Journal articles on the topic 'Business innovations'
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1
Windahl, Charlotta. "Understanding solutions as technology-driven business innovations." Journal of Business & Industrial Marketing 30, no. 3/4 (May 1, 2015): 378–93. http://dx.doi.org/10.1108/jbim-11-2013-0253.
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Purpose – This paper aims to provide a better understanding of the innovation challenges firms face when developing and commercialising solutions in the capital goods sector; challenges related to the interdependencies between the supplier/innovator and the customers, as well as the solution’s impact on their competencies and activities. Design/methodology/approach – This paper draws upon the emerging body of literature on solutions and established frameworks within innovation management literature. It explores a real-time longitudinal case study of “Alpha” (an international specialist in centrifugal separation, heat exchange and fluid handling), including an R&D project, the project’s transformation into an internal corporate venture and the years of the venture up until its integration into the corporate. Findings – This paper characterises solutions as involving product and business innovation. By clarifying the differences between how the solution affects the customers and the suppliers, the use of the proposed framework develops a deeper understanding of the obstacles and difficulties involved in solution innovation. Research limitations/implications – Although some customers were interviewed in this study, a more in-depth study of the customers and the actors within the business network would provide further insight into solution innovations. Merging the two discussions on co-creation and role of users in innovation could provide an avenue for fruitful research within this area. Practical implications – This paper provides a framework for deconstructing solution innovation, enabling detailed comparison between the innovation’s impact on both suppliers’ and customer’s competencies. Such a tool is helpful for increased understanding of how to facilitate internal and external acceptance for a disruptive and radical business innovation. Originality/value – This paper links the development and commercialisation of solutions with established innovation frameworks. Understanding solutions as technology-driven business innovations provides a multifaceted and complex perspective on solutions and contributes to better understanding of radical business innovations.
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Müller, Sune, and Mads Hundahl. "IT-Driven Business Model Innovation." International Journal of E-Business Research 14, no. 2 (April 2018): 14–38. http://dx.doi.org/10.4018/ijebr.2018040102.
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Information technology enables disruptive innovations, causing paradigm shifts in how companies do business. IT allows companies to break with traditional business models and management thinking. This article explores IT-driven business model innovations empirically by examining how 343 Danish companies use IT to innovate their existing businesses. This systematic review of extant literature using the Business Model Canvas as an analytical framework to answer the research question; how does IT drive business model innovation? Through an exploratory factor analysis this article observes the underlying structure of IT-driven business model innovation, identifying three innovation sources: customers, infrastructures, and supply chains. The three sources demonstrate where and how innovation is most likely to occur, and how it may spread to other parts of the business model. This paper presents a framework for understanding the impact of IT on business models, providing researchers and practitioners with empirically based knowledge on how to leverage IT for business model innovation.
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Tabas, Jakub, Michaela Beranová, and Josef Polák. "Evaluation of innovation processes." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 60, no. 2 (2012): 523–32. http://dx.doi.org/10.11118/actaun201260020523.
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In present, innovations are spoken as an engine of the world economy because the innovations are transforming not only business entities but the whole industries. The innovations have become a necessity for business entities in order to survive on floating challenging markets. This way, innovations are driving force of companies’ performance. The problem which arises here is a question of measurement innovation’s effect on the financial performance of company or selection between two or more possible variants of innovation’s realization. Various authors which are focused on innovations processes are divided into two groups in their attitudes towards the question of influence of innovations on financial performance of companies. One group of the authors present the idea that any reliable measurement is not possible or efficient. The second group of authors present some methods theoretically applicable on this measurement but they base their approaches mostly on the methods of measurement of investments effectiveness or they suggest employment of indicators or ratios which wouldn’t be clearly connected with the outcome of innovation process. The aim of submitted article is to compare different approaches to evaluation of the innovation processes. The authors compare various approaches here and by use of analysis and synthesis, they determine their own method how to measure outcome of innovation process.
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Janulek, Piotr. "Open innovations and projects of business modelling." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 17, no. 4 (December 2, 2016): 0. http://dx.doi.org/10.5604/18998658.1232701.
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The new era of enterprises existing in the Internet environment requires a deep understanding of the innovation processes. This article explains the results of a research about the influence of the innovations outside the scope of the business modelling role. When configuring a business model, we need to consider the aspect of an innovation and policy of the use of network-outer-open innovations. Inspirations taken outside of the stiff structure, i.e. open innovations which were introduced in 2013 by H. Chesbrough, can be an important source of technological, organisational and marketing innovations. Will they also revolutionise the business model and will they make a contribution to the necessary configuration?
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TAVASSOLI, SAM, and LARS BENGTSSON. "THE ROLE OF BUSINESS MODEL INNOVATION FOR PRODUCT INNOVATION PERFORMANCE." International Journal of Innovation Management 22, no. 07 (October 2018): 1850061. http://dx.doi.org/10.1142/s1363919618500615.
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We analyse the effect of business model innovation (BMI) on the product innovation performance of firms, based on a dynamic capabilities theoretical framework. Our empirical study is based on a large-scale representative sample of cross-industry Swedish firms participating in three waves of the Community Innovation Survey (CIS) from 2008 to 2012. We hypothesise that BMI in the form of product innovations combined with different complementary and simultaneous innovations in processes, marketing and organisation will act as isolating mechanisms towards replication by competitors, resulting in superior firm performance. Our findings provide support for such hypothesis. BMI is significantly and positively associated with superior product innovation performance. Managers should frame and align product innovations in BMI context, i.e., dynamically adapting product innovations with process, marketing and organisation innovations.
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Philippi, Stefan, Andreas Hinz, and Laila Kabous. "How Swiss Start-Ups Deal With Business Model Innovation." European Conference on Innovation and Entrepreneurship 17, no. 1 (September 7, 2022): 408–15. http://dx.doi.org/10.34190/ecie.17.1.534.
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The term business model innovation refers to the introduction of innovations that differ from state-of-the-art business models in the same field. Current research indicates that business model innovations are more resilient (e.g. to imitation) overall and more successful in the long term compared to traditional types of innovation (e.g. product innovations). Working on business model innovation, therefore, can provide valuable insights, particularly for start-ups looking to grow and scale up under conditions of extreme uncertainty. Business model innovation involves the innovation of two of four core elements of a business model: customer, value proposition, value chain and revenue mechanism. A business model can be described using these four elements in a sophisticated and comprehensive manner. Moreover, these elements help us to determine whether a business model innovation exists. However, do start-ups really use the advantages of business model innovation and to what extent? This research paper addresses this issue and examines the role business model innovation plays for start-ups as well as how it has been implemented. To gain these insights, we examine the business plans of 24 finalists of a Swiss innovation competition in 2021 in a multi-stage process. We systematically reviewed and analysed business plans individually using pre-defined innovation criteria for each of these four elements of a business model. The individual analysis allows a robust assessment to be able to make a comprehensible classification. On reviewing the results, we were surprised by how many of the analysed start-ups are pursuing business model innovations, and that they often innovate more than two elements of their business models. According to our findings, start-ups nowadays deal with business model innovation more often than they did in previous research studies. We can also show that business model innovations are often more complex than they were in the past.
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Long, Thomas B., Vincent Blok, and Kim Poldner. "Business models for maximising the diffusion of technological innovations for climate-smart agriculture." International Food and Agribusiness Management Review 20, no. 1 (February 7, 2017): 5–23. http://dx.doi.org/10.22434/ifamr2016.0081.
