Academic literature on the topic 'Enterprise-innovator'
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Journal articles on the topic "Enterprise-innovator"
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Walecka-Jankowska, Katarzyna, and Joanna Zimmer. "Open innovation in the context of organisational strategy." Engineering Management in Production and Services 11, no. 3 (November 19, 2019): 86–95. http://dx.doi.org/10.2478/emj-2019-0023.
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Abstract The paper aims to analyse the relationship between different types of corporate strategy and open innovation in the contexts of the age, size and the operational range of enterprises. The research targeted companies in Poland that were surveyed from January to April, using traditional and electronic forms of a questionnaire. The questionnaire was developed based on a 5-point Likert scale. The level of “openness” of innovation processes in an enterprise was determined according to a 3-point scale, namely, a closed innovator, a hybrid or semi-open innovator, and an open innovator. The strategy implemented by an enterprise was classed into main three types used to achieve a competitive advantage, i.e. cost leadership, differentiation or diversification. There is a strong correlation between open innovations, the cost leadership strategy and the differentiation strategy (negative correlation). The relationship between the age, size and the range of a company and the opening of innovative processes was also observed. The research aims to fill the knowledge gap existing in the literature regarding the links between a particular type of strategy and the opening of innovation processes.
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Martin, Lynn, Clare Schofield, Cindy Millman, and Srikanth Reddy Valassis. "White and Male? Constructing Student Perceptions of Entrepreneurs as ‘Other’." International Journal of Entrepreneurship and Innovation 12, no. 3 (August 2011): 179–87. http://dx.doi.org/10.5367/ijei.2011.0038.
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This paper explores perceptions of entrepreneurship and innovation to discover why UK students did not engage with enterprise activities at their universities. A study involving 84 international and national university students identified stereotypical perceptions of terms such as ‘innovator’ and ‘entrepreneur’, ‘entrepreneurship’ and ‘innovation’, associating values and emotions with the development of these constructs often ignored in research on enterprise intent. There were differing perspectives on the drivers affecting engagement across international and UK students. It also emerged that the development of new interactive media technologies had influenced the process of constructing meaning for these terms, creating and reinforcing stereotypes rather than changing them.
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Chandra, Pankaj, Sandeep Srivastav, and Bipin Shah. "Innovation, Incubation, and Incubator." Vikalpa: The Journal for Decision Makers 28, no. 2 (April 2003): 89–94. http://dx.doi.org/10.1177/0256090920030208.
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This panel discussion was a part of a programme ‘From Incubation to Enterprise’ which was conducted by Indian Institute of Management, Ahmedabad's (IIMA) Centre for Innovation, Incubation, and Entreprenuership (CIIE) on January 4, 2003. Professor Pankaj Chandra of IIMA led the discussion. The distinguished panelists were Mr Sandeep Srivastav and Professor Bipin Shah. Their experience and insight on the subject helped in understanding the process of incubation leading to enterprise. The panel discussion addressed the following questions: What is incubation? What is innovation? What is the process of incubation that is needed for commercializing an innovation? What role does an incubator play? The following important points were made by the panelists: An innovative entrepreneur should adapt to the demand of the market. The adaptation may be with regard to technology, marketing, business idea or business plan. The concept of incubation originated from the medical field. The concept of incubators is applied more to project ideas which have a high degree of uncertainty. The aim of the incubators is to facilitate the survival of such companies and also to nurture these companies for growth and success. Incubators play the role of risk-sharing and providing credibility to an idea as it progresses from being an idea to some kind of product. It minimizes uncertainty and increases the success rate of an enterprise that is at a very nascent stage. The difference among promotional efforts and hand-holding is that promotional effort is the assistance given for setting up a business whereas, in an incubator, it is more of hand-holding. The biggest benefit of being in an incubator is that it insulates you from the outside environment and hence an innovator can just concentrate on getting his idea fool-proof for the market. Incubators even provide the network, linking the innovators with societal resources. The network is of two kinds - knowledge network and social network. The role of venture capitalists in enterprise building is to provide linkages for a budding entrepreneur. But not many people are ready to give money at an idea level Professor Pankaj Chandra concluded the discussion by saying that the incubator is not just for supporting the innovator but also for ensuring that the idea is converted into an enterprise.
