Co-Innovation Competence: A Strategic Approach to Entrepreneurship in Regional Innovation Structures

Free download. Book file PDF easily for everyone and every device. You can download and read online Co-Innovation Competence: A Strategic Approach to Entrepreneurship in Regional Innovation Structures file PDF Book only if you are registered here. And also you can download or read online all Book PDF file that related with Co-Innovation Competence: A Strategic Approach to Entrepreneurship in Regional Innovation Structures book. Happy reading Co-Innovation Competence: A Strategic Approach to Entrepreneurship in Regional Innovation Structures Bookeveryone. Download file Free Book PDF Co-Innovation Competence: A Strategic Approach to Entrepreneurship in Regional Innovation Structures at Complete PDF Library. This Book have some digital formats such us :paperbook, ebook, kindle, epub, fb2 and another formats. Here is The CompletePDF Book Library. It's free to register here to get Book file PDF Co-Innovation Competence: A Strategic Approach to Entrepreneurship in Regional Innovation Structures Pocket Guide.

A viewpoint on innovation and chemical industry. Research Policy, 9 3 , Coombs, R. A literature-based innovation output indicator. Research Policy, 25 3 Cooke, P. Origins of the concept. In: Braczyk, H. UCL Press, London, 2— Braczyk, H. Cooper, R. New products: what distinguishes the winners? Research and Technology Management, 33 6 , 27— Chen, M. Typology and performance of new ventures in Taiwan. A model based on opportunity recognition and entrepreneurial creativity.

Cormier, D. The informational contribution of social and environmental disclosures for investors. Crepon, B. Research, innovation and productivity: an econometric analysis at the firm level. Economics of Innovation and New Technology, 7, — Criscuolo, P. The elixir or burden of youth? Exploring differences in innovation between start-ups and established firms. Research Policy, 41, — Curado, C. Intellectual capital disclosure payback. Management Decision, 49 7 , Damanpour, F. Theories of organizational structure and innovation adoption: the role of environmental change.

Journal of Engineering and Technology Management, 15, 1— Das, S. Size, age and firm growth in an infant industry: the computer hardware industry in India.

15 most important Innovation Theories your company should be using - Idea to Value

International Journal of Industrial Organization, 13, — Dasgupta, S. A local analysis of stability and regularity of stationary states in discrete symmetric optimal capital accumulation models. Journal of Economic Theory, 36 2 , A community perspective on the emergence of innovations. Journal of Engineering and Technology Management, 10 1—2 Del Monte, A. Research Policy, 32, — Dinur, A. C ommon and un-common sense in managerial decision making under task uncertainty. Management Decision, 49 5 , Doloreux, D.

Is regional innovation system development possible in peripheral regions? Technovation, 28, — Dosi, G.

Learning, market selection and the evolution of industrial structures. Small Business Economics, 7, — Drazin, R. Community, population, and organization effects on innovation: a multilevel perspective. Drejer, I. Dunne, P. Age, size, growth and survival: UK companies in the Journal of Industrial Economics, 42 2 , — Dunphy, S.

Herbig, P. The innovation funnel. Technological Forecasting and Social Change, 53 3 , During, W. Project management and management of innovation in small industrial firms. Technovation, 4 4 Dussage, P. New York. Elmquist, M. Ettlie, J. Stimulating the flow of innovations to the U. Technological Forecasting and Social Change, 19 1 , Evans, D.

Regional Research and Innovation Strategy 2014-2020 (RIS3)

Tests of alternative theories of firm growth. Journal of Political Economy, 95, — The relationship between firm growth, size, and age: estimates for manufacturing industries. Journal of Industrial Economics, 35, — Ermini, B. Capitale umano, fonti di finanziamento esterno e crescita delle nuove imprese italiane ad alta tecnologia. Studi Economici, 96, 73— Ferrari, A. Innovation: Myths and realities. Industrial Marketing Management, 2 4 , Ferreira, J Corporate entrepreneurship and small firms growth. International Journal of Entrepreneurship and Small Business, 10 3 , — Forsman, H.

Innovation capacity and innovation development in small enterprises. A comparison between the manufacturing and service sectors. Research Policy, 40 5 , — Flor, M. Identification of innovating firms through technological innovation indicators: an application to the Spanish ceramic tile industry. Research Policy, 33, — Ford, H.