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Technological innovations will play a prominent role in the transition to climate-smart agriculture (CSA). However, CSA technological innovation diffusion is subject to socio-economic barriers. The success of innovations is partly dependent on the business models that are used to diffuse them. Within the context of innovations for CSA, the role that innovation providers’ business models play in the successful adoption and diffusion has received limited attention. In this paper we identify critical issues for business models for CSA technological innovations (BMfCSATI). Our results indicate that current BMfCSATIs are not optimised for diffusing CSA technological innovations. Critical business model elements include the value proposition, channels, customer relationships, key resources, key partners, and cost structure. We find a disparity between the views of CSA technological innovation providers and potential users. The paper explores the implications of the results and develops recommendations for CSA technological innovation providers’ business models.
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Friedrich von den Eichen, Stephan, Joerg Freiling, and Kurt Matzler. "Why business model innovations fail." Journal of Business Strategy 36, no. 6 (November 16, 2015): 29–38. http://dx.doi.org/10.1108/jbs-09-2014-0107.
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Purpose – This paper aims to discuss the barriers to successful business model innovation and derive implications for management on how to overcome each barrier, as many attempts to innovate a business model have failed. Design/methodology/approach – The authors draw on their experience they gained in numerous business model innovation projects and identify barriers that occur along a cycle of business model innovation, the authors use case examples to describe the barriers and derive managerial implications. Findings – Barriers to successful business model innovation are related to barriers of awareness, search, system, logic and culture. Very often, these barriers are not recognized as such. Overcoming those barriers has to do with openness, with opening, with networking, with affirmation (and mastering) of complexity and thinking and acting in a whole. Originality/value – With this paper, the authors contribute to a better understanding of why many business model innovations fail, they identify and describe barriers to business model innovation and develop some recommendations for managers on how to overcome the barriers.
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Costa, Priscila Rezende Da, Lucimar da Silva Itelvino, and Sonia Francisca Monken. "Modelo descritivo de atuação sustentável para o desenvolvimento de inovações sociais." Revista de Administração da UFSM 14, no. 2 (June 29, 2021): 241–62. http://dx.doi.org/10.5902/1983465934314.
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Purpose: The concept of social innovation as open, collaborative and social transformation process opens room to reinforce the need of legitimizing social impact businesses and of expanding partnerships for social change, as well as the urgency of establishing professional and more sustainable social innovation environments. Accordingly, we tried to answer the following research question: How can social business performance boost the development of social innovations?Design/methodology/approach: Therefore, we adopted the inductive approach of qualitative paradigm, based on the Grounded Theory, to investigate 24 social businesses. In addition, we adopted the Atlas.ti software for data organization and recovery.Aggregate results allowed us to propose a descriptive model of sustainable performance for the development of social innovations in social business, based on the following propositions: sustainable performance in processes and social innovation, the prevalence of a cooperative environment to solve social issues, professional governance as causal factor to social innovation development, the development of actions focused on public interests as influencing conditions for social innovation development, technical and scientific evaluation of social impacts as strategy to measure the outcomes of developed innovations and the expansion of social impacts as the consequence of the self-negotiation of social affairs.Originality/value: A descriptive model of sustainable acting was proposed for the development of social innovations in social businesses.
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Kashyap, Suresh Kumar, and Vrujesh Jalindar Salunkhe. "THE PROCESSES, CHALLENGES AND IMPLEMENTATION IN THE SUSTAINABLE BUSINESS MODEL INNOVATION." JOURNAL OF INTERNATIONAL BUSINESS AND ECONOMY 23, no. 1 (November 19, 2022): 68–86. http://dx.doi.org/10.51240/jibe.2022.1.4.
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Organizations continually realise that fulfilling their sustainability objectives requires emerging innovations and innovation in the business model. Initially, most research revolved around product or method innovations with a new field of concern for the innovation in the business for its sustainability. A variety of new techniques & strategies have been designed to promote sustainability in the business models. While creating a large variety of business models, very few have been introduced successfully. Despite the topic's importance, research shows that many business model innovations fail. The causes of failure are largely unexplored and there is a lack of a comprehensive review of the literature on innovation in sustainable business models. The identified gaps in the areas of sustainable business model innovation that undermine bridging the design-implementation gaps are; the process of implementing business model innovation; its tools; and its challenges. The Cambridge Business Model innovation process (CBMIP) enables current and newly designed tools to be incorporated into the market modelling process, showing deficiencies.
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Hosseinzadeh Shahri, Masoumeh, and Maryam Nematollahi Sarvestani. "Business model innovation as a turnaround strategy." Journal of Strategy and Management 13, no. 2 (March 12, 2020): 241–53. http://dx.doi.org/10.1108/jsma-08-2019-0154.
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PurposeThe purpose of this research is to determine the firms, innovations in the cases that have successfully overcome a decline and also to assess whether these innovations can be considered as business model innovations.Design/methodology/approachIn this paper, the data was collected from analyzing four case studies in different businesses through semistructured interviews with relevant internal experts.FindingsThe findings revealed that the innovation that had been taken was related to the constructs of their existing business model. Therefore, the business model innovation functions as a critical practice of turnaround strategy in the decline period.Research limitations/implicationsThe article provides the most important business model constructs in each business through which the related firm could overcome a decline in their life cycle. Since this paper has been studied in different unrelated businesses and due to the qualitative research nature, generalization cannot be ensured.Practical implicationsFrom the practical and managerial point of view, this article is useful as it defines the most important business model components in each industry and based on it, the similar companies can do innovation in their business model. It also helps the related companies in the same industry to develop and design their specific turnaround strategies.Originality/valueSo far, rare research has seen business model innovation as a turnaround strategy, and it can be claimed that till now, no research has been conducted in Iran in this context. Therefore, the business practitioners can employ innovation on the components of their existing business model to overcome a decline.
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Bichurova, Iva. "ANALYSIS OF THE INNOVATION AND BUSINESS ACTIVITY OF A COMPANY." Knowledge International Journal 28, no. 5 (December 10, 2018): 1521–26. http://dx.doi.org/10.35120/kij28051521i.
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The paper clarifies the category of innovation potential with innovative and economic activities. The innovation potential is the ability of a system to derive from the research field innovations suitable for the practice. It is determined by the accumulated intellectual products, database, research infrastructure and other resources used to create, implement and offer innovations. The use of company and national innovation potential for the creation of modern technique, technology and organization of production are orienting production and farms to the specifics of the new economy. The innovation activity reports the dynamics and capabilities of the innovation system to power production with ready-to-use innovations. Business activity in the field of innovation characterizes the capabilities and flexibility of the production system with the resources available to perceive and assimilate innovations and offer them as products in the form of goods, services and technologies.The report justifies the selection of an innovation strategy based on an analysis of the company's innovation capabilities. They represent a set of distinct features of the company that facilitate and support its innovation activity. The purpose of such an analysis is to determine which are these key characteristics and to what extent the firm as a whole and its core business units possess them. The report also explores the basic criteria for assessing the company's innovation capability, the structure of the innovation process and the methodology of analysis of its product and process innovations.
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Новичков, Николай, and Nikolay Novichkov. "Freedom of Creation for Culture, Business, Innovation." Universities for Tourism and Service Association Bulletin 8, no. 2 (May 27, 2014): 91–95. http://dx.doi.org/10.12737/3881.
