New technologies for managing industrial innovation funding

The subject of the study is new technologies for managing industrial innovation funding. The aim of the article is to form an optimal mechanism for the application of technologies for managing industrial innovation funding based on the use of new financial instruments. The relevance of the research is due to the increasing role of innovation in ensuring competitive advantages and market stability of industrial enterprises, as well as the growing need to attract funding. The scientific novelty consists in grouping the existing financing technologies into three main groups: traditional, modern and new. The research methods are analysis, systematization, synthesis, induction, deduction, modeling. The authors built a model of the mutual influence of innovative industrial development and the subsequent development of financing technologies in the financial sector. In the course of the study, the author obtained the following results: a mechanism for applying new technologies to manage innovation funding was developed, a priority financial instrument was identified for use within the framework of the developed mechanism. The authors conclude that the role of digital technologies in the activities of an industrial enterprise and, accordingly, in innovation funding is increasing. At the same time, the activities of an enterprise in attracting resources by issuing digital securities (shares) to finance innovations are of the greatest practical interest.

INNOVATIVE TECHNOLOGIES IN THE ADVERTISING ACTIVITIES OF THE COMPANY

This article presents the reports how new technologies are acting as a key component of change, forcing firms to adapt to new processes, which in turn are disrupting existing hierarchies. The unfavorable conditions of these components create opportunities for marketers who have not been considered as key players at the board level. Thus, it creates conditions for a wide release of innovations and a quick return on investment. To successfully manage innovation, marketing must not only focus on internal management and facilitation, but also enable enterprise-wide market orientation to become the dominant tool of the firm. The article describes their methodological features. The article describes their methodological features, which are aimed at their direct impact on the effectiveness of innovation.

A New Proposition of Business Model Innovation: Anteceding Managerial Competencies

Knowledge, competencies, and human capital are the cornerstones of business innovation. Generating innovation alone is not a guarantee of success in the market, but it is necessary to successfully manage innovation, which requires managers' expertise and specific competencies. The paper focused on analyzing the impact of several managerial competencies on improving the new proposition dimensions of the business model innovation. The business model innovation consists of new creation innovation, new proposition innovation, and value capture innovation. This paper analyses the new proposition innovation segment that relates to solutions for customers and how they are offered; it consists of the dimensions of new offerings, new customers and markets, new channels, and new customer relationships. The research was conducted among managers of companies from several industries, who evaluated their competencies, namely analytical and innovative, their ability to recognize opportunities, their tenacity, and passion for work, as well as new proposition innovation of business model innovation. The findings suggest that each of the managerial competencies is influential in some way but that they do not all affect each dimension of a new proposition of business model innovation. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Innovation in Nonbusiness Organizations from a Conceptual Point of View

The definitions of innovation have been transformed a lot over time since Schumpeter introduced his concept. Even recently one of the most prestigious innovation management references, the Oslo Manual have changed its concept. One rarely discussed aspect of the concept of innovation is that most of the definitions are referring to the business sector; only a few of them are referring to any kinds of organizations, including non-profit and governmental organizations. Any kind of organization must innovate sooner or later; therefore they have to learn how to manage innovation effectively and efficiently. That is why the broad type of definitions is recommended, involving not only for-profit organizations but non-profit and governmental organizations as well.

MANAGING INNOVATION WITH ARTIFICIAL INTELLIGENCE

Artificial intelligence is changing companies and how they manage innovation. Rapid technological development and the replacement of human labor with artificial intelligence can force management to rethink the entire innovation process of the company. Using the ideas of the Carnegie School and the behavioral theory of the firm, the implications for innovation management of artificial intelligence technologies and artificial intelligence systems based on machine learning were considered. A diagram is presented showing the extent to which artificial intelligence can replace humans. It is shown what aspects should be taken into account when transforming into a digital organization of innovations. It is noted that artificial intelligence plays a constructive role where the time-tested advantages of innovation management resources are suppressed, impossible due to digitization. The clear potential of artificial intelligence lies in creating a more systematic approach by integrating artificial intelligence into organizations seeking to innovate. The results of the study point to areas in which artificial intelligence systems can already be fruitfully applied in organizational innovation, namely, in cases where the development of new innovations is primarily constrained by the limitations of information processing. Artificial intelligence systems that rely on anomaly detection, for example, can be useful when firms grapple with processing constraints in search of new opportunities.

