Journal articles on the topic 'Enterprise-innovator'

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

Innovation processes are an integral part of modern economic system. They are observed at all levels of production. When analyzing possible measures to improve the efficiency of production of goods or services, the most promising ones were those that relate to the intensification of innovative processes in the organization's management due to their immateriality. In the article the authors highlight a number of historical aspects that affect the economic content of the elements of the production chain, briefly discuss the evolutionary stages of transition from mass production to quality, increasing the value of internal motivation in these processes. The authors compared two models of behavior of economic entities: the neoclassical economic person and the innovator; and the conclusion was drawn about the advantages of choosing the latter. The authors explained the importance of innovative search, as well as its opportunities and prospects at the enterprise level, as well as at the industry and macro levels. The authors consider the factors of the external environment that influence the introduction of innovations in management, identifies and explains the endogenous factors that affect innovation processes, and draws conclusions about the need to form certain norms to stimulate innovative activities.

Abstract This paper makes a novel contribution by turning an ‘asset’ lens onto social and technical innovation in the context of the small-scale generation of renewable energy. The authors draw on learning from an international project that aimed to develop innovative technologies for the micro generation of energy using wastes and residues. Variations on innovation that cut across the social and technical are introduced. It is noted that although emanating from different traditions, a common theme is emphasis on a distributed knowledge base in which the roles of innovator, producer and consumer overlap or merge. This implies that the (social) innovation process is also one of co-creation. The authors borrow from international development studies the Sustainable Livelihood Analysis (SLA) framework, which is usually used for working with poor households to foreground strengths and resources rather than needs and deficits. To illustrate the utility of SLA for social innovation at local and community level, findings are presented from UK fieldwork on socio economic barriers and opportunities affecting the feasibility of new community energy generation and enterprise options. The importance and the fragility of human assets are highlighted.

Management as a science is the prerogative of North America. Authors, concepts, publishers, journals, institutions, individuals and events are either bona fide North American or tinted with a strong North American tint. The few brave non North American souls who have ventured into this domain whether from Britain, Germany or Japan, were quickly re-minted in order to look and behave North American. They were ushered into the sacred arena of North American management and admitted to the exclusive cult. Creative management thinking, novel management concept formulation and imaginative management implementation that were taking place elsewhere, were either ignored or relegated to the dark corners of the domain. The following article is an attempt at exploring work done by a non-North American management innovator who developed, in the course of a dynamic political career, novel conceptual and operational management frameworks: Dr Mahathir Mohamed, the former , and current, prime minister of Malaysia. Analysis follows Dr Mahathir‟s record and addresses four specific conceptual innovations: the concept of “country-wide vision”, the Mahathir crisis management doctrine, the concept of indigenous enterprise and last but not least, managing oneself The article relies largely on a myriad of records and work done on Prime Minister Mahathir‟s initiatives and decisions. Those are placed within the broad spectrum of management as a science and profession.

PurposeIdentify the drivers of social innovation (SI) that bring together the main management tools and approaches associated with the creation of SI in social enterprises (SEs).Design/methodology/approachA systematic review was developed in the Web of Science, Scopus and EBSCO databases, using the keywords: social innovation, social enterprise and management. After analysis of quality and application of inclusion and exclusion criteria, 54 articles were selected for full analysis.FindingsSI process was systemised into four steps: mapping and development, consolidation, scaling up and evaluation. The drivers of SI were mapped and classified into three main factors: contextual, organisational and managerial.Practical implicationsIn organisational factors, business model was emphasised, as well as partnerships, participatory culture and intrapreneurship, adequate levels of bricolage and continuous learning. The management factors included the characteristics of the entrepreneur/innovator and managerial practices, where those that facilitate teamwork and the participation of all involved are best suited. In contextual factors, the highlight was the need for support from policy makers; community participation and demand for innovations that consider local context and usability.Originality/valueThis study connects previously scattered knowledge in a generic model of SI, highlighting routines and processes used, and provides a starting point for innovators and social entrepreneurs in the complex, uncertain and often unknown process of SI. Additionally, several research gaps were identified to be addressed by future research in the context of SI management.