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Henry, Ella, Jamie Newth, and Chellie Spiller. "Emancipatory Indigenous social innovation: Shifting power through culture and technology." Journal of Management & Organization 23, no. 6 (November 2017): 786–802. http://dx.doi.org/10.1017/jmo.2017.64.
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AbstractThis paper explores the emancipatory impulse of Indigenous social innovation and social enterprise. Indigenous approaches to solving social disparities reflect a perpetual search for innovative ways to change the circumstances of Māori. Power is an understudied dimension of social innovation and social enterprise. This paper explores the power dynamics that structure the disadvantage and marginalisation that cause populations to be underserved by markets and that limit their access to resources. We highlight that it is not power per se that enables social change: rather, it is power shifts. Through a single, richly contextualised case study of a well-known Māori social innovator, Dr Lance O’Sullivan, we reveal and illustrate the nuances of Indigenous entrepreneurship in the Far North of Aotearoa New Zealand. The case epitomises the transformative impact a social entrepreneur can have on the provision of healthcare amid market and policy failures.
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Yuyan, Shen, Ke Limin, and Yan Qian. "An Empirical Study on the Impact of Team Entrepreneurship Passion on the Tobacco Products Entrepreneurial Performance of New Ventures: Mediating Effect Test Based on Bootstrap Model." Tobacco Regulatory Science 7, no. 5 (September 30, 2021): 2373–84. http://dx.doi.org/10.18001/trs.7.5.1.7.
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In this paper, following the research logic of Emotion/Feature-Behavior-Result, the focus is put on how the entrepreneurial passion of interactive-oriented teams in the tobacco products entrepreneurial can improve corporate performance by affecting entrepreneurial learning. The multiple regression method is used to test 238 valid questionnaires of new ventures, and the Bootstrap model is used to verify the mediating effect of entrepreneurial learning according to the multiple mediating effect analysis method proposed by scholars. The results show that: (1) The entrepreneurial passion of the team will affect the tobacco products entrepreneurial process of the new venture team, and the team with high passion atmosphere is more likely to improve the performance of the new enterprise. As a strong positive emotion experienced by the entrepreneurial team in their entrepreneurial activities, can not only influence the entrepreneurial team to identify with their entrepreneurial identity sharing, but also promote the growth of enterprises. (2) There is a significant mediating effect of exploratory learning and exploitative learning in the process of the impact of team entrepreneurial passion on the performance of the innovator but no significant difference in the mediating effects of the two. Entrepreneurial passion drives the tobacco products entrepreneurs to make a strong emotional commitment to the new innovator and invest much effort, and entrepreneurial learning is an effective way to help solve the problem of the new innovator. The research results can help to further interpret the mechanism of the role of the tobacco products entrepreneurial enthusiasm on the performance of innovators, expand the mediating factors between the two from psychological to behavioral factors, enrich the research on the performance promotion mechanism of new innovators, promote the organization learning behavior combined with entrepreneurship research, and also provide references and suggestions for the tobacco products entrepreneurs to improve their entrepreneurial performance through learning behaviors.
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Laricheva, Elena. "Problems of training engineering personnel in Russia." Ergodesign 2021, no. 4 (December 30, 2021): 260–65. http://dx.doi.org/10.30987/2658-4026-2021-4-260-265.
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Mechanical engineering as an industry needs modernizing to maintain a sufficient level of competitiveness. The existing education system is not able to fully provide enterprises with qualified staff. This is due to a gap between the level of knowledge obtained in an educational institution and the enterprise real needs.