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The article raises a range of issues concerning innovations and their contribution to the development of
modern society and presents the author’s stance in the debate on the importance of freedom of creation for
the development of culture and innovations, as well as the role of innovation policy in the development of
various aspects of creative activity in Russia. Innovations are defined as new developments or pioneering
work that are applicable, valuable for the consumer, obviously productive and utilitarian, and commercially
feasible. The author emphasizes that the major essence of innovations lies in their exclusiveness, orientation
on and commitment to future market development, as, in the author’s view, it is the only approach to
defining innovation that spares national economies the also-ran status by enhancing their competitiveness
in the global goods and services market. The author gives special focus to the role of higher education in
the process of knowledge production and innovations, stressing the need for a reappraisal of values and a
shift of emphasis – from the degree run-of-the-mill towards knowledge production and innovations. The
article dwells on the current philosophical perspective on innovations as an individual’s isolated actions,
processes and an activity outcome, rather than an individual’s immanent need and the ends and means
of life. The author pays special attention to innovations in the humanities, whose in-demand rating in the
spheres of public production and consumption is frequently higher than that of innovations in technology
and engineering. In this regard, the author emphases the role of culture, which, along with science, serves
as a foundation for innovative and creative components of the economy of knowledge (or, the new economy)
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Baragde, Dileep, and Neeta Baporikar. "Business innovation in Indian software industries." Journal of Science and Technology Policy Management 8, no. 1 (March 13, 2017): 62–75. http://dx.doi.org/10.1108/jstpm-12-2015-0039.
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Purpose Business innovation should enable the achievement of goals across the entire organization. To compete well, business innovations become important and crucial and more so for software industries. With prevalent trends of big data, cloud and cyber security, there are exciting days ahead. Opportunities and innovations are being predicted and by iterations, they can be projected. Design/methodology/approach The ways in which businesses innovate and implement new ideas are changing. Historically, innovation has commonly been practiced using a “closed innovation” model, particularly with regard to new technology and research and development. It adopts disruptive technologies like big data, cloud computing, cyber securities, etc., and new models of engagements. It sectors business turnaround in sentiment and upbeat mood. Findings This paper has looked at the business innovation in Indian software industries’ success in the global information technology industry from a new perspective. India’s software services industry has helped develop a huge talent pool that can write the most complex software. Sales and distribution is no longer a problem because the internet allows you to serve a global market. Originality/value This paper, by adopting an analytical and descriptive research method, aims to explore and understand business innovation in software industries. The two studied cases reflect and help to discern how the firms are developing capabilities and reflect how they have evolved over a period, primarily through business and incremental innovations. The advantage of focusing on software products first is that unlike many other product categories, the upfront investments are much more manageable, and we already have the talent base and skills to get going.
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Yaoming, Xie, and E. F. Gulyaeva. "Analysis of thte significance of technological innovations in business management." Entrepreneur’s Guide 14, no. 1 (February 21, 2021): 133–41. http://dx.doi.org/10.24182/2073-9885-2021-14-1-133-141.
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This article gives the definition and the essence of the technological innovations within the framework of enterprise level of business management. The innovative business development indicators in terms of technological innovation are presented. Interfering reasons of innovative business development are highlighted. Foreign experience of applying the technological innovations within the business management is analyzed. Innovation development factors are presented in results
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Байрта Сергеевна, Бадмаева. "DEVELOPMENT OF BUSINESS MODEL INNOVATIONS IN THE DIGITAL ECONOMY." STATE AND MUNICIPAL MANAGEMENT SCHOLAR NOTES 1, no. 2 (June 29, 2022): 289–94. http://dx.doi.org/10.22394/2079-1690-2022-1-2-289-294.
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The article examines the issue of the development of business model innovations in the context of digitalization of the economy. The author emphasizes that nowadays the importance of business model innovations exceeds the interest of researchers and practitioners in product and process innovations. For a more comprehensive research on the issue, the article reveals the concept of a «business model», provides various directions for its conceptualization. As part of the business model innovation research, the author highlights various approaches to interpretation of business model innovation and draws attention to it in the context of inter-organizational interactions. In this regard, the author notes the current trend associated with the transformation of modern business models towards business ecosystems. At the same time, it has been noted that despite the positive aspects of introducing innovations in the business model, this process is associated with the problem of firms’ organizational inertia.
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Salas-Fumás, Vicente, and Javier Ortiz. "Innovations’ Success and Failure in the Business Cycle." Sustainability 11, no. 15 (August 2, 2019): 4187. http://dx.doi.org/10.3390/su11154187.
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This paper examines three channels of influence of the business cycle in the propensity of firms to introduce technological innovations: Aggregate demand (firms initiate more innovation projects in expansion than in recession; risk (the probability that initiated projects fail is higher in contraction than in expansion); and obstacles to innovate (more firms perceive the obstacles to innovate as high in recessions than in expansions and the high obstacles implies lower propensity to initiate innovation projects). With Spanish CIS data we find evidence that the three channels contributed to the fall in the proportion of firms that introduce technological innovations during the Great Recession, compared with the proportion of innovators in the years of expansion. The research methodology consists on estimating a multiprobit model with the probability that firms introduce technological innovations, the probability that firms abandon ongoing innovation projects, and the probability that firms perceive the obstacles to innovate as high.
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Lacity, Mary, and Leslie Willcocks. "Business process outsourcing and dynamic innovation." Strategic Outsourcing: An International Journal 7, no. 1 (February 11, 2014): 66–92. http://dx.doi.org/10.1108/so-11-2013-0023.
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Purpose – This paper aims to answer the question: how do clients and BPO service providers work together to foster dynamic innovation? Dynamic innovation is a process by which clients incent providers to deliver many innovations each year that improve the client's performance in terms of operational efficiency, process effectiveness and/or strategic impact. Design/methodology/approach – The paper is based on research conducted in 2011 and 2012 and includes 202 survey responses and 48 in-depth interviews in 24 client organizations. Findings – The most effective innovation incentives are mandatory productivity targets, innovation days, and gain-sharing at the project level. Threat of competition and special governance arrangements for innovation also positively influence innovation. The least successful incentives for innovations were found to be innovation funds, gainsharing at the relationship level, what has been called “pain-sharing”, and benchmarking. Research limitations/implications – The 24 BPO relationships do not represent a random sample, but rather a convenience sample. The authors aimed to understand emerging best practices from high-performing BPO relationships, thus the paired interview samples are purposefully biased towards higher-performing relationships. Practical implications – Delivering innovations requires a process the authors call AIFI – acculturating, inspiring, funding, and injecting. The research finds that leadership pairs are key drivers of the dynamic innovation process. Leadership pairs jumpstart the dynamic innovation process by starting with innovation incentives. Even so, just having one right leader makes a positive difference. The positive difference is stronger if that leader is on the client side rather than the provider side. With no right leaders, the practices that the authors describe are less efficacious but still have positive impacts on the levels of innovation experienced. Originality/value – In the ITO and BPO literatures, researchers have under-examined the more strategic drivers of outsourcing, including innovation. This research examines the process and practices that deliver dynamic innovation in client organizations.
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Dotzel, Thomas, and Venkatesh Shankar. "The Relative Effects of Business-to-Business (vs. Business-to-Consumer) Service Innovations on Firm Value and Firm Risk: An Empirical Analysis." Journal of Marketing 83, no. 5 (May 9, 2019): 133–52. http://dx.doi.org/10.1177/0022242919847221.