The importance of researching the information component of innovative capital support is due to the formation of the knowledge economy and the need to increase the competitiveness of domestic agrarian enterprises. Innovative renewal of the capital of agrarian enterprises is a key to improving the efficiency of their work: increasing production and sales, reducing production costs, and increasing productivity. At the same time, the problem of the influence of the information component of innovation on capital remains open, which is a reserve for increasing the efficiency of its use and allows us to develop approaches to ensure the profitability growth of agrarian enterprises. Separate aspects of the use of innovations in the agrarian sector of the economy were considered by J. Sayer, K. G. Cassman, H. van Es, J. Woodard, G. Ye. Pavlova, and others. The aim of this article is to research interconnections that arise between the information component of innovation and types of the capital of an enterprise, taking into account agrarian specificity. Methodology. During the research and writing of the article, methods were used: monographic, abstract-logical, mathematical statistics, observation. Results. Any innovation is dual in nature, including the material foundation and the information component. Innovation on the impact on economic processes of enterprises appropriately divided into production (technical, technological, chemical, biological, and managerial) and sales (product and marketing). According to the results of the research, the scheme of the influence of types of innovation on the types of the capital of agrarian enterprises was developed. Empirical studies have shown that the information component of production innovation is methodical and instructional documentation, warranty contract obligations, production licenses, patents, plant and animal breed rights, databases and electronic services of an innovator with their offers, automated information management systems of the enterprise, staff training programs. The information component of sales innovation are the certificates of products quality, brands and trademarks, the standards of the quality of products of the importing countries, characteristics of target market segments, automated customer databases, licensing agreements for the sale of product, data on monitoring of the sectoral markets, pre-contracted deliveries of products, tools e-commerce, etc. Conclusions. The information component of various types of innovation that are inherent in agrarian production is considered. Relationships between types of capital and innovation are explored. The specificity of the use of the information component of innovation in the sectoral section is analysed on the example of grain production and pig farming. The scheme of complex innovative support of enterprise capital is offered. The information component of innovation is detailed. It is recommended to use the information component in full, taking into account the sector specificity of agrarian enterprises.

Subject area Human resources (compensation, total rewards, employee engagement, training and development), strategy. Study level/applicability Undergraduate HRM majors and postgraduate business and management. Case overview This case highlights the strong growth and expansion of a former small to medium-sized enterprise (SME) in the United Arab Emirates, Tips & Toes. The company is a leader in the beauty and fitness service industry, and much of its growth and success is attributable to the leadership of its general manager and her implementation of a differentiation strategy, a market innovator in concepts, products and services, and a total rewards system for engaging and retaining employees. Tips & Toes is planning for continued, aggressive growth and expansion over the next five years. This case also highlights an underrepresented area of focus for case studies: women-led businesses, SMEs, and entrepreneurship and innovation. Expected learning outcomes The main focus of this case is for students to examine the beneftts of using a total rewards strategy to engage and retain employees, and more importantly to see the links between such a strategy and business and revenue growth. This is particularly a salient learning point for students in emerging markets, where more traditional types of compensation and views of the employment contract tend to prevail. In addition, this case could be used as a supplementary learning experience regarding strategy and strategic focus of an organization (i.e. the Treacy and Wiersema model of product leadership, customer intimacy, or operational excellence as a strategic discipline for a firm). And finally, this case provides an example of a woman-led organization which grew out of SME status into a market leader; this example provides students with insight into workable entrepreneur opportunities to which they might not see a direct linkage when reading case studies of large multinational organizations or conglomerates. Supplementary materials Teaching notes are available; please consult your librarian for access.

Purpose The purpose of this paper is to analyse the relationship between the three components of intellectual capital (IC) (human, structural, and relational), and contextual factors relating to organisational climate (OC) and innovation culture, together with their influence on business performance (BP). Design/methodology/approach This empirical research is based on an online questionnaire, which collected data from a non-probability quota sample consisting of 253 Croatian SMEs. The scales for IC, OC, and innovation culture were constructed to test the relationship between these dimensions and assess the BP of the SMEs. Findings Based on a survey on 253 SMEs in Croatia, the analysis shows that the key dimensions of IC, innovation culture, and OC are vital to a company’s success and are strongly inter-correlated. Higher BP is positively related to higher levels of both IC and innovation culture. Research limitations/implications The main limitation of the research is the subjective aspect of the study. The data used in the study were self-reported where respondents in a survey gave their assessment of firm performance. Although this was necessary because of the absence of other data, it is an issue that must be taken into account when interpreting the findings in the study. Practical implications Understanding the role of IC, OC, and innovation culture in relation to BP, particularly in former transition countries, can have important implications for managers and enterprise owners, as well as policy makers and the academic community. Social implications The findings emphasise the important role of tacit knowledge in the innovation process, of which IC and OC are good examples. Originality/value This empirical study brings evidence from the understudied country of Croatia. Croatia is a post-transitional country and the last accessed member of the EU, on the dividing line between a modest and a moderate innovator. This is the first empirical study conducted in Croatia that explores the association between three concepts that are typically investigated separately (IC, OC, and innovation culture).

