Drivers, Processes, and Outcomes of the STI and DUI Modes of Innovation: A Systematic Review

Two promising streams of research in innovation involve the innovation stemming from the interaction of multiple actors (i.e. innovation networks) and innovation modes [the modes focused on science, technology, and innovation (STI) and learning by doing, using, and interacting (DUI)]. However, scholars have not exerted much effort in cross-referencing these two literature streams. Following a protocol to conduct a systematic review of the literature, through Scimago journals ranking (Q1 and Q2 classification) available at the Web of Science and B-On databases, this study considered 44 articles for eligibility. Moreover, it systematically considers the key features of innovation emerging from DUI networks versus STI networks. Finally, it contributes to future innovation research by comprehensively reviewing the drivers, processes, and outcomes of the STI and DUI innovation emerging from networks.

Coupling Development of Manufacturing Promotion and Innovation in China

This study analyzed the manufacturing implemented different modes of innovation at different regions, and established a model to predict the likelihood that the enterprise would follow the innovation mode dominated by the local government. Governmental regulation of innovation and spurring enterprises to innovate were important tools for development of the manufacturing in China, but regional differences in economic development required different coupling strategies of innovation. The results revealed that the developed region in China was biased to undertake disruptive innovation, while the developing region drived incremental innovation mainly, and made a theoretical model to explore the probability respectively. We assigned corresponding values based on theoretical analysis and relevant assumptions, and discovered that in the developing region was more likely to follow the innovation mode proposed by the local government than that in the developed region, but the data demonstrated that the probability were comparatively small for both the developed region and the developing region.

Out with the Old, In with the New! But in What Ways?

The chapter, utilizing the tools and concepts developed in chapter 5, focuses on the trendiest (and for many people, wrongly, the only) stage of innovation—novel product and technologies innovation. It first analyzes one mode of success—the Silicon Valley model—utilizing the story of Israel and demonstrating both its allure and significant benefits, but also its considerable downsides and limitations, especially with regard to equality, equity, and long-term prosperity. The chapter then presents an alternative model for stage 1 innovation, one which is not built around massive financial exits and IPOs and utilizes different modes of innovation financing instead of the over-hyped venture capital model. The story of the ongoing transformation of Hamilton, Canada, serves to make those lessons concrete.

Adaptive Enemies

This chapter draws on key concepts from evolutionary theory, anthropology, and social science to explore how adaptive enemies evolve and adapt under conditions of conflict. It identifies four key mechanisms of evolution in irregular warfare—social learning, natural selection, artificial selection (including both unconscious artificial selection and predator effects), and institutional adaptation—and gives examples of each. It also examines forms of conscious military innovation by states, and draws a distinction between peacetime (concept led) and wartime (reactive) modes of innovation. The chapter argues that domination of the operational environment by Western armed forces since the end of the Cold War has created evolutionary pressure to which all adversaries—state and non-state—have responded, and that this response is shaping new approaches to war.

Ambidexterity in External Knowledge Search Strategies and Innovation Performance: Mediating Role of Balanced Innovation and Moderating Role of Absorptive Capacity

The importance of external knowledge acquisition for innovation by firms is well established. In particular, there has been an increasing focus on the two distinct modes of firms’ external search strategies, which have a differential effect on their learning and innovation: search breadth and depth. By applying organizational ambidexterity lens, we hypothesize that pursuing high levels of both external search strategies is beneficial to achieve a balance between exploitative and explorative innovation, which, in turn, has a positive impact on the firm’s innovation performance. We also hypothesize that, even among the firms that maintain high levels of both search strategies, firms with higher absorptive capacity better achieve a balance between both modes of innovation, thereby producing higher performance. The findings on a multi-industry sample of Koran manufacturing firms confirm our hypotheses and imply that it is essential for firms to develop capabilities for different modes of external search activities in conjunction with internal absorptive capacity for superior innovation performance.