IPRs and Innovation, Technology Transfer, and Economic Welfare

The TRIPS agreement states that Intellectual Property Rights (IPRs) protection should contribute to the promotion of technological innovation, economic welfare, and to the transfer and dissemination of technology. However, there is still no consensus on whether IPRs protection has achieved its goal. Thus, the chapter provides a discussion on how the impact of IPRs on innovation, technology transfer, and economic welfare is affected by the difference in the income level of the countries. The results suggest that in high-income and upper middle-income countries, IPRs have a positive impact in these variables. Nevertheless, it seems that in lower middle-income and low-income countries, IPRs have not increased innovation, spurred transfer of technology. or created economic welfare.

Exploring the Role of Open Innovation Intermediaries

In the era of open innovation, companies that want to innovate can no more remain isolated, they have to interact and collaborate with diverse actors of the innovation process. The rise of open innovation practices resulted in an increase of intermediaries for innovation. This chapter aims to better understand why innovative companies use the services of such intermediaries. Two distinct types of open innovation intermediaries have been identified, whose roles are significantly different; while the first type help companies to reduce transaction costs related to open innovation, the second type may be implicated directly in the creation, transfer and diffusion of knowledge. This chapter illustrates both roles in the case of public research valorization and distinguish clearly “Technology Transfer Organizations” (TTOs), whose role is to reduce transaction costs related to technology transfer from “Research and Technology Organizations” (RTOs) that are actively involved in knowledge creation and transfer processes.

Integrating Sustainable Development Into Project Portfolio Management Through Application of Open Innovation

In recent years, the idea of integration of sustainability into project management has been put forth, which requires a more comprehensive and holistic approach to project management. Integration of sustainability increases the complexity of project management. Therefore, project management organizations require a framework capable of opening up the traditional organization of the project business and providing competitive advantages. This study argues that the open innovation model presents the requisite capability to approach this issue. This research, through a structured review of the literature and an overview of the open innovation and project management knowledge areas, explains how open innovation can provide a fruitful contribution to the integration of sustainable development into project portfolio management and why it should be favoured. The findings show that open innovation can facilitate the environmental, social and economic sustainability of projects, while rendering the project organization more agile.

Promoting Service Innovation and Knowledge Management in the Hospitality Industry

This chapter indicates the overview of hospitality industry; the concept of service innovation; service innovation and customer demand; the importance of service innovation in the hospitality industry; the concept of Knowledge Management (KM); the advanced issues of KM in the hospitality industry; competency models in the hospitality industry; and the importance of KM in the hospitality industry. Service innovation has the potential to create the business growth perspectives, to lead markets that have the economic impact, and to bring about the structural and economic changes in the hospitality industry. KM seeks to make the best use of the knowledge that is available to the hospitality industry, while creating new knowledge in the process. The chapter argues that promoting service innovation and KM has the potential to enhance organizational performance and reach strategic goals in the hospitality industry.

Tacit Knowledge Utilization for Global Impact and Organizational Practices

The aquaculture sector stands at a crossroad because of the important changes in the business environment. Demand and competition for food is growing worldwide, fishery sector reached its limits and in this regard farmed fish sector represents a viable solution for food supply. A sustainable development of small business is recommended in order to develop knowledge and skills to support the growth of world population. In this view knowledge management for innovation is crucial to promote sustainable business models (BM) that can achieve a solid economic performance and at the same time take care of the natural environment. The purpose of this chapter is to contribute to the literature about sustainable BMs by an in-depth case study of a small fish farming company which developed competitiveness based on own tacit knowledge. The exemplary case study of a sustainable BM in aquaculture has been analyzed by use of an enhanced BM canvas that links various market oriented elements of a BM with the needs of society.

Research Dimensions of Open Innovation in Small and Medium Enterprises

Innovation is treated as a recognized driver of economic prosperity of a country through the sustained growth of its entrepreneurships. Moreover, recently coined term open innovation is increasingly taking the lead in enterprise management in terms of value addition. Foci of academics, researchers and practitioners nowadays are revolving around various innovation models, comprising innovation methods, processes and strategies. This chapter seeks to find out open innovation researches and practices that are being carried out circumscribing development of entrepreneurships, particularly the sector belonging to the small and medium enterprises (SMEs) through a longitudinal study. Along this context the chapter put forwards part of a continuous study investigating into researches in the area of open innovation for entrepreneurship development that are being carried out by leading researchers and research houses across the globe, and at the same time it also investigating open innovation practices that are being carried out for the development of entrepreneurships, emphasizing SMEs. Before conclusion the chapter has tried to develop a framework to instigate future research.

Knowledge Acquisition, Knowledge Application, and Innovation Towards the Ability to Adapt to Change

The objective of article is to provide important empirical evidence to support the role of individual knowledge management processes and separate innovation types within firms. Specifically, knowledge acquisition and knowledge application are analyzed and empirically tested in relation to product and process innovation as well as business performance. The results support the direct impact of product and process innovation on business performance. In addition, the results show the indirect effect of knowledge acquisition and knowledge application on firm business performance through product and process innovation. Although KM represents a complex concept of knowledge management in a firm and can contain more processes, this article confirms that KM processes individually contribute to the innovation and indirectly on business performance. Besides, it confirms mediating effect of innovation between both knowledge acquisition and knowledge application and organizational business performance. In addition, most of the similar studies have been focused on the developed Western countries.

Emergence of a Digital Platform Based Disruptive Mobile Payments Service

Banks are motivated to be interested in developing platforms to provide mobile payment services to their customer and for those to be innovative. However, the successful implementation of a mobile payments service platform is mainly determined by how much players are fully motivated to realize it. In fact, in the Swedish context, the involvement level of mobile payment service platforms are very high whereas few studies have examined the related issues of mobile payments service platform. Thus, the purpose of this article is to investigate the factors leading banks to develop platforms and how banks manage these platforms. Data was collected by conducting interviews of applicable banks. The results mainly showed that the driving factors are significantly influenced by contextual factors, mutual objectives and opportunities. This article also looks forward to providing the payment industry with applicable guidelines for efficiently implementing and designing mobile payment service platforms.

Industry 4.0 From the Systems Engineering Perspective

Systems engineering focuses on design, development, and implementation of complex systems. Not only does the Industry 4.0 concept consist of various technical components that need to be properly set and interconnected, but it is also tied to various managerial aspects. Thus, systems engineering approach can be used for its successful deployment. Overemphasis of technological aspects of Industry 4.0 represents the main starting point of this chapter. Then, collocation analysis, word clusters identification, selection and exemplification of selected domain in the business management realm, and frequency analysis are used in order to develop a holistic framework of Industry 4.0. This framework comprises six levels – physical, activity, outcome, content, triggers, and context. Moreover, the information and control level is integrated. The new holistic framework helps to consider Industry 4.0 from the complex systems engineering perspective – design and deployment of a complex system with required parameters and functionality.

Entrepreneurial Knowledge-Based Strategies for Organizational Development

Combined with leadership, transformational entrepreneurship led to higher levels of creativity. In this business-related process, knowledge-based strategies have a vital role to play, as they enhance productivity, efficiency, and EBITDA. The objective of this chapter is to analyze which success factors grounded in knowledge-based strategies determine organizational development. To cope with this goal, the author examines how the Tecnológico de Monterrey (Mexico) achieves this objective through a complex entrepreneurial ecosystem described in the chapter. The main finding is that the creation of business incubators and accelerators in higher education institutions fosters transformational entrepreneurship, especially when are linked to technology parks.