The importance for a start-up to trust in open innovation: A systematic literature review

It has long been known that new firms are fundamental for economic growth. Starting new companies is one of the best ways to fight unemployment and to generate well-being. Therefore, attention is paid by the scientific community to start-ups, with particular empha-sis at how they generate, acquire and manage innovation. Initially, start-ups need to identify the resources necessary for innovation and later they will decide whether to develop them internally or acquire them externally. Being open to external sources is a crucial point for the success of new ventures; indeed, adopting Open Innovation processes allows start-ups to overcome their initial shortcomings. The goal of this research is to understand the literature status related to Open Innovation adoption by start-ups.

PARADOXICAL TENSION: BALANCING CONTEXTUAL AMBIDEXTERITY

The concepts of high-velocity, complexity and interdependency are nowadays vividly discussed in design-led innovation management. Design organisations seek to manage innovation in a more dynamic way to ensure competitive advantage and long-term competitiveness. Contextual ambidexterity is advised to be a dynamic capability that can facilitate firms to effectively manage incremental and radical innovation alike. This paper proposes an approach that focuses on the individual and the underlying thinking which bases its foundations on ambidextrous leadership, abductive reasoning and strategic fit.

ANALISA TATA KELOLA TIEKNOLOGI INFORMASI UNTUK MENINGKATKAN DESTINASI PARIWISATA DI LOMBOK (STUDI KASUS DI DINAS PARIWISATA PROV. NTB) MENGGUNAKAN FRAMEWORK COBIT 5

IT governance in a company to achieve the company’s vision, mission, goals, and objectives. There are problems in IT management both media and website in the Tourism Destination Development Sector, therefore this study determines the Capability level of IT governance in the Tourism Destination Development Sector using the COBIT 5 framework. The framework focuses on the APO01 sub-domain (Manage the IT management framework) Manage IT management frameworks, and APO04 (Manage innovation) Develop technological innovation. The results of the Capability level at APO01 for the current conditions are at levels 2 and 3, while the results of the Capability level at APO07, for now, are at level 2. While the Capability level results at APO01 and APO07 for the expected conditions are at levels 4 and 5 To increase the value of the Capability level got, recommendations for improvement are taken into consideration in the Development of Tourism Destinations in managing information technology.Then the recommendations given to increase the Capability level, form an action plan that is equipped with an implementation schedule and an estimated time that can be run

Project Managers Are the Best Candidates to Manage Innovation

<p class="0abstract"><span lang="EN-US">N</span><span class="Ninguno"><span lang="EN-US">ew technologies are changing our society bringing both great opportunities and enormous risks; therefore it is of paramount importance to understand how to cope with the ongoing digital transformation and how to manage the innovation it brings in all sectors and at all levels. The ability to innovate is a crucial factor for long-term corporate success. Everybody agrees on the importance to bring innovation within companies and organizations but there is little consensus on how to do it. Over the last years, a strong debate has raised on the identification of innovation manager’s tasks and duties and, above all, on the background and skills that this new professional profile should possess in order to effectively manage innovation. Very often, the innovation manager is seen as someone mostly resembling to a R&amp;D or an IT Manager. Nevertheless, innovation is not only technology-led but encompasses a broader variety of aspects. This suggests that a different and more comprehensive background should be considered when codifying the innovation manager profile. This paper intends to identify this background by showing the strict correlation between project management and innovation management with the aim to emphasize why project management should represent the proper competency and experiential framework for innovation managers.</span></span></p>