The purpose of the research. Development of methodological approaches to the study of the relationship between the state of the institution of intellectual property and the innovative activity of the industrial complex in the Russian context. Achievement of the goal is seen through the solution of the following tasks: Given a characteristic of the state of the institution of intellectual property in the model of open innovation; systematized the development trends of the intellectual property market in the Russian industry; modeling of the relationship between the development of the institution of intellectual property and innovation in industry has been carried out. Results. It has been established that the main source of remuneration in the intellectual property market is the innovation rent, which is the super-profits of the investor, innovator, innovation firm and innovation-active enterprise arising in the process of innovation diffusion. In this case, the sources of income can be: products and technologies, new business, specific assets, licenses, spin-off, subsidiaries, brands, individual stages of the innovation life cycle. In the Russian industry, there is an increase in patent activity, however, no stable dynamics in the development of the institution of intellectual property has been revealed. The level of manufacturability of production of industrial enterprises directly correlates with the level of intellectual property objects used and the applications filed for the issuance of titles of protection for the results of scientific and technical activities. There is no direct positive relationship between indicators of innovative activity in industry and indicators characterizing the state of the institution of intellectual property. However, time lags were revealed between the increase in the number of intellectual property objects used by industrial enterprises and the subsequent increase in the share of shipped innovative products - 3 years, as well as between the increase in the number of intellectual property objects used by industrial enterprises and the subsequent increase in the share of costs for technological innovation in general. the volume of shipped innovative products - 5 years.

PurposeWe investigate the effect of female CEOs on corporate innovation using Indonesian companies. More specifically, this paper aims to answer the following research questions. First, do firms led by female CEOs innovate more or less than firms led by male CEOs? Second, does firm size positively moderate the effect of CEO gender on corporate innovation? Our research questions imply that female CEOs' innovative performance likely depends on the size of their firms.Design/methodology/approachBecause the dependent variable is a dummy that equals one if the firm was an innovator and zero otherwise, this study employs probit analysis to test the hypotheses empirically. As an alternative test, we use a different measure of the dependent variable (INNOV-corporate innovation) by summing the firm's responses (yes/no) to nine innovation-related questions. Because this alternative measure of INNOV exhibits a count-data characteristic with non-negative integer values and more than 70% of the total sample did not engage in innovation activities at all, this study relies on the zero-inflated Poisson regression in the robustness test.FindingsWe have shown that firms led by female CEOs exhibit a greater probability of being innovators. Further, firm size increases the positive effect of female CEOs on firms' probability of engaging in innovation activities. Further, we also find that when female CEOs manage women-owned firms, their firms are more likely to engage in innovation activities.Research limitations/implicationsThis study cannot further investigate the causal relationship between CEO gender and corporate innovation (e.g. by analyzing whether CEOs with different gender affects firm innovation) because it relies on the World Bank Enterprise Survey data. Nevertheless, this study suggests that stakeholders, especially in developing countries like Indonesia, need to encourage more women to hold CEO positions, especially in larger firms, because women-led firms perform better in innovation activities.Originality/valueOur study thus highlights that female CEOs outperform their male counterparts in innovation activities. These results support the argument that because of gender-based discrimination that they receive, female CEOs are greatly motivated to exhibit greater innovation performance. Further, it is more difficult for women to hold the CEO positions in larger firms because of these firms' more intense managerial job market.

Purpose The following article is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry engineer-turned successful business leader, regarding the commercialization and challenges of bringing technological inventions to market while overseeing a company. The paper aims to discuss these issues. Design/methodology/approach The interviewee is Dr Rob Buckingham, Director at UK Atomic Energy Authority (UKAEA) and Robotics Pioneer. Dr Buckingham is an innovator of snake-arm robotics for confined and hazardous environments. In this interview, Dr Buckingham shares some of his 30+ year personal and business experiences of working in industry, academia, co-founding and directing a robotics company and heading up a new UK government-funded organization for remote handling. Findings Dr Buckingham received his BSc and his MEng in the Special Engineering Programme at Brunel University in London. The program’s objective was to train engineers for the industry by developing problem-solving abilities and decision-making skills of students, which Buckingham accomplished while being sponsored by the UKAEA and as a National Engineering Scholar. After obtaining his PhD in robotics at the University of Bristol, Buckingham, he remained at Bristol for two years as a lecturer in mechanical engineering. In 1997, he co-founded OC Robotics, a private company that designs snake-arm robots specifically to operate in confined spaces. Buckingham directed OC until 2014, when he returned to where he began his early career, UKAEA Culham, this time as a Director and Head of the new Remote Applications in Challenging Environments (RACE) Centre. Under Buckingham’s leadership, RACE is involved in exploring many areas of remote operations, including inspection, maintenance and decommissioning and will be instrumental in developing new remote tools and techniques for academia and industry. Originality/value With the unique experience of studying at a university’s distinctive engineering program while working as a young engineer for the UKAEA who sponsored him, Dr Buckingham found his lifelong passion and career in robotics for remote handling. He was one of the creators of the emerging field of snake-arm robotics. He is now applying his innovative, commercial technologies and strategies from working in the nuclear, aerospace, construction and petrochemicals sectors to the industry of nuclear fusion. Dr Buckingham was awarded The Royal Academy of Engineering Silver Medal in 2009. In the same year, his company OC Robotics won the Queen’s Award for Enterprise in the category of Innovation. Buckingham is also a Fellow of the UK Institute of Engineering Technology, a Fellow of the Royal Academy of Engineering and a visiting professor at the Bristol Robotics Laboratory. He was co-chair of the Robotics and Autonomous Systems (RAS) Special Interest Group Steering Group during the preparation of the influential UK RAS strategy, which has since been adopted by UK Government.