Innovation in waste economy. Omega, 5 2 , Fuchs, V. Corporate social responsibility and innovation: a resource-based theory. Gallouj, F. Stakeholder pressure and environmental proactivity: Moderating effect of competitive advantage expectations. Management Decision, 50 2 , Geroski, P.

Innovation and competitive advantage. In: Working Paper No. Corporate growth and profitability. Review of World Economics, 4 , — Goktan, A. Innovation speed and radicalness: are they inversely related?. Management Decision, 49 4 , — Differentiating the effects of the institutional environment on corporate entrepreneurship. Gopalakrishnan, S. Patterns of generation and adoption of innovation in organizations: Contingency models of innovation attributes.

Journal of Engineering and Technology Management, 11 2 Gossman, G. Guan, J. Innovative capability and export performance of Chinese firms. Technovation, 23 9 , — Hall, B. The relationship between firm size and firm growth in the U. Innovation and productivity in SMEs: empirical evidence for Italy. Small Business Economics, 33, 13— Hwang, A. Integrating technology marketing and management innovation.

Research-Technology Management, 47 4 , 27— Heshmati, A. Holt, J. The role of innovation, servicing and obsolescence in agricultural extension. Agricultural Systems, 18 4 Small Business Economics, 33, 59— Hoops, T. Creativity: Key to organizational renewal. Business Horizons, 6 4 35 — Hopenhayn, H. Econometrica, 60 5 Hotho, S. Small businesses in the new creative industries: innovation as a people management challenge. Management Decision, 49 1 , 29 — Howells, J. Rethinking the market-technology relationship for innovation. Research Policy, 25 8 Hua, S. Product change intensity, product advantage, and market performance: an empirical investigation of the PC industry.

Journal of Product Innovation Management, 23, — Hu, J. The more interactive, the more innovative? A case study of South Korean cellular phone manufacturers. Technovation, 28, 75— Huarng, K. Entrepreneurship, process innovation and value creation by a non-profit SME. Management Decision, 49 2 , — Huergo, E. How does probability of innovation change with firm age?

Small Business Economics, 22 , Hull, C. Learning capability, technological parity, and innova- tion mode use. Journal of Product Innovation Management, 27 1 , 97— Hult, G. Innovativeness: its antecedents and impact on business performance. Industrial Marketing Management, 33 5 , — Hurley, R. Innovation, market orientation, and organizational learning: an integration and empirical examination. Journal of Marketing, 62, 42— Idris, A.

Exploring the motives and determinants of innovation performance of Malaysian offshore international joint ventures. Management Decision, 49 10 , Iwai, K. Schumpeterian dynamics: An evolutionary model of innovation and imitation. Jafari, M. Development and evaluation of a knowledge risk management model for project-based organizations: A multi-stage study. Management Decision, 49 3 , Janszen, F. Innovation and the materials revolution. Technovation, 17 10 , Jervis, P. Innovation in electron-optional instruments —two British case histories.

Research Policy, 1 2 , Johansson, B. Technovation, 28, 29— Kasper, H. Dilemmas of innovation management. Engineering Costs and Production Economics, 12 1—4 Khan, A. Models for distinguishing innovative and non innovative small firms. Journal of Business Venturing, 4 3 Kennedy, D. The social sponsorship of innovation. Technology in Society, 4 4 Kirner, E. Innovation paths and the innovation performance of low-technology firms — an empirical analysis of German industry, Research Policy, 38 3 , — Klette, T.

The Economic Journal, , — Innovating firms: evidence and theory. Kortum, S. Innovating firms and aggregate innovation.

Journal of Political Economy, , — Kleinknecht, A. Structural Change and Economic Dynamics, 4 1 , Koc, T. Factores impacting the innovative capacity in large — scale companies. Technovation, 27, — Koch, A. The impact of functional integration and spatial proximity on the post-entry performances of Knowledge Intensive Business Service Firms. International Small Business Journal, 24 6 , Kroll, H. Establishing an interface between public sector applied research and the Chinese enterprise sector: preparing for Technovation, 30 2 , — Lee, S.

M, Hwang, T. Open innovation in the public sector of leading countries. Management Decision, 50 1 , Co-innovation: convergenomics, collaboration, and co-creation for organizational values. Management Decision, 50 5 , - Lefebvre, E. Small Business Economics, 10, — Lemon, M. Organizational culture as a knowledge repository for increased innovative capacity. Technovation, 24, — Lentz, R. Productivity growth and worker reallocation. International Economic Review, 46, — Li, J. Journal of International Management, 15 3 , — Lindic, J.

