MANAGERIAL ACTIVITY TO OVERCOME ANTI-INNOVATION BARRIERS IN EDUCATIONAL INSTITUTIONS

The implementation of pedagogical innovations becomes a required condition to enhance the quality of the education and competitive potential of an educational institution at the market of educational service, and it requires qualified management of its innovation activity. However, pedagogical employees stand against innovations, and in scientific literature it is called an anti-innovation barrier.The purpose of the paper is to consider the issue of overcoming anti-innovation barriers as a component of managerial activity in educational institutions.The work is aimed at coping with psychological barriers in educational institutions that can be made in the following directions: the change of value orientation of educators; the correction of motivation of the members of the teachers’ staff; the creation of new exemplars of individual behavior of educators; the formation of readiness of the members of the teachers’ staff for innovation activity.Systematic monitoring of educators’ readiness to accept innovations, its step-by-step studying should precede the implementation of all the mentioned directions. The administration of an educational institution is to organize explanatory and educational work on a regular basis, to provide pedagogical employees with comprehensive information about the performance of the educational institutions where successful implementation of innovations has taken place. A keystone of a successful introduction of innovations is the creation of “an innovation climate” – an external environment that forms educators’ attitude to innovations, to attract those educators who do not accept innovations to the planning of the stages of their introduction. The organization of the measures directed towards the increase of the professional competence of those educators who are involved in the implementation of innovation activity is a vitally important component in the management that is aimed at overcoming anti-innovation barriers. The task of the administration of an educational institution is to create the conditions, which will motivate teachers to improve their professional skills and to study an advanced experience. Keywords: management of an educational institution; management of an innovation activity; innovation activity; anti-innovation barriers; innovation climate; implementation of innovations; value orientations; pedagogical activity.

Anti-innovation barriers in the professional activity of university lecturers in Ukraine and ways to overcome them: diagnostic aspect

The article presents the analysis of anti-innovation barriers in the professional activity of lecturers in Ukraine and outlines the ways to overcome this phenomenon. For this reason the discussions of domestic and foreign scientists on the given problem are introduced; the scientific bases of innovative activity of pedagogues are defined, its essential characteristics are outlined; the reasons for the lecturers’ and teachers’ of general secondary education resistance to pedagogical innovation are identified. The authors represent an experimental scientific study of the problem in the practical activities of educational institutions in Ukraine. The subjects of the experiment were lecturers, students and school teachers in different regions of Ukraine. The pedagogical experiment conducted at the diagnostic level allowed to identify the main problems of educational activities in the field of pedagogical innovation and to propose an original method aimed at overcoming the reasons that hinder the introduction of innovative principles into the educational process of higher educational institutions.

Open Innovation’s Barriers In Creating Idea’s Explosion: A Conceptual Framework

Open innovation has been developing in the digital revolution era. Many research and references refer to how open innovation can influence the work process, productivity and other factors. The research focusing on how to generate the model of open innovation barriers to create idea’s explosion in innovation process. In detail, the research intent to investigate open innovation barriers from two factors comprise of Inside-in Factors and Inside-out factors. The research applied desk research method to provided conceptual and meta-analysis focusing on integration and proposing new relationships open innovation barriers comprise inside-in factor and inside-out factor. The conceptual and meta-analysis result provide two important factors of open innovation barriers consist of inside-in factor and inside-out factor. Inside-in factor refers barriers which come up by internal factors in the organization or firms itself. On the other hand, inside-out factor refers to barriers which come from external organization or firm. The managerial implication of the research can be applied in organization or firm which use open innovation process in their workflow or model business. Previous research has already identified three levels of analysis of barriers in open innovation, first level is internal level of firms, second level is innovation system of policies and third level is innovations funding and cultural level. Hence, the novelty of the research intent to investigate open innovation barriers from two factors comprise of Inside-in Factors and Inside-out factors

Innovative entrepreneurship in emerging and developing economies: the effects of entrepreneurial competancies and institutional voids

Innovative entrepreneurship is one of the key drivers of economic development particularly for less developed economies where the economic growth is at the forefront of policymakers’ agenda. Yet, the research on how various factors at different levels interact and bring about innovative entrepreneurship in emerging and developing countries remains relatively scarce. We address this issue by developing a multilevel framework that explains how entrepreneurial competencies attenuate the negative impact of innovation barriers. Our analysis on a sample of individuals from 24 economies, 17 developing and 7 emerging countries, reveals that entrepreneurial competencies become more instrumental for innovative entrepreneurship when general, supply-side, and demand-side innovation barriers are higher. The findings offer unique insights to policymakers particularly in developing countries interested in promoting innovative entrepreneurship and to entrepreneurs and investors seeking to establish and support innovative ventures.