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Many firms introduce both business-to-business service innovations (B2B-SIs) and business-to-consumer service innovations (B2C-SIs) and need to better allocate their resources. However, they are unsure about B2B-SIs’ effects on firm value or risk, especially relative to those of B2C-SIs. The authors address this problem by developing hypotheses that relate the number of B2B-SIs and B2C-SIs to firm value and firm risk together with the moderators (the number of product innovations and customer-focus innovations). To test the hypotheses, the authors develop and estimate a model using unique panel data of 2,263 SIs across 15 industries over eight years assembled from multiple data sources and controlling for firm- and market-specific factors, heterogeneity, and endogeneity. They analyze innovation announcements using natural language processing. The results show that B2B-SIs have a positive effect on firm value and an insignificant influence on firm risk. Importantly, the effect of a B2B-SI on firm value is significantly greater than that of a B2C-SI. Unlike B2C-SIs, the effect of B2B-SIs on firm value is greater when the firm has more product innovations. Surprisingly, unlike B2C-SIs, the effect of B2B-SIs on firm value is less positive when the SIs emphasize customers. These findings offer important insights about the relative value of B2B-SIs.
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Tabas, Jakub, and Michaela Beranová. "Using a base of simplified financial plan for determination innovations’ economic effect in small and medium-sized enterprises." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 61, no. 7 (2013): 2867–73. http://dx.doi.org/10.11118/actaun201361072867.
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Currently, innovations seem to be a crucial process in companies in order to at least maintain or even improve their competitiveness. Strengthening global competition puts the stress on continual improvements in every sphere of business entity’s activities. This way, innovations are the almost only tool to maintain customers, subsequently to keep the place on a market or the market share, and then to sustain the financial performance of a company. It means that effect of innovations is closely connected with the financial performance of a business entity that can be measured with various methods or approaches while the financial analysis ratios are supposed to be basic ones. In order to interpret the results of these financial ratios, different bases are used when the base of financial plan is one of them. The objective of this article is to determine the economic effect of innovations on financial performance of small and medium-sized enterprises in the Czech Republic on the base of simplified financial plan. Obviously, starting-point of the financial plan preparation is the plan of sales. Sales represent one of the company’s value generators, and sales projection is constituted as basis of authors’ approach to determination of effect of innovations on financial performance of business entities while basic categorization of companies according to the business branch (CZ NACE), sphere of innovation and innovation’s degree is applied.
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Wang, Qiang, Chris Voss, Xiande Zhao, and Zhiqiang Wang. "Modes of service innovation: a typology." Industrial Management & Data Systems 115, no. 7 (August 10, 2015): 1358–82. http://dx.doi.org/10.1108/imds-03-2015-0067.
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Purpose – The purpose of this paper is to explore different modes of service innovation by examining business model innovation alongside two traditional modes: product innovation and process innovation. Design/methodology/approach – The authors first empirically test a typology using archival data from 69 service innovation projects in a major mobile telecom company. The authors then extend the typology by investigating the interrelationships among service product, service process, and business model innovation based on empirical evidence from multi-mode service innovations. Finally, the authors study the patterns of modes in a networked environment. Findings – The results indicate that the typology is applicable and all three modes of service innovation exist in the sample. The authors find that all of the business model innovations involve external partnerships during the development process, while only a small proportion of service process innovations involve external partnerships. Originality/value – This study has empirically validated a typology of service innovation and discussed the theoretical and managerial implications of multi-mode innovations, contributing to service innovation literature and practices.
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MAHDAVIMAZDEH, HOSSEIN, LOREN FALKENBERG, and MADELYNN STACKHOUSE. "THE INNOVATION VALUE CANVAS: A GUIDE TO DEFINING VALUE PROPOSITIONS AND TARGET CUSTOMERS FOR COMMERCIALIZATION OF TECHNOLOGICAL INNOVATIONS." International Journal of Innovation Management 24, no. 02 (February 1, 2019): 2050012. http://dx.doi.org/10.1142/s1363919620500127.
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Many innovations result from firms following theories and models of innovation such as disruptive innovation, blue ocean innovation, etc. Yet, there are many other innovations that are not developed through these models and rather stem from technological pushes and research and development efforts. The commercial success of these innovations is contingent upon existence of a good fit between the technological innovation and the accompanying business model. To date, this fit has been mostly sought through trials and errors. In this paper, we develop a framework for analytically choosing and aligning two important components of the business model — value proposition and target market — to fit the technological innovations. We illustrate the framework using case examples of products in the market.
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Molina-Castillo, Francisco-Jose, Angel-Luis Meroño-Cerdan, and Carolina López-Nicolás. "Impact of business model objectives on marketing innovation activities." European Journal of Innovation Management 23, no. 1 (May 22, 2019): 177–95. http://dx.doi.org/10.1108/ejim-12-2018-0259.
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Purpose The purpose of this paper is to analyze the differences and similarities that arise between manufacturing and service firms with regard to the impact of business model objectives on marketing innovation activities. Design/methodology/approach This study focuses on business model objectives and marketing innovations activities. As described by Oslo Manual, marketing innovations involve changes in product design, promotion, placement and pricing. Relationships between business model objectives and marketing innovations are based on the analysis of 9,525 firms, 5,488 of which are manufacturing companies and 4,037 of which are service companies. Findings Findings reveal distinctive results in the adoption of marketing innovation, depending on the business model objectives being pursued and the type of companies (manufacture or service) considered. Research limitations/implications This research goes further than prior studies by identifying more precisely the particularities that differentiate the manufacturing and service sectors. Practical implications Firm’s age and size are not significant restrictions to introduce new marketing innovations in manufacturing or service sectors. In contrast, the business model objective to enter a new market is a significant driver of marketing innovations in most cases. Originality/value The focus on business model objectives and their impact on marketing innovations is novel. In addition, this study focuses on a large-scale sample that allows us to compare differences between manufacturing and service companies.
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Rajnoha, Rastislav. "Innovation and information business processes and their impact on the business performance of industrial companies in Slovakia." New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 10 (January 13, 2018): 280–89. http://dx.doi.org/10.18844/prosoc.v4i10.3093.
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A business entity interested in long-term business, should realise innovations that drive business and are regarded as a tool to maintain competitiveness. A number of studies and research papers show that innovation has a significant role in the social and economic development. This paper focuses on innovation and information processes and their impact on overall business performance of industrial enterprises in Slovakia, mainly from wood-processing, automotive and engineering industries (N = 164). The business performance was expressed through Return on equity (ROE). The results point that these industrial companies from Slovakia have a strong focus on the systematic application of innovation procedures and specific business processes. Companies that use technological innovations achieve above average ROE value more than 7% (statistically significant dependence p-value < 0.05, the alpha level associated with 95% confidence level) and they need a system to formulate how innovation help them to survive and improve their performance. Keywords: Business process management, innovation, business performance, strategic management, industry.
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Endzejczyk, L., and S. Schmitka. "Innovation as an important element of creating a competitive advantage for modern enterprises." Galic'kij ekonomičnij visnik 66, no. 5 (2020): 38–48. http://dx.doi.org/10.33108/galicianvisnyk_tntu2020.05.038.