Value proposition as a catalyst for a customer focused innovation. Lipparini, A. The glue and the pieces: Entrepreneurship and innovation in small-firm networks. Journal of Business Venturing, 9 2 , Lotti, F. Journal of Evolutionary Economics, 13, — Lutzenhiser, L. Innovation and organizational networks Barriers to energy efficiency in the US housing industry. Energy Policy, 22 10 , Lynskey, M. Determinants of innovative activity in Japanese technology-based start-up firms. Small Business Journal, 22 2 , Macdonald, S. The patent attorney as an indicator of innovation.

Mainardes, E. Stakeholder theory: Issues to resolve. Malerba, F. Evidence From the Software Industry. Economics of Innovation and New Technology, 2 1 , 49— Malecki, E. Entrepreneurship and Regional Development, 16, 1—3. Meyer, A. Organizational leverage effect in innovation. European Management Journal, 9 4 Michie, J.

The Internationalisation of the innovation process. International Journal of the Economics of Business, 5 3 , — Mills, P. Toward a core typology of service organizations. Academy of Management Review, 5, — Mousa, F. Founder effectiveness in leveraging entrepreneurial orientation. Management Decision, 50 2 , — Mowery, D. The influence of market demand upon innovation: a critical review of some recent empirical studies.

Research Policy, 8 2 Muller, E. Innovation Interactions Between knowledge intensive business and small and medium-sized enterprises. Heidelberg, New York: Physica- Velarg. The key dimensions of knowledge- intensive business services KIBS analysis: a decade of evolution.

Naranjo-Valencia, J. Innovation or imitation? The role of organizational culture. Management Decision, 49 1 , 55 — Nassimbeni, G. Research Policy, 30 2 , — Neely, A. A framework for analysing business performance, firm innovation and related contextual factors: percep- tions of managers and policy makers in two European regions.

Integrated Manufacturing Systems, 12 2 , — Nelson, R. Nieto, M. Novelty of product innovation: the role of different networks. Business Economics Series. Working Papers November Nolan, M. Patenting profitability and marketing characteristics of the pharmaceutical industry. World Patent Information, 2, — Nonaka, I. The Knowledge Creating Company. Oxford University Press, New York. Nurmi, S. Plant size, age and growth in Finnish manufacturing. Finnish Economic Papers, 17 1 , 3— OECD Science and Technology Indicators, no.

Some guidelines for European research policy. Pavitt, K. Government policies towards industrial innovation: a review. Research Policy, 5 1 , Research Policy, 13 6 : Potter, D. They also take advantage of technology-empowered new business models such as SNS, social-commerce, mobile solutions, and self-managing enterprise systems..

Smart healthcare and education systems — The two areas that will likely see the most drastic changes in the future will be healthcare and education. Already there are many new breakthrough medical technologies that fight numerous diseases, such as genome editing to cut off undesirable cells, and many converged smart systems that will replace human resources e.

Also, massive open online courses MOOCs have already revolutionized higher education around the world. These smart systems will have profound impact and implications socially, economically and also personally to people.. Smart homes and autos — Two of the aspirational needs of people are affordable, efficient, and comfortable home and car. In the digital age, with the support of smart people, leadership, governments, and infrastructure, homes should be equipped with advanced ICT, closed-circuit TV CCTV , sensors, smart security systems, self-learning systems, and the like.

The home security system can be controlled by a mobile device and an IoT system can manage the content of the refrigerator, control lighting and temperature, operate the smart toilet and the like Lenovo, Already Google, Apple, and Tesla are working on smart self-driving cars. These innovations will greatly change the quality of life in a smart future..

Important innovations that we need are those that can disrupt many barriers to creating a smart future. Already we have a wide variety of new technologies and convergence practices that are available to remove many challenging barriers to a smart future. Some of those that we have already discussed are: big data and smart analytics, IoT and networked smart sensors, devices and robots that can learn and share information for decision support, smart biochips and gene editing to eliminate diseases, artificial intelligence and self-learning machines for pattern recognition to predict future states, and the like.

However, such technological tools are not sufficient to disrupt many challenges ahead. We also need many social, psychological, and managerial research findings to handle complex and ambiguous soft challenges. Some of the innovations that can disrupt the barriers to the desired smart future are as follows. Leadership, motivation, employee satisfaction, job design, communication, team management, and the like are all related to achieving the best outcome of human resources.