Barriers Influencing Vaccine Development Timelines, Identification, Causal Analysis, and Prioritization of Key Barriers by KOLs in General and Covid-19 Vaccine R&D

A frequently mentioned factor holding back the introduction of new vaccines on the market are their prohibitively long development timelines. These hamper their potential societal benefit and impairs the ability to quickly respond to emerging new pathogens. This is especially worrisome since new pathogens are emerging at all-time high rates of over one per year, and many age-old pathogens are still not vaccine preventable.Through interviews with 20 key-opinion-leaders (KOLs), this study identified innovation barriers that increase vaccine development timelines. These innovation barriers were visualized, and their underlying causes revealed by means of qualitative root cause analysis. Based on a survey the innovation barriers were quantitatively ranked based on their relative impact on both regular, and Covid-19 vaccine development timelines. KOLs identified 20 key innovation barriers, and mapping these barriers onto the Vaccine Innovation Cycle model revealed that all phases of vaccine development were affected. Affected by most barriers is the area between the preclinical studies and the market entry. Difficult hand-off between academia and industry, lack of funding, and lack of knowledge of pathogen targets were often mentioned as causes. Quantitative survey responses from 93 KOLs showed that general vaccine development and Covid-19 vaccine development are impacted by distinct sets of innovation barriers. For the general vaccine development three barriers were perceived of the highest impact; limited ROI for vaccines addressing disease with limited market size, limited ROI for vaccines compared to non-vaccine projects, and academia not being able to progress beyond proof of principle. Of highest impact on Covid-19 vaccine development, are lack of knowledge concerning pathogen target, high risk of upscaling unlicensed vaccines, and proof of principle not meeting late-stage requirements. In conclusion, the current study demonstrates that barriers hampering timelines in vaccine development are present across the Vaccine Innovation Cycle. Prioritizing the impact of barriers in general, and in Covid-19 vaccine development, shows clear differences that can be used to inform policies to speed up development in both war and peace time.

Removing barriers for digital health through organizing ambidexterity in hospitals

Aim Hospitals noticeably struggle with maintaining hundreds of IT systems and applications in compliance with the latest IT standards and regulations. Thus, hospitals search for efficient opportunities to discover and integrate useful digital health innovations into their existing IT landscapes. In addition, although a multitude of digital innovations from digital health startups enter the market, numerous barriers impede their successful implementation and adoption. Against this background, the aim of this study was to explore typical digital innovation barriers in hospitals, and to assess how a hospital data management platform (HDMP) architecture might help hospitals to extract such innovative capabilities. Subject and methods Based on the concept of organizational ambidexterity (OA), we pursued a qualitative mixed-methods approach. First, we explored and consolidated innovation barriers through a systematic literature review, interviews with 20 startup representatives, and a focus group interview with a hospital IT team and the CEO of an HDMP provider. Finally, we conducted a case-study analysis of 36 digital health startups to explore and conceptualize the potential impact of DI and apply the morphological method to synthesize our findings from a multi-level perspective. Results We first provide a systematic and conceptual overview of typical barriers for digital innovation in hospitals. Hereupon, we explain how an HDMP might enable hospitals to mitigate such barriers and extract value from digital innovations at both individual and organizational level. Conclusion Our results imply that an HDMP can help hospitals to approach organizational ambidexterity through integrating and maintaining hundreds of systems and applications, which allows for a structured and controlled integration of external digital innovations.

Linking open innovation, innovation barriers and performance of Indonesian firms

Purpose This study aims to examine open innovation that consists a wide range of external knowledge search activities, such external search breadth and depth, external R&D, cooperation and acquisition activities, as a response to different innovation barriers faced by Indonesian firms. Design/methodology/approach Data are derived from Indonesia innovation survey. Exploratory factor analysis is used to identify and combine innovation barriers variables. Ordered logistic estimation is used to measure the impact of innovation barriers on firm openness decision. Logistic regression is used to measure the impact of innovation barriers on firm openness indicators such as external R&D, cooperation and acquisition as the variables are binary. Finally, Tobit regression is used to measure the impact of firm openness decision on innovation performance. Findings The main findings indicate that different barriers to innovation lead to different firms’ openness decisions, and different decisions on openness have differentiated influence on innovation performance. Originality/value This study contributes to the innovation barrier literature by empirically testing whether experiencing barriers to innovation is associated with a broader external knowledge search activity. Previous studies tend to link innovation barriers with a narrow activity as indicated by external knowledge searching widely and deeply.