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Academic literature on the topic 'Innovation drives'

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Published: 30 May 2022
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Journal articles on the topic "Innovation drives"

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Ferdinand, Francis D. "Quality Drives Innovation." Innovations: Technology and Techniques in Cardiothoracic and Vascular Surgery 10, no. 1 (January 2015): 1–13. http://dx.doi.org/10.1097/imi.0000000000000127.

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Ferdinand, Francis D. "Quality Drives Innovation." Innovations: Technology and Techniques in Cardiothoracic and Vascular Surgery 10, no. 1 (January 2015): 1–13. http://dx.doi.org/10.1177/155698451501000101.

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Ali, Adeel, Syed Faizan Iftikhar, and Sabihuddin Butt. "Is Innovation in Pakistan Driven by Specialisation or Diversity?" Pakistan Development Review 55, no. 4I-II (December 1, 2016): 705–14. http://dx.doi.org/10.30541/v55i4i-iipp.705-714.

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Innovation is among the main drivers of industrial development leading to economic growth. However, the question triggers that what drives innovation? Is innovation driven by specialisation or diversification? The literature has supported both, the specialisation and diversification as driver of innovation. Therefore, the purpose of this paper is to explore the determinants of innovation in Pakistan with a special emphasis on specialisation and diversity. The analysis is based on the cross sectional data set of 784 firms across 13 different cities of Pakistan, i.e. Investment Climate Survey (ICS) 2007, compiled by the World Bank Enterprise Group. Our findings have showed the positive relation between innovation and diversity i.e. diversity is conducive to innovation. On the other hand, specialisation has a negative effect i.e. it hinders innovation in cities of Pakistan. JEL Classification: C21, C25, O31, O32 Keywords: Innovation, Specialisation, Diversity, Logistic Regression
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Falchikov, N., and K. Thompson. "Assessment: What Drives Innovation?" Journal of University Teaching and Learning Practice 5, no. 1 (January 1, 2008): 55–67. http://dx.doi.org/10.53761/1.5.1.5.

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The developing discourse which moves assessment away from a measurement model towards one of learner empowerment and the development of assessment for lifelong learning sets the context for this paper. Within this framework, we explore how the demands made on practitioners may influence current reported assessment practices. The reasons given by practitioners for implementing innovations in assessment illuminate the ways in which academics are attempting to meet these demands. Using data from a recent UK Higher Education Academy (HEA) funded literature review, we examined six different types of innovation in assessment. These were presentations and other non- written assessments; portfolios and other non conventional writing assignments; assessment of groups and collaboration; involving students in assessment; use of new technology in assessment and the how and when of guidance and feedback. Our aim was to identify the drivers to each. Evidence from this project (INNOVAS) (Hounsell et al., 2007), suggests that drivers to innovation can be broadly classified as two basic types: those which are related to the student experience (termed ‘internal’) and those which are clearly ‘external’. This paper explores the interface between these drivers and current higher education assessment practice as reported in recent literature.
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LEPKOWSKI, WIL. "PUBLIC SCIENCE DRIVES INNOVATION." Chemical & Engineering News 75, no. 35 (September 1997): 24–26. http://dx.doi.org/10.1021/cen-v075n035.p024.

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Ebert, Christof. "Open Source Drives Innovation." IEEE Software 24, no. 3 (May 2007): 105–9. http://dx.doi.org/10.1109/ms.2007.83.

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Dayton, Leigh. "Industry demand drives innovation." Nature 600, no. 7888 (December 8, 2021): S16—S17. http://dx.doi.org/10.1038/d41586-021-03634-9.

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Petronela Negrea, Alina, and Valentin Cojanu. "Innovation as Entrepreneurial Drives in the Romanian Automotive Industry." Journal of Economics, Business and Management 4, no. 1 (2016): 58–64. http://dx.doi.org/10.7763/joebm.2016.v4.367.

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Evans, Kory M., Olivier Larouche, Sara-Jane Watson, Stacy Farina, María Laura Habegger, and Matt Friedman. "Integration drives rapid phenotypic evolution in flatfishes." Proceedings of the National Academy of Sciences 118, no. 18 (April 30, 2021): e2101330118. http://dx.doi.org/10.1073/pnas.2101330118.