People are most productive when they use their talents on their jobs. Gallup estimates that matching human talent and jobs could be the biggest contributor to not only national GDP several trillion dollars but also the sense of accomplishment and happiness on the part of the worker Harter, The smart future needs such innovation.. Creating jobs to do right things and new things — The conventional wisdom is to focus on incremental improvement of productivity by doing the old work more efficiently.

Such innovation, while always necessary in organizations, is not sufficient to make a quantum leap through radical innovation. The smart future needs effective new solutions that focus on effectiveness rather than efficiency. Design thinking, 3D technology, and bio-artificial systems convergence e.

Creating new jobs with longer life cycles — There is a general belief that new technologies help create new jobs. Such new digital age jobs include many knowledge-intensive professional work that support smart systems e. Leveraging the aging population — Population in almost every country, with the exception of Middle East nations, is aging rapidly. This trend is due to several important factors: drastically decreasing birth rates, the increasing longevity of people due to advanced medical sciences and health care services, improved quality of life, and ICT-supported converged services for well-being.

Japan already has about 25 percent of the population over 60 years of age. The proportion of working population simply cannot produce enough income and taxes to support retired senior citizens. The smart future must find ways to not only keep senior citizens healthy and engaged in the society but also leverage their accumulated wisdom in producing value.

Sustainability and green management — One of the major threats to the smart future is the deteriorating environment. The global warming trend has caused numerous natural disasters, including the increasing sea level due to the fast melting permafrost and El Nino-induced droughts, wildfires, floods, hurricanes, etc. The world needs continuous and revolutionary innovations to clean up the already damaged environment and simultaneously take proactive measures to prevent further environmental disasters.

The smart future needs incentives management. Design thinking — We have already discussed the merits of design thinking. The conventional decision-making process assumes that the problem under study is well defined and associated variables are known. Design thinking considers the fluid nature of the decision environment, including the objectives, variables, and relationships Brown, ; Howkins, Innovations that can support design thinking more easily and widely applied to deal with complex problems will help the process of creating a smart future..

Soon, we should be able to see the sound and people's mood or feelings. Innovation is about the actual implementation of new ideas or technologies to create new value in fundamentally different ways than in the past. In the continuous efforts to confront complex challenges in the networked global market, innovation is imperative. Innovation is no longer about creating value for an individual or organization. Rather its ultimate goal is about creating a smart future which can provide new possibilities to the stakeholders of a society.

A smart future is clearly something that people, organizations, governments, and countries want to create. It certainly makes a sense to have such a national goal, as Singapore is one of the world leaders in personal GDP, yet her people have a very low level of happiness and optimism for the future Sim, Such requirements are preferred as they are visible, measurable and easy to celebrate for accomplishments.

For example, the following represent the typical national project requirements for building a smart nation. Applied research centers for convergence innovation and venture creation.. Support of educational programs in science, engineering, and mathematics.. Government structure, budgets and policies for job creation.. While the above programs are all worthy and positive elements for a forward-looking modern society, creating a smart future requires more fundamental cultural fabric where innovation can be nurtured and harvested for a smart future.

Culture and environment where creativity is valued.. Society that values entrepreneurship and risk taking.. People supporting and participating in collaborative leadership and shared goals.. Environment where integrity and collective discipline are virtues.. The government is viewed as the facilitator rather than a ruler.. A culture that advocates change over status quo.. A society where job creation is more valued than job taking.. The smart future is an aspirational goal for most people and society. However, it is not an imaginary future but within the grasp of our possibilities, especially in the digital age.

To create a smart future, people must set stretch goals, think beyond the obvious, and work collectively for the good of the entire society.. ISSN: X. Previous article Next article. Issue 1. Pages January - April Download PDF. Sang M. Lee a , Silvana Trimi b ,. Corresponding author. This item has received. Under a Creative Commons license. Article information. Innovation classification. JEL classification:. Introduction Innovation has been the main task of humans throughout history Lee, Instead, innovation should be for more aggressively active in creating a smart future that provides more opportunities for a better quality of life.

Nevertheless, the general concept of a smart future should mean a living environment which is much better than the current state of affairs. Innovation for value creation Today, business executives, political leaders, educational administrators and even religious leaders all exclaim the innovation imperative.