With economic liberalization, the Indian industry has finally emerged from the shell of the license raj. It now sees investment in R&D as a means to survive and succeed in the long run. It has acquired an appetite for quality control and productivity in order to be competitive. To evaluate quality, manufactured products are tested for strength, performance, and durability in order to meet customer demands and, often, safety legislation. As a developer and manufacturer of technology used in testing, Bangalore Integrated System Solution (BiSS) has first-hand experience of the rapid changes in the market environment and what they mean for high technology manufactured products. As an entrepreneur who set up BiSS, the author experienced the challenges and tribulations of attempting to meet exacting requirements of test quality and performance, matching global standards. If the BiSS experience is any indication, the time and environment are right for scientists and technologists to consider the option of entrepreneurship. The institutional support for taking technology to the market is woefully wanting. Even so, potential rewards justify the risk of personal initiative to build entrepreneurial linkages with industry in seeking orders to develop and supply the technology-intensive hardware and software solutions. As manufacturing moves to India, the demand for local technology is on the rise as global players see the importance of local support to their endeavour. This opens a continuous stream of opportunity for local innovators. It carries the potential for future support in product development thereby adding value at the intellectual level. Finally, global players may see reason in seeking Indian technology to meet their requirements back home as well as for their projects in third countries. Today, cost drives decisions to move manufacturing to India. The same rationale can move development to India and, eventually, to outsource technology itself. For a country of India's size, strength, and stature, this is one more path to technological excellence tending to global leadership. For the scientist-entrepreneur, this is a unique opportunity to subject new concepts and technology to trial by fire at the hands of demanding customers in the industry. For the numerous national laboratories, such entrepreneurs can serve as useful partners in taking available technology to the market while at the same time providing direction to future marketable research and development. Thus, this paper concludes with the following observations: Globalization of the economy and the movement of manufacturing into India provide endless opportunity for entrepreneurship driven by high technology. Though the economy has seen significant structural changes over the past decade, obstacles still remain in the path of free enterprise. Government policy needs to be fine tuned in order to create a level playing field for the ‘small-scale innovator.’ Financial backing for innovative entrepreneurship is woefully inadequate in our country, perhaps, because the system carries an inherent skepticism about local capability. Similar doubts persist in large corporates that are unwilling to risk local procurement of high technology products. Scientists and technologists attempting to take their technology to the market are likely to experience professional enrichment by way of putting their concepts and assumptions to the acid test of a competitive and demanding marketplace.