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Innovation has always been the subject of research by many scientists in different countries. Innovations are influenced by the external and internal environment of enterprises operation. In the countries with transition economies and underdeveloped ones, innovations are the engine of gross domestic product development and growth. Business environment is changing rapidly, so creating a competitive advantage based on innovations provides businesses with better market position, gives chances and opportunities to form a strategy for survival and development. The enterprise innovations are influenced by the potential of its development, material resources and, perhaps, the most important is the capital in the form of creative workers. Human capital, its structure and its impact on economic development and innovation are underinvestigated. Today's transient and changing market requires from businesses, small and large companies their constant adaptation to new conditions and fast response to changes. In order to meet the market requirements, companies should significantly increase the efficiency of their activities and introduce new, innovative services and products, as innovation is an important factor determining the competitiveness level. This fact requires significant own financial resources and borrowed funds. Therefore, the way of managing the enterprise human resources and human capital, undoubtedly, has significant influence on the innovation level. The introduction of innovations makes it possible for companies to achieve significant competitive advantage in the market and is an important factor in their development and successful operation. In this paper, the authors describe some theoretical conditions for doing business and substantiate the importance of innovation as a factor determining the competitiveness level in the 21st century. Considerable attention is paid to the sources of innovation, types of innovation, the importance of creativity in innovation, innovation as a factor in enterprise development, company strategy, innovation as a tool for competitive advantage creation, national innovation policy and enterprise competitiveness.
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Thomas, Paul R. "Teaching Multi-Stakeholder Sustainable Innovation." Business, Economics, Sustainability, Leadership and Innovation 4 (July 15, 2020): 50–53. http://dx.doi.org/10.37659/2663-5070-2020-4-50-53.
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Higher education has a crucial role to play in the global transition sustainable devbelopment. A shift from an educational paradigm that teaches linear and unsustainable innovation activity, to one that teaches circular and sustainable innovation activity, is a fundamental requirement if global sustainable development goals are to be met through future innovation. The educational model currently forming the foundation for most MBA programs remains primarily focused on teaching maximization of shareholder profit within a private, for-profit business context. A ‘sustainable’ business is usually defined as one that has successfully met purely financial goals for the benefit of shareholders, often ignoring other vital stakeholder interests, most importantly: natural, human and social capital. On the base of UACU we grounded that today models of business instruction must focus student innovation activity on the design and implementation of multi-stakeholder innovations. Innovations that meet a need or solve a problem within foundational sectors of civilization. Innovations that are adaptable and applicable to widely divergent sectors, from private for-profit business to social charities. Business education must be built upon a foundation of analytic skills, an ethical framework, and a commitment to promoting ‘sustainable’ innovations.
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Petukhov, Nikolay. "Innovations in small business." Drukerovskij Vestnik, no. 5 (December 2021): 149–54. http://dx.doi.org/10.17213/2312-6469-2021-5-149-154.
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Bello, Daniel C., Talai Osmonbekov, Frank Tian Xie, and David I. Gilliland. "e-Business Technological Innovations." Journal of Marketing Channels 9, no. 3-4 (January 2002): 3–25. http://dx.doi.org/10.1300/j049v09n03_02.
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Khizhnyak, R. S. "Entrepreneurial approach to the business incubator: a business models based of «Shared Value Canvas» and «Diversified Markets Canvas»." Business Strategies, no. 7 (August 9, 2018): 18–22. http://dx.doi.org/10.17747/2311-7184-2018-7-18-22.
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Innovations is the key driver for the developed countries intense economic growth. Small innovative ventures play a major role in the creation and development of the innovations. Any innovation implementation entails high risks. To reduce the risks the state has to come up with innovations support and incentives system which incorporates business-incubators as one of its elements. The most effective business incubators performance analysis results were used for development of business incubators successful operations basics. One of them is as follows: “A business incubator should be treated as business”. This statement is the cornerstone of the present article covering the particulars of technological business incubators business models development to be used as business planning and evaluation basics.
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Muangmee, Chaiyawit, Zdzisława Dacko-Pikiewicz, Nusanee Meekaewkunchorn, Nuttapon Kassakorn, and Bilal Khalid. "Green Entrepreneurial Orientation and Green Innovation in Small and Medium-Sized Enterprises (SMEs)." Social Sciences 10, no. 4 (April 13, 2021): 136. http://dx.doi.org/10.3390/socsci10040136.
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Since environmental issues are becoming an integral part of business performances, policymakers and managers have started recognizing the importance of green innovation towards sustainable business performances. The role of the automotive parts industry is crucial in minimizing environmental degradation and promoting sustainable development. Yet few studies have focused on the connection between green entrepreneurial orientation and green innovation that may affect small and medium enterprise (SME) business performance. Therefore, this study aims to analyze the influence of green entrepreneurial orientation on green innovations, and its effects on sustainable business performances in the automotive parts industry in Thailand. The sample consists of 226 SMEs in the automotive parts industry in Thailand. The partial least square method (PLS-SEM) has been used for the analysis of data. The results of the study show that green innovations have the strongest influence on economic and environmental performances. This study contributes to resource-based view theory by incorporating green innovation as a strategic competency of SMEs’ performance. Further, green entrepreneurial orientation and green innovation can assist SME managers in understanding the factors leading to sustainable performance of businesses.
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Stasiškienė, Prof Dr Žaneta, Evelina Meilienė, Rūta Čiutienė, and Jūratė Petkevičienė. "Innovation Ecosystem for Sustainable Business Model Development: Practical Insights." Environmental Research, Engineering and Management 77, no. 2 (July 2, 2021): 63–70. http://dx.doi.org/10.5755/j01.erem.77.2.29056.
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The capability to rapidly and successfully move into new business models is an important source of sustainable competitive advantage and a key leverage to improve the sustainability performance place-based innovations of organizations. However, the performed research suggests that many business model innovations fail. Despite the importance of the topic, the reasons for failure are relatively unexplored, and there is no comprehensive review of the successful sustainable business model innovation framework. This paper provides a review of drivers and barriers for sustainable business innovations in the context of ecosystem and its services.
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ANNUNZIATA, ELEONORA, FRANCESCO RIZZI, and MARCO FREY. "The supporting role of business models in the promotion of sustainable innovations in the energy sector: an explorative study in the Italian SMEs." Sinergie Italian Journal of Management 38, no. 3 (January 15, 2021): 131–46. http://dx.doi.org/10.7433/s113.2020.08.
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Purpose of the paper: This paper aims to analyze how small-medium enterprises (SMEs) contribute to the development of a sustainable innovations in the energy sector such as geothermal heat pumps (GHPs) by implementing effective sustainable business models. Methodology: The study carried out an exploratory multiple case study with 8 SMEs operating in the Italian GHP market on the role of sustainable business models in supporting the development of sustainable innovations. Results: The analysis shows that sustainable business models exert a supporting function between sustainable innovation and sustainable value creation thanks to their ability to overcome the existing barriers to adopt sustainable innovations (i.e. GHP systems). This supporting role thus results from the firms’ capabilities and knowledge to assess and promote the peculiarities of selected sustainable innovation. Moreover, the analyzed business models foresee an ongoing support of customers before and after the adoption of sustainable innovation by communicating potential environmental benefits and providing additional services. Research limits: The main limitation is that the findings derive from a national case study with specific market conditions for GHPs which might influence the development of sustainable business models. Practical implications: The study supports firms aiming to develop and implement business models for boosting sustainable innovations through an effective assessment of selected sustainable innovation and dialogue with policy makers. Originality of the paper: The study opens the black box of unexplored relationships between sustainability innovations and business models by analyzing their main components (value proposition, supply chain and public institutions, customer interface and financial model).
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Okanga, Boniface. "Countering Disruptive Innovations." International Journal of Innovation and Economic Development 7, no. 6 (January 2022): 35–45. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.76.2004.