To bridge the gap, more attention should be paid to personnel training and retraining. The article identifies the problems of educating future engineers, proposes an appropriate set of measures providing for a three-level transformation: at the level of government, regions and enterprises; considers a model for training staff of a machine-building enterprise and also suggests building regional training and internship centres. Such centres will make it possible not only to train workers, to conduct internships for students and employees, but also to provide internships for future engineers, to acquaint them with the production specifics. Such internships will ensure young specialists’ consolidation, allow them to interact more effectively with enterprises, and create for them an additional incentive to stay in the region. Furthermore, a favourable image of a machine-building worker, engineer, innovator, and ordinary worker should be formed.
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Kozubíková, Ludmila, Martin Čepel, and Monika Zlámalová. "Attitude toward innovativeness based on personality traits in the SME sector. Czech Republic case study." Management & Marketing 13, no. 2 (June 1, 2018): 913–28. http://dx.doi.org/10.2478/mmcks-2018-0013.
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Abstract The research of personality characteristics of small and medium-sized enterprise (SME) entrepreneurs in relation to EO constructs is an important part of the research of the whole entrepreneurial environment of small and medium-sized enterprises. The aim of this paper is to search for a relationship between personality traits and the attitude toward innovativeness as a construct of EO of SME entrepreneurs in the Czech Republic based on their sociodemographic factors (gender, education, and age). Results from a questionnaire-based survey of the entrepreneurial environment of SME in the Czech Republic showed that the attitude toward innovativeness differed for entrepreneurs considering perseverance and responsibility to be important for entrepreneurship based on their education level. Entrepreneurs with secondary education or secondary educated with graduation were more confident about the reputation of their business as an innovator than university educated entrepreneurs.
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Semin, Alexander, and Mikhail Kislitskiy. "The econometric model for assessing the economic category of a Russian farmer entrepreneur in terms of the "Innovator vs. Conservative" system." Journal of Eastern European and Central Asian Research (JEECAR) 7, no. 3 (December 1, 2020): 255–66. http://dx.doi.org/10.15549/jeecar.v7i3.597.
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The slowdown in agricultural growth in Russia determines the development of an innovation base for expanding exports. Therefore, the formation of a new social class of farmers-entrepreneurs, focused on the implementation of innovative activities, becomes relevant. The aim of the study was to develop an econometric model for assessing the economic types of farmers-entrepreneurs according to the system “innovator versus conservative” using the example of the agro-industrial complex. The questionnaire method was used to determine the levels of innovative development of the respondents. The survey was conducted from October 2017 to December 2019; 900 farmers from Tver, Kursk, Tambov, Penza, Arkhangelsk, Kurgan, Leningrad regions, as well as Yakutia took part in it. Using the method of cluster analysis, all classes (categories) of farmers-entrepreneurs are determined by the level of innovation. Depending on the type of enterprise, classification functions of farmers have been developed
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Burdon, Stephen, Kyeong Kang, and Grant Mooney. "Understanding The Key Attributes for a Successful Innovation Culture." International Journal of Enterprise Information Systems 12, no. 4 (October 2016): 70–82. http://dx.doi.org/10.4018/ijeis.2016100105.
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This paper presents the results and findings of a research project on innovation culture in Australian information technology sector organisations. The primary objective of this study was to establish the determinants of a successful enterprise innovation culture in organisations with a strong industry reputation for radical innovation initiatives. The authors obtained 244 responses from 102 member organisations of the Australian Information Industry Association (AIIA). The survey explored the internal and external characteristics of a successful innovative organisation. Both employees' and competitors' perspectives on “what makes a particular organisation a successful innovator” were the main focus. The authors' findings indicated that the absence of a successful innovation culture is a serious impediment to growth and success. However, preferences for the key innovation culture attributes varied significantly by executive functions, size of the organization and type of ownership structure. Thus, a mix of key innovation attributes should be deployed and tailored to each organisation, based on their industry and strategic objectives.