International Journal of Innovation - IJI completes 7 yearsInternational Journal of Innovation - IJI has now 7 years old! In this editorial comment, we not only want to talk about our evolution but get even closer to the IJI community. It is our first editorial comment, a new IJI's communication channel. Some of the changes are already described on our website.IJI is an innovation-focused journal that was created to support scientific research and thereby contribute to practice. Also, IJI was born internationally, receiving and supporting research from around the world. We welcome articles in Portuguese, English, and Spanish.We have published eight volumes in IJI since 2013, totaling 131 articles. Our journal is indexed in: Dialnet and Red Iberoamericana de Innovación y Conocimiento Científico; Ebsco Host; Erih Plus; Gale - Cengage Learning; Latindex; Proquest; Redalyc; Web of Science Core Collection (Emerging Sources Citation Index), among others. We provide free access “open access” to all its content. Articles can be read, downloaded, copied, distributed, printed and / or searched.We want to emphasize that none of this would be possible without the authors that recognized in IJI a relevant journal to publicize their work. Nor can we fail to mention the tireless and voluntary action of the reviewers, always contributing to the articles' improvement and skilling up our journal, more and more.All editors who passed through IJI have a fundamental role in this trajectory. And, none of this would be possible without the editorial team of Uninove. Everyone who passed and the current team. We want to express that our work as current editors of IJI would not be possible without you. Changes in the Intenational Journal of Innovation – IJIAs we mentioned earlier, IJI was born in 2013. And, over time, we are improving its structure always to improve it. In this section, we want to show some changes we made. We intend that editorial comments become a communication channel and that they can help our readers, authors, and reviewers to keep up with these changes.Although IJI is a comprehensive Innovation journal, one of the changes we want to inform you is that now, at the time of submission, the author will choose one of the available topics that best suit your article. The themes are: Innovative Entrepreneurship; Innovation and Learning; Innovation and Sustainability; Internationalization of Innovation; Innovation Systems; Emerging Innovation Themes and; Digital Transformation. Below, we present each theme so that everyone can get to know them:Innovative Entrepreneurship: emerging markets provided dynamic advantages for small businesses and their entrepreneurs to exploit the supply flows of resources, capacities, and knowledge-based on strategies oriented to the management of innovation. Topics covered in this theme include, for example: resources and capabilities that support innovative entrepreneurship; innovation habitats (Universities, Science and Technology Parks, Incubators and Accelerators) and their influences on the development of knowledge-intensive spin-offs and start-ups; open innovation, triple/quadruple helix, knowledge transfer, effectuation, bricolage and co-creation of value in knowledge-intensive entrepreneurship ecosystems; and adequate public policies to support innovative entrepreneurship.Innovation and Learning: discussions on this topic focus on the relationship between learning and innovation as topics with the potential to improve teaching and learning. They also focus on ways in which we acquire knowledge through innovation and how knowledge encourages new forms of innovation. Topics covered in this theme include, for example: innovative projects for learning; innovation-oriented learning; absorptive capacity; innovation in organizational learning and knowledge creation; unlearning and learning for technological innovation; new learning models; dynamics of innovation and learning; skills and innovation.Innovation and Sustainability: discussions on this topic seek to promote the development of innovation with a focus on sustainability, encouraging new ways of thinking about sustainable development issues. Topics covered in this theme include, for example: development of new sustainable products; circular economy; reverse logistic; smart cities; technological changes for sustainable development; innovation and health in the scope of sustainability; sustainable innovation and policies; innovation and education in sustainability and social innovation.Internationalization of Innovation: the rise of developing countries as an innovation center and their new nomenclature for emerging markets have occupied an important place in the international research agenda on global innovation and Research and Development (RD) strategies. Topics covered in this theme include, for example: resources and capabilities that support the internationalization of innovation and RD; global and local innovation and RD strategies; reverse innovation; internationalization of start-ups and digital companies; development of low-cost products, processes and services with a high-value offer internationalized to foreign markets; innovations at the base of the pyramid, disruptive and/or frugal developed and adopted in emerging markets and replicated in international markets; institutional factors that affect firms' innovation efforts in emerging markets.Innovation Systems: regulation and public policies define the institutional environment to drive innovation. Topics include industrial policy, technological trends and macroeconomic performance; investment ecosystem for the development and commercialization of new products, based on government and private investments; investment strategies related to new companies based on science or technology; Technology transfer to, from and between developing countries; technological innovation in all forms of business, political and economic systems. Topics such as triple helix, incubators, and other structures for cooperation, fostering and mobilizing innovation are expected in this section.Emerging Themes: from the applied themes, many emerging problems have a significant impact on management, such as industry 4.0, the internet of things, artificial intelligence or social innovations, or non-economic benefits. Intellectual property is treated as a cognitive database and can be understood as a technological library with the registration of the product of human creativity and invention. Social network analysis reveals the relationships between transforming agents and other elements; therefore, encouraged to be used in research and submitted in this section. The theoretical field not fully developed is not a barrier to explore any theme or question in this section.Digital Transformation: this interdisciplinary theme covers all the antecedents, intervening, and consequent effects of digital transformation in the field of technology-based companies and technology-based business ventures. The technological innovator (human side of innovation) as an entrepreneur, team member, manager, or employee is considered an object of study either as an agent of innovation or an element of the innovation process. Digital change or transformation is considered as a process that moves from the initial status to the new digital status, anchored in the theories of innovation, such as adoption, diffusion, push / pull of technology, innovation management, service innovation, disruptive innovation, innovation frugal innovation economy, organizational behavior, context of innovation, capabilities and transaction costs. Authors who submit to IJI will realize that they now need to make a structured summary at the time of submission. The summary must include the following information:(maximum of 250 words + title + keywords = Portuguese, English and Spanish).Title.Objective of the study (mandatory): Indicate the objective of the work, that is, what you want to demonstrate or describe.Methodology / approach (mandatory): Indicate the scientific method used in carrying out the study. In the case of theoretical essays, it is recommended that the authors indicate the theoretical approach adopted.Originality / Relevance (mandatory): Indicate the theoretical gap in which the study is inserted, also presenting the academic relevance of the discipline.Main results (mandatory): briefly indicate the main results achieved.Theoretical-methodological contributions (mandatory): Indicate the main theoretical and / or methodological implications that have been achieved with the results of the study.Social / managerial contributions (mandatory): Indicate the main managerial and / or social implications obtained through the results of the study.Keywords: between three and five keywords that characterize the work. Another change regarding the organization of the IJI concerns the types of work. In addition to the Editorial Comment and Articles, the journal will include Technological Articles, Perspectives, and Reviews. Thus, when submitting a study, authors will be able to choose from the available options for types of work. Throughout the next issues of the IJI, in the editorial comments, we will pass on pertinent information about every kind of work, to assist the authors in their submissions.Currently, the IJI is available to readers with new works three times a year (January-April; May-August; September-December) with publications in English, Portuguese and Spanish. From what comes next, we will have some changes in the periodicity. Next stepsAs editors, we want the IJI to continue with a national and international impact and increase its relevance in the indexing bases. For this, we will work together with the entire editorial team, reviewers, and authors to improve the work. We will do our best to give full support to the evaluators who are so dedicated to making constructive evaluations to the authors. We will also support authors with all the necessary information.With editorial comments, we intend to pass on knowledge to readers, authors, and reviewers to improve the articles gradually. We also aim to support classroom activities and content.Even with the changes reported here, we continue to accept all types of work, as long as they have an appropriate methodology. We also maintain our scope and continue to publish all topics involving innovation. We want to support academic events on fast tracks increasingly. About the articles in this edition of IJIThis issue is the first we consider the new organization of the International Journal of Innovation - IJI. We started with this editorial comment talking about the changes and improvements that we are making at IJI—as an example, showing the reader, reviewer, and author that the scope remains the same. However, at the time of submission, the author has to choose one of the proposed themes and have a mandatory abstract structured in three languages (English, Portuguese, and Spanish).In this issue, we have a section of perspectives that addresses the “Fake Agile” phenomenon. This phenomenon is related to the difficulties that companies face throughout the agile transformation, causing companies not to reach full agility and not return to their previous management model.Next, we publish the traditional section with scientific articles. The article “Critical success factors of the incubation network of enterprises of the IFES” brings critical success factors as the determining variables to keep business incubators competitive, improving their organizational processes, and ensuring their survival. Another published article, “The sharing economy dilemma: the response of incumbent firms to the rise of the sharing economy”, addresses the sharing economy in terms of innovation. The results of the study suggest that the current response to the sharing economy so far is moderate and limited. The article “Analysis of the provision for implementation of reverse logistics in the supermarket retail” made it possible to observe that through the variables that define retail characteristics, it is not possible to say whether a supermarket will implement the reverse logistics process. And the article “Capability building in fuzzy front end management in a high technology services company”, whose main objective was to assess the adherence among Fuzzy Front End (FFE) facilitators, was reported in the literature its application in the innovation process of a company, an innovative multinational high-tech services company.We also published the article “The evolution of triple helix movement: an analysis of scientific communications through bibliometric technique”. The study is a bibliometric review that brings essential contributions to the area. This issue also includes a literature review entitled “Service innovation tools: a literature review” that aimed to systematically review the frameworks proposed and applied by the literature on service innovation.The technological article “A model to adopt Enterprise Resource Planning (ERP) and Business Intelligence (BI) among Saudi SMEs”, in a new IJI publication section, addresses the main issues related to the intention to use ERPBI in the Saudi private sector.As we mentioned earlier in this editorial, IJI has a slightly different organization. With the new format, we intend to contribute to the promotion of knowledge in innovation. Also, we aim to increasingly present researchers and students with possibilities of themes and gaps for their research and bring insights to professionals in the field.Again, we thank the reviewers who dedicate their time and knowledge in the evaluations, always helping the authors. We wish you, readers, to enjoy the articles in this issue and feel encouraged to send your studies in innovation to the International Journal of Innovation - IJI.