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Countering disruptive innovations is critical for bolstering a business’ continuity and sustainability. Unfortunately, as theories on how to counter disruptive innovations remain largely underdeveloped, the identification of meaningful business models that can be replicated to counter disruptive innovations also seems a challenge that still confounds most of the contemporary business executives. It is such a challenge that this research sought to address by using a meta-synthesis to analyse the strategic management and marketing theories to identify a combination of strategies that can constitute a business model that the executives can replicate to counter disruptive innovations. To counter disruptive innovations, findings revealed proactive strategic analysis and sensing to be of essence for identifying unfilled low-end or new-market footholds that can be filled through new value innovations before disrupters are able to do so. It is further posited that such initiatives must be accompanied with product modifications to enrich the features, quality, designs and functionality of the existing products to counter the disrupters’ gradual creep into the incumbents’ mainstream up-markets. Besides assimilation of disrupters’ unique technologies and competencies through acquisitions and strategic alliance and partnership with disrupters, incumbents can also pursue organic assimilation of disrupters’ unique technologies and core competencies through extensive investments in R&D. The paper concludes with the suggestion of a business model that businesses can replicate to counter disruptive innovations.
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Turi, Ivano De, and Margaret Antonicelli. "A New Business Design Tool for Digital Business Model Innovation: DEA Approach." International Business Research 13, no. 6 (May 20, 2020): 86. http://dx.doi.org/10.5539/ibr.v13n6p86.
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The new economic structures characterized by the growing dynamics of the economic context and a greater influence of the market on entrepreneurial activities requires companies to generate and adopt more and more competitive innovations, to maintain and develop a high level of innovative activity. Innovations are perceived as a necessity, they are a factor, and they are the mobile strength of companies in the 21st century. Every modern manager should recognize the role of innovations for the existence of companies and aim for innovative development. The news in various sectors must be followed. In this sense, it is necessary to look for options and overcome the obstacles that stand in the way of innovations. This paper attempts to assess the level of innovativeness of 26 European economies in the years 2016–2018 by using the Data Envelopment Analysis (DEA). To perform this study, the evaluation used was carried out on the basis of a summary index constructed with the use of statistical methods of non linear ordering; in particular. In the analysis carried out, the statistics of the Global Innovation Index were used to describe the innovative capacity of economies in two areas: (a) science and technology; and (b) education and training. The evolved classification of innovativeness of these countries, built on the basis of a synthetic index, will allow to create a ranking that will lead to comparative analysis among these countries.
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Tabas, Jakub, and Michaela Beranová. "Innovations’ Survival." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 64, no. 4 (2016): 1393–99. http://dx.doi.org/10.11118/actaun201664041393.
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Innovations currently represent a tool of maintaining the going concern of a business entity and its competitiveness. However, effects of innovations are not infinite and if an innovation should constantly preserve a life of business entity, it has to be a continual chain of innovations, i.e. continual process. Effective live of a single innovation is limited while the limitation is derived especially from industry. The paper provides the results of research on innovations effects in the financial performance of small and medium-sized enterprises in the Czech Republic. Objective of this paper is to determine the length and intensity of the effects of technical innovations in company’s financial performance. The economic effect of innovations has been measured at application of company’s gross production power while the Deviation Analysis has been applied for three years’ time series. Subsequently the Survival Analysis has been applied. The analyses are elaborated for three statistical samples of SMEs constructed in accordance to the industry. The results obtained show significant differences in innovations’ survival within these three samples of enterprises then. The results are quite specific for the industries, and are confronted and discussed with the results of authors’ former research on the issue.
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Tehupeiory, Aartje. "PEMBERDAYAAN MASYARAKAT HUKUM ADAT (MASYARAKAT DESA) DALAM MENDUKUNG PROGRAM EKONOMI KREATIF DESA SESUAI UU DESA." to-ra 5, no. 2 (September 9, 2019): 43. http://dx.doi.org/10.33541/tora.v5i2.1197.
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Abstract
For the empowerment of village communities in supporting the Village Creative Economy Program, which is to nd creative and innovative thinking models to build villages in an innovative model of empowering communi-ties in poverty reduction given to rural communities through educational innovations, innovations in the utiliza-tion of vacant land, traditional market management innovations, innovation village based or village. a quality community was formed in the rural areas to provide digital education for business development and community empowerment to help community businesses and micro and small businesses.
Keywords: village community empowerment, village creative economy
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SCHNEIDER, SABRINA, and PATRICK SPIETH. "BUSINESS MODEL INNOVATION: TOWARDS AN INTEGRATED FUTURE RESEARCH AGENDA." International Journal of Innovation Management 17, no. 01 (February 2013): 1340001. http://dx.doi.org/10.1142/s136391961340001x.
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Motivated by the high ubiquity of the term "business models" and its increasing proliferation in terms of the transition from a measure to commercialise innovations to the subject of innovations, this paper provides a systematic review of extant academic literature on business model innovation. The particular characteristics of business model innovation are discussed and three distinct research streams addressing prerequisites, process and elements, and effects of business model innovation are identified. A tentative theoretical framework emphasising the need to distinguish between developing and innovating business models as well as to apply an entrepreneurial perspective for further research on business model innovation is proposed. An integrated research agenda emphasising the need to further enhance our understanding of the process and elements of business model innovation as well as its enablers and effects in anticipation and response to increasing environmental volatility is suggested.
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Djuraeva, Leyla. "Importance of the Innovative Business Models for the Future Success of the Company." SHS Web of Conferences 100 (2021): 01013. http://dx.doi.org/10.1051/shsconf/202110001013.
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During the last decade, the market environment for the businesses has been influenced by digital developments and as a result, the focus on business model innovations has rapidly grown. Businesses started moving away from the classic method of creating competitive advantage like a new product development. Thus, this influenced business activities as well as companies’ business models into innovations of new products and services, a new ways of company relationships with customers and employees. Customers started expecting to receive services at a level comparable to digital solutions. Simultaneously, it put pressure on organizations to reflect on their current strategy and discover new business opportunities at the early stages. Digitalization is a one of the significant reasons for innovation on the business model of companies. Currently, business model as a tool is becoming a very popular topic due to its benefits received by companies and this topic studied by various researchers. This paper is based on theoretical perspective and the study was done by analysing previous researches, articles and papers in the present context. The study emphasizes that business model innovation can be a basis of sustainable competition for companies and innovators may increase their returns 4 times than product and service developers.
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Nuutinen, Maaria, and Katri Ojasalo. "Enhancing service innovation in a business-to-business context." International Journal of Quality and Service Sciences 6, no. 4 (November 17, 2014): 290–308. http://dx.doi.org/10.1108/ijqss-06-2013-0033.
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Purpose – The purpose of this article is to develop a theoretically and empirically grounded interdisciplinary framework for understanding service innovation in a business-to-business (b-to-b) context, particularly from the perspective of the small- and medium-sized enterprise (SME). Design/methodology/approach – This study used an abductive research process, supported by theoretical insights from a literature review, and empirical evidence from a multiple-case study. Six SME case companies were all transforming towards service logic. The empirical data consists of semi-structured interviews with the case companies and their business customers, workshops and business documents. Findings – The study identified four critical service logic-related perspectives in service innovation in a b-to-b context, and related key questions: How is potential for new service business recognised? How is freedom of action perceived? What kinds of strategies are plausible? What are the reasons, objectives and support for the change? The shared interpretation of these questions within an organisation seemed to be related to the company’s success in doing business in new ways, enhancing service innovations and in their transformation to service logic. Originality/value – This article offers a new interdisciplinary and empirically grounded perspective on innovation in the b-to-b and SME context framing the phenomenon in service logic. Tackling the questions is a precondition for SMEs in enhancing service orientation in strategy, mutual value orientation in organisational culture, their role in others’ business and collaborative business development, thus enhancing service innovations producing reciprocal value-in-use over time.