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Trachuk, A. V., and N. V. Linder. "LIQUIDITY LIMITATION INFLUENCE ON INDUSTRIAL COMPANIES’ INVESTMENTS IN INVESTIGATIONS AND DEVELOPMENT AND EFFECTIVENESS OF INNOVATIVE ACTIVITY." Strategic decisions and risk management, no. 1 (March 30, 2016): 80–89. http://dx.doi.org/10.17747/2078-8886-2016-1-80-89.
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Scientific investigations and development of new technologies (ID) benefit society more than the profit the innovator derives. Thus innovation research key point is spillover effect consideration: as far as the other firms will also get off-the-shelf technology access (probably with temporary lag), innovator-enterprise doesn’t receive all the profit from the performed ID. Consequently, a lot of companies are inclined to limit investments in ID, particularly in case of liquidity shortage.The article presents the results of investigation of liquidity limitation influence on the companies’ decision to invest in ID, the amount of investment and the effectiveness of innovative activity. Hard liquidity limitation happens to be, when the company doesn’t have access on capital markets (for example, in connection with financial downfall or property shortage for credit loan guarantee), soft – where feasible to obtain credit, but loanable funds price is higher than profitability of its activity. The direct indicator of credit restriction is used for analyzing, and the economic model which determines interrelation between companies’ decision to invest in ID, the amount of these investments and the effectiveness of innovative activity. Obtained results demonstrate that restrictive financial indicator has positive significant connection with the companies’ decision to invest in ID, and doesn’t influence the amount of these investments in case of positive decision. Thus far from every industrial company decide to invest in ID in virtue of liquidity limitation, but for those who invest the amount of investments doesn’t depend on liquidity limitation. It is explained with the fact that availability of own funds is more important than credit possibilities in accepting the companies’ decision of ID investment.Cash effect is also proved, the effect when a big company has great available assets that makes ID and innovations financing easier, and inverse U-dependence is proved between the market level of competition and innovations.It was concluded that small companies and companies of low-tech branches need investments which simplify imitation of off-the-shelf technologies from developed markets but not the ID intensity increasing.
Dissertations / Theses on the topic "Enterprise-innovator"
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Ілляшенко, Сергій Миколайович, Юлія Сергіївна Шипуліна, and Наталія Сергіївна Ілляшенко. "Управління комерціалізацією інноваційної продукції підприємства." Thesis, Національна металургійна академія України, 2020. http://repository.kpi.kharkov.ua/handle/KhPI-Press/44787.
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Розроблено методичний підхід до управління (за формалізованими процедурами) комерціалізацією інноваційної продукції підприємства. Практична апробація запропонованого підходу на малих і середніх промислових підприємствах, що виробляють машини та обладнання, підтвердила його ефективність для управління інноваційним процесом на етапі комерціалізації продуктових інновацій.The methodological approach to management (by formalized procedures) of the Enterprise commercialization innovation products is developed. The practical approbation of the proposed approach at small and medium-sized industrial enterprises producing machinery and equipment confirmed its effectiveness for the management of the innovative process at the stage of commercialization product innovations.
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Mir, Muhammad Salman khan and Muhammad Arif Raza. "An Ontology for Match-Making in Plug and Play Business Software Platform." Thesis, Blekinge Tekniska Högskola, Avdelningen för programvarusystem, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-4179.