This article reviews the history of Ameritrade founded and developed by Joe Ricketts into a spectacularly successful discount brokerage enterprise. It, as such, represents another example of a risk-taking innovator who achieves success by filling a need in a free-enterprise market. The main takeaway is that free-enterprise works best from the bottom-up, that is, when individuals or individual companies ‘creatively destruct’ existing markets or generate new markets for goods or services through the implementation of innovative ideas and technology. The article also delineates the workings of the free-enterprise market by pointing out how familiar textbook economic principles are illustrated in the Ameritrade experience. JEL Classifications: A10, D01, E02, G10

This case describes the journey of a Doctor from curiosity to product formulation to enterprise promotion and presents the problems faced by him in succeeding commercially. The innovator perceives the innovation to be a medical success and a commercial non startec. The case provides an opportunity to evaluate the efforts of Dr. Shah and propose a strategy for the future.

ABSTRACT We study the impact of formal and informal institutions perceived and experienced by firms on their innovation using the 2012 World Bank Enterprise Survey data in China. We propose a framework to identify different innovator types of firms. Our analysis shows that (1) perceived constraints from the governmental system make firms more likely to be innovators than non-innovators; (2) perceived constraints from the legal system make firms more likely to be imitators than innovators; (3) lack of formal finance makes firms more likely to be non-innovators than innovators; (4) prevalence of bribery makes firms more likely to be non-innovators than innovators but less likely to be innovation pretenders than innovators. Our study enriches institutional theory and innovation research by establishing a framework that encompasses multiple dimensions of formal and informal institutions perceived and experienced by firms and the impacts of such perception and experience on firms’ propensity to become certain type of innovator.

