for future research and work in this area.

Key elements to enable systemic innovation in construction firms

The construction industry is generally known to be resistive to change and reluctant to embrace new technologies. Innovation, which might be described as the successful exploitation of new ideas, is usually seen as the key to unlocking the industry’s potential. Although there is no doubt that some progress has been made, construction innovation still occurs in a random manner, not as a systemic and managed process. Regardless of the growing number of studies on construction innovation management, there is still a lack of research that identify, compile, classify, and summarize the innovation enablers in construction. Thus, based on a Systematic Literature Review (SLR), this paper aims to provide a holistic understanding of the key elements that enable systemic innovation in construction from a firm-level perspective. The review incorporated data from 38 articles to establish a set of 15 enablers of innovation in construction firms, such as innovation culture, external collaboration (open innovation), knowledge management, and upper management support. The enablers were classified into five different aspects of innovation management: strategic, organizational, human, processual, and financial. The review also sought to identifypractices, routines, methods, or tools that can be adopted to increase innovation activity in construction firms.

Exchanging knowledge in the TMT to realize more innovation opportunities: what can family firms do?

Purpose This paper aims to examine the influence that family firms’ top management team (TMT) behavior and characteristics exert on their innovation opportunity realization. Design/methodology/approach Data were collected through a survey addressed to a representative sample of Italian firms. The analyzed sample consists of 237 firms, 120 of which are family firms. A series of ordinary least squares models were used to test the four hypotheses. Findings Family firms realize fewer innovation opportunities than non-family firms. This result is fully mediated by the knowledge exchange in the TMT as follows: in family firms, the TMT exchanges less knowledge than in non-family firms, which drives their lower realization of innovation opportunities. In family firms TMT, the increase in the non-family members positively influences the TMT knowledge exchange, but only when the time the Chief Executive Officer (CEO) spends in searching for innovation opportunities outside the firm is low. The more the CEO search increases, the more this positive influence decreases, up to the point it becomes negative. Research limitations/implications The study contributes to the literature on innovation, knowledge management and organizational design in family firms. Nevertheless, data were collected at a single point in time and in a single country. Practical implications The study suggests family firms on how to foster the realization of innovation opportunities. A greater TMT knowledge exchange allows to realize more innovation opportunities and the TMT characteristics emerged as the drivers of this TMT knowledge exchange. As such, family firms should examine the interaction of their TMT composition in terms of non-family and family members with the effort that the CEO deploys to search for innovation opportunities outside the firm. Originality/value Empirical investigation of the link between family ownership, absorptive capacity and innovation performance by considering TMT behavior and characteristics.

Frank Knight, uncertainty and knowledge spillover entrepreneurship

In his seminal 1921 book, Risk, Uncertainty, and Profit, Frank Knight distinguished uncertainty and risk. This paper applies Knight's concept of uncertainty to knowledge generated in incumbent organizations to explain the inherent difficulty in assessing potential innovations along with the key role played by knowledge spillover entrepreneurship as a conduit for transforming new knowledge created by an incumbent organization but ultimately commercialized through the creation of a new firm and innovation. Knowledge is inherently uncertain and constitutes what is characterized as the knowledge filter impeding innovative activity in the context of incumbent firms and organizations. The organizational and institutional context and market uncertainty can either facilitate or impede the spillover of knowledge from the firm where it was created to the entrepreneurial startup where it is transformed into innovation. The empirical evidence based on a large, unbalanced panel of 9,126 UK firms constructed from six consecutive waves of a community innovation survey and annual business registry survey during 2002–2014. Implications for managers, scholars, and policymakers are provided.