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LIAO, ANNIE, CLYDE EIRÍKUR HULL, and RAJENDRAN SRIRAMACHANDRAMURTHY. "THE SIX FACETS MODEL OF TECHNOLOGY MANAGEMENT: A STUDY IN THE DIGITAL BUSINESS INDUSTRY." International Journal of Innovation and Technology Management 10, no. 04 (August 2013): 1350019. http://dx.doi.org/10.1142/s0219877013500193.
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In this paper, we examine the fundamental process and production innovations in the digital business industry through the lens of the six facets model of technology management. The model is applied to process and product innovation at both the firm and industry level for the first time, offering insight into the digital business industry and also into how process and product innovations can be managed in an industry facing high levels of technological change. We use case histories of two digital businesses, one in the US and one in China, to provide greater generalizability of our findings.
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Odinokova, Tatyana, Mariyana Bozhinova, and Mariana Petrova. "Promotion of Innovative Entrepreneurship Under Sustainable Development." E3S Web of Conferences 41 (2018): 04015. http://dx.doi.org/10.1051/e3sconf/20184104015.
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The subject matter of this article is incentives for innovations in entrepreneurship. There are two models of entrepreneurship which exist in developed market economies – traditional and innovative. Innovations have never been so important as they are now, which holds particularly true for small and medium-sized businesses. As Peter F.Drucker formulated it, “Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service.” The methods by which innovations are encouraged change from country to country. The choice of such methods depends on economic, political and other conditions for a country&s development. By encouraging innovative activities, governments enhance the effectiveness of innovative systems and create favorable conditions for enterprises to engage in science and technology. For the EU, which falls behind the USA and Japan in so far as innovation technologies are concerned, it is a highpriority task to implement the innovation development strategy and to transform its economy in accordance with the up-to-date model by 2020. The aim of such strategy is to achieve industrial leadership as well as to support business, including small and medium-sized businesses.
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ATTRIDGE, JIM. "INNOVATION MODELS IN THE BIOPHARMACEUTICAL SECTOR." International Journal of Innovation Management 11, no. 02 (June 2007): 215–43. http://dx.doi.org/10.1142/s1363919607001746.
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The innovation process in the biopharmaceutical sector is influenced by long business cycles, multiple stakeholders and complex interactions. Early models of the innovation process are inadequate to capture the complexity of innovation in the life sciences sector. In particular, narrow classifications which describe innovations as "radical" or "incremental" are not particularly useful when considered in the context of the complex patterns of interrelated innovations observed in practice. Many partial models of the innovation process which equate innovation to inventive research, patenting and product development fail to recognise that innovation is a cyclical and business-driven process and underscore the final phase of the innovation process, namely, achieving timely market diffusion and adoption of innovations to benefit patients and innovators. Innovation is sustained if it is appropriately rewarded. Investment in the science base alone without appropriate reward system for innovations is unlikely to promote renewed competitiveness in the European biopharmaceutical industry.
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Prakasa, Yudha. "Digital Capability and Digital Innovation: The Impact of Small Business Sustainability During Pandemic Covid 19." J-MAS (Jurnal Manajemen dan Sains) 7, no. 1 (April 18, 2022): 189. http://dx.doi.org/10.33087/jmas.v7i1.389.
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This study aims to explain and analyze the effect of digital capabilities on digital capabilities and the sustainability of small businesses. This research is classified as explanatory research using a quantitative approach. This study involved 153 creative small businesses in Surabaya City with three leading sectors: fashion, culinary, and interior design. The sampling technique used proportional random sampling. The questionnaire was distributed using Google Forms. The study results show that Digital Capability has a significant effect on Digital Innovation; Digital Capability and Digital Innovation have also been directly proven to improve the Business Sustainability of small business owners during the Covid 19 pandemic. Digital Capability will increase the sustainability of small and large businesses if, at the same time, business owners also increase Digital Innovation in managing both the innovation process, organizational innovation management, and innovation in marketing. These three innovations can mediate and strengthen the influence of Digital Capability on SMEs' Business Sustainability.
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Indrawati, Henny, Caska, and Suarman. "Barriers to technological innovations of SMEs: how to solve them?" International Journal of Innovation Science 12, no. 5 (November 30, 2020): 545–64. http://dx.doi.org/10.1108/ijis-04-2020-0049.
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Purpose This study aims to analyze the inhibiting factors of small and medium enterprises (SMEs’) technology innovation, supporting institutions for SMEs technology innovation development, SMEs’ technology innovation development model and strategies for developing SMEs in technology innovation. Design/methodology/approach This is a mixed-method research project conducted through a survey of SMEs in Riau Province, Sumatera Indonesia (primarily in the districts of Siak, Kampar and Pelalawan) from April to July 2019. SMEs that have been operating for at least five years were chosen purposively as samples. Based on the requirement, there are 277 entities used in this study. A focus group discussion (FGD) was also conducted to formulate SME models and development strategies in technological innovation. In addition, in-depth interviews and observations were also carried out on technological innovations undertaken by respondents. Findings It was found that there are five inhibiting factors of SMEs’ technology innovation: government support, quality of human resources, funding of technological innovation, economic conditions and business partners. The biggest inhibiting factor remains to be the funding of technological innovation. Therefore SMEs provide independent technological innovation costs to develop technological innovations for business sustainability. Supporting institutions for developing SME technology innovation consist of government institutions, private institutions, financial institutions (banks) and nonbank financial institutions. To survive and excel amid competition, SMEs need to pay attention to technological innovation. The business strategy that needs to be done is to improve services to consumers and improve their attitude toward innovation in the implementation and development of SMEs’ businesses. Research limitations/implications This research is limited to research on the inhibiting factors for SME technology innovation from the aspect of the production sector. This research has not studied various business fields in the trade, service and digital SME sectors. Future studies can reveal factors inhibiting SME technological innovation, except production aspects and various SME business fields. In addition, this study has not analyzed the cost of technological innovation provided by SMEs. Therefore, future studies could also reveal the large costs of technological innovation provided by SMEs. Originality/value This research investigates barriers hindering the SMEs’ technological innovations in Southeast Asia, including Indonesia as a maritime country. It also formulates strategies to reduce the barriers to SME’s technological innovation and contributes to the development of knowledge of technological innovations in SMEs. Moreover, this paper involves investigating government support from a nonfinancial aspect. To the best of the authors’ knowledge, this aspect has not been much discussed by studies on innovation at SMEs till now.
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Heinonen, Kristina, and Tore Strandvik. "Reframing service innovation: COVID-19 as a catalyst for imposed service innovation." Journal of Service Management 32, no. 1 (September 15, 2020): 101–12. http://dx.doi.org/10.1108/josm-05-2020-0161.