An Entrepreneur is and individual who, rather than working as an employee, runs a small business and assumes all the risk and reward of a given business venture, idea, or good or service offered for sale. The entrepreneur is commonly seen as a business leader and innovator of new ideas and business processes Today’s entrepreneur, a person, who has initiative in investment and decision to the enterprise; seeking all resource of factor of production, resources of Management, Behavior, cultural, Economical and Political factor for establishing, innovation and founded enterprise, having assumption of risk, profit and future growth. Entrepreneurship has rightly been identified with the individual, as success of enterprise depends upon imagination, vision, innovativeness and risk taking. The production is possible due to the cooperation of the various factors of production, popularly known as land, labour, capital, market management and of course entrepreneurship. Basic objective in developing entrepreneurship and multiplying them in the society has been to enable the society to generate productive human resource, mobilize and sustain the same in subsequent process of development. The government at the national and state level in India has been keen on promoting entrepreneurship. A well designed value chain is necessary for and enterprise to reap the benefits of market advantage and this should be modified to suit the demands of modern enterprise.

Purpose Given their immense value-creating potential, ecosystems?and whether to build, buy, or join one?have become a top agenda item in boardrooms around the world. Design/methodology/approach Haier, a highly successful Chinese multinational corporation has developed an effective set of practices for managing an emergent, ecosystem-based business model. Findings The Haier case illuminates the unique challenges of leading a sprawling, ecosystem-based enterprise that must continually evolve. Practical/implications Haier employees fall into three categories? platform owners, microenterprise owners and entrepreneurs. Originality/value As a strategic innovator, Haier grouped its independent microenterprises into “Ecosystem Micro-Communities” (ECMs) of loosely connected, multi-disciplinary capability clusters organized around end users.

Marked, that in the socio-economic terms of Ukraine of problem of forming and development of innovative culture acquire all greater actuality. The concept of innovative culture and her feature is determined, that inherent to Ukrainian society. Key factors that influence on forming and development of innovative culture in the socio-economic environment of Ukraine are determined. Attention applies on the role of enterprise and businessmen as key subjects of introduction of innovations, human factors and descriptions of businessman- innovator, that influence on the processes of forming of innovative culture as a component culture of enterprise, are analysed. Paid attention to the problem of government control of innovative activity, the role of the state is determined in the process of forming of innovative culture, basic mechanisms over of government control of innovative activity are brought and an accent is done on integration of state and market mechanisms of adjusting of innovative activity and forming of innovative culture in Ukrainian society. The role of human resource is determined in forming of innovative culture, the key problems of development of human capital are analysed taking into account the specific of socio-economic and historical development of Ukraine. Examples of successful innovative politics of some countries, that influences on development of innovative culture, are made. An accent is done on the system of education and development of key resource of innovative activity - human capital there are processes of intellectualization of labour force in basis of that. Marked, that due to combination of key factors of innovative development, namely state, market and human it maybe to form and develop an innovative culture that in turn will influence on the improvement of efficiency of enterprise and economy on the whole.

AbstractFrom blogs to crowdfunding, YouTube to LinkedIn, online photo-sharing sites to open-source community-based software projects, the social web has been a meaningful player in the development of archaeological practice for two decades now. Yet despite its myriad applications, it is still often appreciated as little more than a tool for communication, rather than a paradigm-shifting system that also shapes the questions we ask in our research, the nature and spread of our data, and the state of skill and expertise in the profession. We see this failure to critically engage with its dimensions as one of the most profound challenges confronting archaeology today. The social web is bound up in relations of power, control, freedom, labour and exploitation, with consequences that portend real instability for the cultural sector and for social welfare overall. Only a handful of archaeologists, however, are seriously debating these matters, which suggests the discipline is setting itself up to be swept away by our unreflective investment in the cognitive capitalist enterprise that marks much current web-based work. Here we review the state of play of the archaeological social web, and reflect on various conscientious activities aimed both at challenging practitioners’ current online interactions, and at otherwise situating the discipline as a more informed innovator with the social web’s possibilities.

With the increasing difficulties associated with heating, the new energy industry has become the mainstay for property development. The effective diffusion of leading technologies supplies a social edge for enterprise core technologies, and this is also a necessary topic for industrial transformation and optimization. Within the international context of energy conservation and emission reduction, the scientific and in-depth study of the diffusion mechanisms underlying leading technologies in the new energy industry have vital theoretical significance for the promotion of the diffusion of leading technologies. Based on the introduction of the Bass model and one extension model, this paper constructs the diffusion model of the new energy industry’s leading technology and analyzes its diffusion mechanism. The identified mechanism indicates that in the case of imperfect market and policy environments, the diffusion of the leading technology of the new energy industry is mainly influenced by the “expected utility” of innovators and the “actual utility” of imitators. The diffusion of the leading technology in innovator enterprises of the new energy industry is mainly affected by the “expected utility,” while the diffusion in imitator enterprises is affected by the “actual utility.” These influences are verified by simulation analysis. Based on the diffusion mechanism, several suggestions are presented for the promotion of the diffusion mechanism of leading technology, with the aim to provide references for the government, industry associations, and enterprises for relevant decision-making.