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Evolutionary innovations are scattered throughout the tree of life, and have allowed the organisms that possess them to occupy novel adaptive zones. While the impacts of these innovations are well documented, much less is known about how these innovations arise in the first place. Patterns of covariation among traits across macroevolutionary time can offer insights into the generation of innovation. However, to date, there is no consensus on the role that trait covariation plays in this process. The evolution of cranial asymmetry in flatfishes (Pleuronectiformes) from within Carangaria was a rapid evolutionary innovation that preceded the colonization of benthic aquatic habitats by this clade, and resulted in one of the most bizarre body plans observed among extant vertebrates. Here, we use three-dimensional geometric morphometrics and a phylogenetic comparative toolkit to reconstruct the evolution of skull shape in carangarians, and quantify patterns of integration and modularity across the skull. We find that the evolution of asymmetry in flatfishes was a rapid process, resulting in the colonization of novel trait space, that was aided by strong integration that coordinated shape changes across the skull. Our findings suggest that integration plays a major role in the evolution of innovation by synchronizing responses to selective pressures across the organism.
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Keiningham, Timothy Lee, Zeya He, Bas Hillebrand, Jichul Jang, Courtney Suess, and Laurie Wu. "Creating innovation that drives authenticity." Journal of Service Management 30, no. 3 (August 15, 2019): 369–91. http://dx.doi.org/10.1108/josm-12-2018-0383.

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Purpose The purpose of this paper is to explore the relationship between innovation and authenticity by developing a conceptual framework that illuminates the key constructs. Design/methodology/approach The paper adopts a common perspective – the customer – for both innovation and authenticity. A conceptual framework identifying the roles of centrality and distinctiveness in the innovation–authenticity relationship is developed and justified based upon prior research regarding brand extensions and authenticity. Findings The innovation–authenticity relationship can be visualized and managed using two constructs: centrality and distinctiveness. Centrality is proposed to have a positive relationship, whereas distinctiveness is proposed to have a non-linear (inverted-U) relationship. Originality/value The paper contributes a new conceptualization of the innovation–authenticity–loyalty relationship. It applies C–D Mapping in a completely new way to provide managerially relevant visualization of customers’ perceptions of a new innovation vis-à-vis the parent brand to guide strategic decision making. The paper also suggests areas for further research to improve our understanding of successful innovation–authenticity alignment.
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Dissertations / Theses on the topic "Innovation drives"

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Liu, Changyuan, and Suleman Akbar. "How Innovation Culture Drives Growth at Al-Elm." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-13873.

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Introduction  With great deal of emphasis being placed at a company‘s ability to innovate for its continual survival, and the role the Innovation Cul-ture at a company plays in achieving that innovation, and translating the dream into reality, we set out to study a one such case, Al-Elm Information Security Company, in Riyadh Saudi Arabia, which had achieved phenomenal growth over the last 6 years through innova-tion. Therefore in this thesis will discuss and present the role of In-novation Culture in driving growth, particularly in Al-Elm‘s case, as our case study for this research paper.PurposeThe purpose of this research thesis is to study and analyze the role of innovation culture in Al-Elm Information Security Company‘s con-tinued survival and explosive growth.MethodTo fulfill the purpose of this thesis, we followed qualitative research and conducted semi structured and structured interviews with both open ended and closed ended questions through the means of fae-to-face on site interviews in Riyadh Saudi Arabia where Al-Elm is lo-cated, to collect the empirical data. For this study, we have included only seven interviews out of a total of twelve interviews we con-ducted for the purpose of this research, following purposive sam-pling. In the analysis, we analyzed Al-Elm‘s previous success based on Innovation, its current growth trajectory, as well as future projec-tions based on the Innovation Culture, providing insights based on both the empirical findings as well as literature. We deducted the conclusion that innovation culture is the vital source to keep the company, Al-Elm, continually survive and thrive, and grow fur-ther. Actually innovation culture is embedded in the company system and also is a habit for all the people within the organization. Innovation culture makes employee generate more useful ideas and then put them into practice for the company, which is why company has experienced phenomenal growth and has grown exponentially in terms of revenue and size.
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Szajnfarber, Zoe. "What drives spacecraft innovation? : a quantitative analysis of communication satellite history." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/57700.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Aeronautics and Astronautics; and, (S.M. in Technology and Policy)--Massachusetts Institute of Technology, Engineering Systems Division, Technology and Policy Program, 2009.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 58-61).
The overall goal of this research is to develop a better understanding of how innovation can, and should, happen in the space sector. Part A: Towards an Empirical Measure of Spacecraft Innovation, frames the discussion of innovation in the space sector and creates a platform for future analysis. To accomplish this, it addresses three aspects of the task of measurement. First, it surveys several distinct literatures to establish precedence for defining a spacecraft innovation metric. Second, the conceptual trade-offs associated with adopting this principle in the context of communication satellites are elucidated and treated. By defining product boundaries along the dimensions of product scope and market transactions, three paradigms for measurement are proposed; namely, 1) the communication satellite enterprise; 2) the physical satellite; and 3) communication service. Third, under the constraints of historical data collection realities, next-best estimators are put forward as surrogates for the parameters required in implementing the proposed metrics. Based on these surrogates, the relative merits of each measurement paradigm are illustrated through sample analyses.
(cont.) Part B: Lessons from Communication Satellite History (1964-2006), captures the first detailed attempt to quantitatively analyze innovation in the space sector. Building on the communication satellite innovation metric (developed in Part A) and a spacecraft innovation framework (developed as part of ongoing work) Part B presents a preliminary model of communication satellite innovation. In addition to innovation being a function of the rate of performance normalized by price, spacecraft innovation is shown to be strongly influenced by characteristics of the customer-contractor contractual relationship. Specifically, DoD contracts tend to result in a lower level of innovation on average as compared to other customers and particular customer-contractor pairs perform differently and exhibit a second order relationship in time. No pair was observed to sustain better than average innovation in the long run.
by Zoe Szajnfarber.
S.M.in Technology and Policy
S.M.
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Mansour, Mazen. "What drives innovation and productivity? : a case study using data for German firms." Thesis, University of Gloucestershire, 2017. http://eprints.glos.ac.uk/5593/.