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PurposeThe empirical study draws on a crowdsourced database of 221 innovations associated with the COVID-19 pandemic.Design/methodology/approachAside from the health and humanitarian crisis, the COVID-19 pandemic has caused an acute economic downturn in most sectors, forcing public and private organizations to rethink and reconfigure service provision. The paper introduces the concept of imposed service innovation as a new strategic lens to augment the extant view of service innovation as a primarily discretionary activity.FindingsThe identified imposed service innovations were assigned to 11 categories and examined in terms of their strategic horizon and strategic stretch. The innovations are characterized by spatial flexibility, social and health outreach and exploitation of technology.Research limitations/implicationsAs a new area of service innovation research, imposed service innovations highlight strategic issues that include the primacy of customers and the fragility of institutions.Practical implicationsSituations involving imposed service innovation represent opportunities for rapid business development when recognized as such. A severe disruption such as a pandemic can catalyze managerial rethinking as organizations are forced to look beyond their existing business strategies.Social implicationsAs a strategic response to severe disruption of institutions, markets and service offerings, imposed service innovations afford opportunities to implement transformation and enhance well-being. This novel strategic lens foregrounds a societal account of service innovation, emphasizing societal relevance and context beyond the challenges of business viability alone.Originality/valueWhile extant service innovation research has commonly focused on discretionary activities that enable differentiation and growth, imposed service innovations represent actions for resilience and renewal.
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FORSMAN, HELENA, and SERDAL TEMEL. "INNOVATION AND BUSINESS PERFORMANCE IN SMALL ENTERPRISES: AN ENTERPRISE-LEVEL ANALYSIS." International Journal of Innovation Management 15, no. 03 (June 2011): 641–65. http://dx.doi.org/10.1142/s1363919611003258.
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This paper explores links between developed innovations and business performance in small enterprises with fewer than 50 employees. It also examines how performance has changed over time during a period of five years. The empirical evidence is based on two quantitative datasets describing innovation and business performance in 145 small enterprises in 2005–2009. The study makes a contribution to academic literature by providing a detailed view of the differences in performance across innovation types. The results suggest that during the period of five years, non-innovators have been the best performing enterprises in terms of operating earnings and return on investments while radical innovations can be connected with sales growth. During the recession, the less vulnerable enterprises have been non-innovators and innovators characterised by the high diversity of developed innovations. Applying these results helps small business owners to consider what is the nature and timescale for getting return on innovations.
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GRABOVSKAYA, Іryna. "ORGANIZATIONAL AND MANAGEMENT INNOVATIONS OF CREATIVE MANAGEMENT AS A NECESSARY CONDITION FOR EFFECTIVE BUSINESS DEVELOPMENT." HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 300, no. 6 (December 3, 2021): 52–57. http://dx.doi.org/10.31891/2307-5740-2021-300-6-9.
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The article is devoted to the study of modern aspects of development and implementation of innovations in the management systems, which are an important resource for further improving the efficiency, competitiveness and successful development of organizations. The place and role of creative management systems at enterprises as a tool for development and implementation of non – standard management decisions and managerial innovations in conditions of uncertainty are considered.The main problems on the way to increase the level of innovation activity of enterprises due to the introduction of managerial innovations, as well as internal and external factors that cause the lag of domestic companies not only in the level of product and process innovations, but also in the implementation of best management practices,organizational and marketing innovations. The essence of the concepts “innovation” and “organizational and managerial innovations”, their features as a specific object of management are studied.The main types of organizational and managerial innovations in organizations are considered.The article pays special attention to the issues of ensuring innovation activity and competencies of managers as the main condition for effective implementation of innovations in management.The classification of competencies of managers by levels of decision making is given.The given structure of competencies at the specified levels of decision-making is determined by the ratio of knowledge, skills and abilities necessary for successful and effective activities for the implementation of organizational and managerial innovations.Important characteristics of personnel with high innovative activity and receptivity are determined: focus on high standards of work quality, creative attitude to work, confidence and consistency in the implementation of innovations, readiness for unexpected decisions and new attitudes, flexibility and receptivity to all changes. The article states that the project form of implementation of organizational and managerial innovations and temporary target groups is the most promising organizational form of implementation of managerial innovations in companies.
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Khalatur, Svitlana, Zenon Stachowiak, Kateryna Zhylenko, Oksana Honcharenko, and Oleksandr Khalatur. "Financial instruments and innovations in business environment: European countries and Ukraine." Investment Management and Financial Innovations 16, no. 3 (October 4, 2019): 275–91. http://dx.doi.org/10.21511/imfi.16(3).2019.25.
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One of the most crucial tasks for the national economies development both in European countries and Ukraine is stimulating and ensuring sustainable economic growth. For this purpose, all states develop an innovative sphere and use financial different instruments. The aim of the article is determining the impact of financial instruments and innovations on business environment development of the national economy of Ukraine in comparison with European countries in order to create successful and effective business environment in Ukraine for foreign investments. The paper examines the impact of foreign direct investments and domestic loans on the Global Innovation Index 2018 using two-factor analysis of variance. The null hypothesis of an interaction effect (factor A (foreign direct investments, net inflows) and factor B (domestic loans of financial sector) doesn`t exert an interaction effect on result Y (Global Innovation Index)) was rejected. Also the combination of foreign indicators, direct investments and domestic loans has a significant impact on the Global Innovation Index. Practical recommendations should provide a comprehensive approach to assessing the use of financial instruments in order to encourage the investments. Thus, overcoming the uneven distribution of innovations and investments should provide using the global financial resources.
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Strutton, H. David, James R. Lumpkin, and Scott J. Vitell. "An Applied Investigation Of Rogers And Shoemakers Perceived Innovation Attribute Typology When Marketing To Elderly Consumers." Journal of Applied Business Research (JABR) 10, no. 1 (September 27, 2011): 118. http://dx.doi.org/10.19030/jabr.v10i1.5973.
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<span>Rogers and Shoemakers typology of innovation, which has long represented the bench mark for research on the relationship of perceive innovation characteristics to the diffusion process, may not be appropriate for most marketing innovations according to the theoretical and empirical evidence developed in this research. The appropriateness of the innovation typology was investigated across innovations classified on a continuous-discontinuous continuum. The results suggest their model is appropriate for discontinuous innovations, but that respondents evaluated the continuous innovation along dissimilar dimensions, which were also smaller in number. The results argued for marketing appeals based on the determinant perceptual dimensions of innovations. For discontinuous innovations, marketing efforts should primarily focus on addressing the relative advantage and observability of the innovation. Organizations marketing continuous innovations should focus on the economic and performance advantages and ease of use associated with the product.</span>
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Subiyanto, Miranti Budi Kusumawati, Sri Wijayanti, and Unik Setiawati. "Planning Commercialization of Mobile Laboratory Product Technology Innovation Using Business Model Canvas." Majalah Ilmiah Pengkajian Industri 16, no. 2 (August 30, 2022): 62–72. http://dx.doi.org/10.29122/mipi.v16i2.5300.
Full textAbstract:
A premise states that the success of product technology innovation determines the economic growth of a country. On the other hand, commercialization of product technology innovations has low success, and one of the reasons is the lack of careful planning. One of the national product technology innovations designed as a solution to controlling the spread of COVID-19 is a mobile laboratory (Mobile Laboratory Bio-Safety Level 2/MBSL-2) which was initiated by BPPT in early 2020. This study discusses the concept of planning the commercialization of product technology innovations. MBSL-2 uses the Business Model Canvas (BMC), with the intention that the results can be used as an innovation planning policy instrument, especially in government research institutions. Nine BMC elements are elaborated, namely customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structure. The results of the discussion show how BMC works in a systematic, structured, and measurable way so that it can explain the arguments and objectives for each element of the business process, as well as the harmonization of business strategy with technology strategy. The BMC display is simple but contains important business aspects, making it easier for all parties to understand the business concept of product technology innovation. This study recommends the use of BMC as a complete product technology innovation planning instrument for engineers in government research institutions. Keyword: Technological product, mobile laboratory, commercialization of product innovations, business model.