Purpose This study investigates the impact of cooperation with external partners on the intensity of product innovation as well as its commercial success. The focus is on firms located in the Eastern European countries that are seldom a subject of empirical innovation studies. The theoretical framework takes into account that moderate and modest innovator countries, which comprise the sample, have distinct innovation ecosystems relative to advanced economies. Design/methodology/approach The study uses data from the Business Environment and Enterprise Performance Survey (BEEPS) that was conducted in 2013–2014 and covering the period of the past three years. Product innovation is measured through its intensity (a number of product innovation) and through its commercial success (innovative sales). A set of hypotheses are tested using a negative binomial estimator (for the number of product innovation) and a tobit estimator (for innovative sales) estimated in Stata statistical software. Findings Empirical findings show that vertical cooperation has a positive effect on the intensity of innovation activities. In contrast, the authors find no evidence that horizontal cooperation or cooperation with science partners (universities and research centres) increase innovation intensity or its commercial success. Besides vertical cooperation, for a commercial success, it is equally beneficial for firms to use their own innovative ideas. These results taken together suggest that closed innovation and cooperation with customers and suppliers are critical determinants of product innovation in Eastern European firms. Originality/value The study contributes to expanding the research on knowledge management and open innovation in less advanced economies.

The market success of commercialized product innovations depends on a wide range of factors: starting from how the development process was performed in the enterprise and ending with the implemented approach to an objective assessment of their commercial prospects (both during development and before they launched on the market).Assessment of market prospects for product innovations can be carried out by various methods and tools, including through the procedure of marketing testing, which in turn requires allocating a set resources of the enterprise (human, monetary, time, etc.). Sometimes significant resource costs call into question the feasibility of the procedure of assessing the market prospects of product innovations, i.e. determining its economic efficiency. The research results demonstrate that the choice of market-successful product innovation through the procedure of marketing testing is not yet a sign of profitability in general for the company. Since a large profit from the commercialization of successful product innovation may not be enough to cover all the costs of the procedure of the marketing testing, which is why the company can receive significant losses, even when a successful product innovation was introduced on the market. This is what determines the relevance of determining the economic efficiency of the implementation of the procedure of marketing testing of market prospects of the developed product innovations. The article describes the methodology to estimate the economic efficiency of the introduction of the marketing testing mechanism of market prospects of product innovations in the industrial enterprises. The assessment of economic efficiency was carried out by comparing the profits (losses) from the commercialization of product innovations without the use and using the testing procedure, taking into account the costs of its implementation. The results proved to be cost-effective for both product innovations that were predicted to succeed, leading to additional profits, and for product innovations that failed in the market, leading to a reduction in losses, even taking into account the cost of the testing procedure itself. In general, it is proved that the introduction of marketing testing at the stages of the innovative lifecycle provides a fundamental opportunity for the innovator to make a grounded decision about the readiness of its product innovations for commercialization by assessing their market prospects. Performed analysis is considered as a future basis for implementation of marketing testing mechanism of market prospects of product innovations in practical activity of domestic innovatively active industrial enterprises.

The lack of the complex methodology of marketing research available for practical functioning of the transport service market in Russia is an urgent problem. The article highlights the experience and prospects of conducting marketing research in transport. Determining the existing competitive advantages of a transport enterprise and positioning these advantages in those market segments where they can be realized in the best way is a special feature of marketing research in the transport service market. A methodological-theoretical concept of a complex-system marketing research has been proposed, taking into account the identification of reserves and possibilities for increasing the economic and social efficiency of river transport. The author's approach to the questionnaire survey of passengers, residents of riverside areas (the Volga River, the Oka River), excursionists, holidaymakers in boarding houses, tourist and sports facilities has been developed. According to the conducted time-study of the technological process of passenger getting on/off (e.g. on board a motorvessel), there has been recommended the more secure and faster innovation technology for the excursionists. There have been suggested the variants of organizing the fleet operation, improving the quality of transportation at rush hours in cities (river taxis), opening of new tourist and excursion routes on the main rivers, the Gorky reservoir, small and side rivers in accordance with the identified tourist resources and recreational and health-improving potential. It has been considered expedient to attract other types of public transport to the river transport conveyor: railway, automobile and air transport. There has been developed algorithm of calculating unsatisfied demand for express tours in correlation with calculating the effectiveness of advertising on river transport. The particular attention has been paid to the procedure of writing the report, the degree of responsibility and professionalism of the researcher-innovator who is able to formulate and retransmit the philosophy of fundamental marketing research in transport in the conditions of modern market infrastructure, and in the formation of the competitive institutional economy of agglomeration (region). A graphic model of express report on complex marketing research on the river transport has been given as an example.