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An innovation is the process of making improvements by introducing new idea in the form of product or service. In recent years, successful societies are shifting their focus towards the realization and acceptance of these new ideas. Plug and Play business software platform is the first step to transform these ideas into reality. The study presented in this thesis introduced that a new business idea contains specific business role and consists of a set of capabilities or needs and any one of them. Plug and play business software platform mainly consists of three major business processes that are required to run this platform those are; business match making process, negotiating process and collaboration process. This study analyzes the process of business match making in detail and introduce an ontology based business match making process which will find new businesses in a hierarchical fashion based on their specific business roles. Match making ontology consists of three processes i.e. information collection process which is used to collect and register information, extraction process which is an optional process to extract set of capabilities and needs if actor/innovator is unable to define its business capabilities and needs in information collection process and finally finding and ranking process which will find a set of potential collaborators and then will rank that set based on ranking parameters collected in information collection process from actor/innovator. This study also presents a technological model which will provide foundation to develop plug and play business software platform. This model identifies business processes of the platform and presents each business process as a separate loosely coupled software module. This model divides the platform into two layers; the upper layer is called PnP layer and consists of PnP Client Service, PnP Community Service, Finding and Ranking Service, Negotiating Service and Collaboration Service; lower layer is called kernel layer and consists of Security management Service, Operational management Services and Communication Service. Finally partially implemented prototype, test data and results will be used to visualize the presented concept.
Book chapters on the topic "Enterprise-innovator"
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Wickens, Peter. "Everyone an Innovator." In Energise Your Enterprise, 140–62. London: Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-14920-9_10.
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Burdon, Stephen, Kyeong Kang, and Grant Mooney. "Understanding the Key Attributes for a Successful Innovation Culture." In Disruptive Technology, 97–110. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-5225-9273-0.ch005.
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This paper presents the results and findings of a research project on innovation culture in Australian information technology sector organisations. The primary objective of this study was to establish the determinants of a successful enterprise innovation culture in organisations with a strong industry reputation for radical innovation initiatives. The authors obtained 244 responses from 102 member organisations of the Australian Information Industry Association (AIIA). The survey explored the internal and external characteristics of a successful innovative organisation. Both employees' and competitors' perspectives on “what makes a particular organisation a successful innovator” were the main focus. The authors' findings indicated that the absence of a successful innovation culture is a serious impediment to growth and success. However, preferences for the key innovation culture attributes varied significantly by executive functions, size of the organization and type of ownership structure. Thus, a mix of key innovation attributes should be deployed and tailored to each organisation, based on their industry and strategic objectives.
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Burdon, Stephen, Kyeong Kang, and Grant Mooney. "Decoding Success Factors of Innovation Culture." In Disruptive Technology, 477–90. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-5225-9273-0.ch023.
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This chapter presents the results and findings of a research project on innovation culture in Australian information technology sector organisations. The primary objective of this study was to establish the determinants of a successful enterprise innovation culture in organisations with a strong industry reputation for radical innovation initiatives. We obtained 244 responses from 102 member organisations of the Australian Information Industry Association (AIIA). The survey explored the internal and external characteristics of a successful innovative organisation. Both employees' and competitors' perspectives on “what makes a particular organisation a successful innovator” were the main focus. Our findings indicated that the absence of a successful innovation culture is a serious impediment to growth and success. However, preferences for the key innovation culture attributes varied significantly by executive functions, size of the organization and type of ownership structure. Thus, a mix of key innovation attributes should be deployed and tailored to each organisation, based on their industry and strategic objectives.
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Burdon, Stephen, Kyeong Kang, and Grant Mooney. "Decoding Success Factors of Innovation Culture." In Advances in Business Information Systems and Analytics, 258–71. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-2382-6.ch012.
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This chapter presents the results and findings of a research project on innovation culture in Australian information technology sector organisations. The primary objective of this study was to establish the determinants of a successful enterprise innovation culture in organisations with a strong industry reputation for radical innovation initiatives. We obtained 244 responses from 102 member organisations of the Australian Information Industry Association (AIIA). The survey explored the internal and external characteristics of a successful innovative organisation. Both employees' and competitors' perspectives on “what makes a particular organisation a successful innovator” were the main focus. Our findings indicated that the absence of a successful innovation culture is a serious impediment to growth and success. However, preferences for the key innovation culture attributes varied significantly by executive functions, size of the organization and type of ownership structure. Thus, a mix of key innovation attributes should be deployed and tailored to each organisation, based on their industry and strategic objectives.