Innovation classification Innovation has been classified in many different ways in the literature. That means firms cannot sustain their competitiveness by focusing primarily on incremental innovations. The co-innovation platform is the hub of innovation web with numerous nodes and networks of smart innovation sensors. Samsung Electronics and Nike are perhaps the best-known organizations that have the most comprehensive co-innovation programs. Organizational value creation The main purpose of any organization is value creation. Innovation life cycle In the networked digital age, organizational core competencies have short life cycles.

This indicates that innovation is not a one-shot activity but a process of never-ending efforts for developing sustainable competitive advantage. Innovation life cycle S-curve. Continuous innovation S-curves. When are technologies disruptive? A demand-based view of the emergence of competition. Strategic Management Journal, 23 , pp. Afuah, C. Academy of Management Review, 38 , pp. Benner, M. Academy of Management Review, 40 , pp. Harvard Business Review, 86 , pp. Brynjolfsson, A. Norton, ,. Why would corporations behave in socially responsible ways? An institutional theory of corporate social responsibility.

Academy of Management Review, 32 , pp. Future smart: Managing the game-changing trends that will transform your world. Da Capo Press, ,. Caroll, A. Business and society: Ethics, sustainability, and stakeholder management. South-Western Cengage Learning, ,. Open innovation: The new imperative for creating and profiting from technology. Harvard Business School Press, ,. Exploring the limits of the technology S-curve. Production and Operations Management, 1 , pp. Christiansen, D. Hall, K. Dillon, D. Harvard Business Review, 94 , pp. Christensen, M. Rayner, R.

Harvard Business Review, 93 , pp.

MSc Innovation, Strategy and Entrepreneurship

Chui, M. Loffler, R. McKinsey, ,. Small Business Journal, August , pp.

Organizational structure and innovation

Harvard Business Review, 63 , pp. Frey, M. The future of employment: How susceptible are jobs to computerisation?. Oxford Martin School, ,. Gallup helps UN track progress on hunger, financial inclusion.


  • Navigation menu;
  • Pop Finance: Investment Clubs and the New Investor Populism!
  • The Opportunity.
  • Open Innovation – Keynotes, Masterclasses & Guest Lecturing?
  • Medical Ethics Education: An Interdisciplinary and Social Theoretical Perspective;

Gallup Blog, ,. Retrieved from www. Healthways, ,. International Business Times, ,. Research and Technology Management, 57 , pp. The three box solution: A strategy for leading innovation. Harvard Business Review Press, ,. Gupta, V. In Atlanta, smart city plans aim for safety. Computerworld, ,. Engaged workers report twice as much job creation. Gallup report. Heinemann, C. Always on and always in touch: The new buying behaviors. Springer, ,. Creative ecologies: Where thinking is a proper job.

Transaction Publishing, ,. Kavadias, K. Ladas, C. Kim, S. Trimi, J. Big data applications in the government sector: A comparative analysis among leading countries. Communications of the ACM, 57 , pp. Kim, R. Kramer, M. Lee, D. Convergenomics: Strategic innovation in the convergence era. Gower Publishing, ,. Olson, S. Co-innovation: Convergenomics, collaboration, and co-creation for organizational values. Management Decision, 50 , pp. International Journal of Quality Innovation, 1 , pp. The Internet of things: Shaping the future of connected government.

Luthans, C. Youssef-Morgan, B. Oxford University Press, ,. Exploration and exploitation in organizational learning. Organization Science, 2 , pp. Martin, S. Social entrepreneurship: The case for definition. Stanford Social Innovation Review, Spring, ,. Organizational ambidexterity: The past, present, and future. Academy of Management Perspectives, 27 , pp. Peredo, M.

Social entrepreneurship: A critical review of the concept. Journal of World Business, 41 , pp. Porter, M. Harvard Business Review, 89 , pp. Raisch, J. Birkinsoshaw, G. Probst, M. Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science, 20 , pp. Ramaswammy, K. Stanford University Press, ,. Rigoni, J. Strengths-based employee development: The business results. Gallup Business Journal, ,. Columbia University Press, ,. Best practices in lean six sigma process improvement. Routledge, ,. Real Goodbooks, ,. Citizen-centered design for human and sociable hybrid cities.

Hybrid city — Data to the people. Proceedings of the 3rd international biannual conference,. MIT Press, ,. Wikinomics: How mass collaboration changes everything. Portfolio, ,. The foundation of enterprise performance: Dynamic and ordinary capabilities in an economic theory of firms. Academy of Management Perspectives, 28 , pp. Tushman, C. Winning through innovation: A practical guide to leading organizational change and renewal. Von Hippel, S. Ozawa, J.

admin