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This work attempts to explain the relationship between innovation expenditure, innovation outputs, and firm productivity. It investigates the key factors that drive these relationships using unbalanced German manufacturing panel data at firm level captured by the Mannheim Innovation Panel (MIP) between 2003 and 2013. A structural equation model is employed to test the data consisting of three stages proposed by the Crepon, Duguet, and Mairesse econometric model (CDM) framework. The first stage is a Heckman model to control for selection bias and to explain the firm’s decision if participating in innovation activities or not, and the level of expenditure on innovation in relation to its previous labour productivity. The second stage is the knowledge production function in which innovation expenditure generates economically valuable knowledge in the form of different types of innovation. The third stage is the production function, which describes the relationship between generating innovation and labour productivity. This work focuses on testing the CDM and the expansions on process innovation and organisational innovation in the production function using the Principal Component Analysis (PCA) approach. The results imply that the firm’s decision to involve itself in innovation activities is positively associated with its previous labour productivity. However, for those firms which participate in innovation activities, the previous labour productivity affects the level of expenditure on innovation negatively. The estimation results of the knowledge production function suggest that product innovation in the form of new to the firm of clearly improved products rises with innovation expenditure. The estimation results of the production function promote the role of presenting market novelties, process innovation targeted at the reduction of average costs, and organisational innovation as sources for labour productivity. A set of determinants that might affect innovation and productivity were investigated. The empirical results suggest that market novelties are driven by qualified personnel, however, this study was unable to find drivers for process and organisational innovations.
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Faludi, Jeremy. "Golden Tools in Green Design| What Drives Sustainability, Innovation, and Value in Green Design Methods?" Thesis, University of California, Berkeley, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10605917.

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What do product design teams value in sustainable design methods? Specifically, what kinds of activities and mindsets comprise different design methods, and which ones do design teams believe drive sustainability, innovation, and other value? How could they be combined to improve sustainable design’s value to companies? This study was the first to deconstruct green product design practices into their constituent activities and mindsets to characterize them and hypothesize their potential synergies. It was also the first to empirically test and compare what practitioners value within three of these sustainable design practices—The Natural Step, Whole System Mapping, and Biomimicry.

Others have identified mindsets in sustainable design practices, or have identified activities in general engineering design practices, but none have done both for sustainable design practices. Such analysis is important, because most designers do not follow design methods like tunnels of process to pass through completely, but like toolboxes to draw from opportunistically. Here, fourteen design methods, guides, and certifications were deconstructed to categorize their component activities and mindsets, and hypothesize what designers, engineers, and managers would consider useful tools to select for different purposes, or could combine to multiply their value. It also hypothesized some green design methods might be preferred by designers, while others might be preferred by engineers or managers.

Empirical testing of the activities and mindsets within The Natural Step, Whole System Mapping, and Biomimicry measured their value for general purposes, sustainability, and innovation. It did so by providing 29 workshops on these design methods to 520 participants, with 376 survey respondents: 172 professionals from over 30 different companies and 204 Berkeley students, totaling 1,432 pre- and post-workshop survey responses, due to many people participating in multiple workshops. This testing of multiple design methods was new because most literature on sustainable product design either treats all sustainable design the same, or proposes a specific new design method and studies it. Quantitative and qualitative analysis of survey results validated the earlier deconstruction and found “golden tools” in each design method: In The Natural Step, Backcasting was most valued, largely for its strategic benefit of focusing thought to accomplish goals, and providing a new lens. In Whole System Mapping, Draw System Map was most valued, largely for broadening scope, visually showing the larger system, and aiding collaboration. In Biomimicry, Nature as Mentor was highly valued as a new lens to approach problems, and for being inspiring; AskNature.org was greatly valued for providing new ideas and for being interesting / engaging. Some of these and other components of the design methods were valued for sustainability, innovation, or both, and some for neither. Results were broken down by demographics (job role, company type, company size, industry sector, and gender) to see if different groups valued different things, as hypothesized above. However, differences were generally too small to be statistically significant at these sample sizes, which implies that sustainable design methods can be taught and used universally between all these groups, even though individuals vary in what they most value and why.

In addition to these theoretical analyses and empirical tests, 42 professional designers, engineers, and managers were interviewed at the beginning and end of the study to help establish background context for the research, recommend what green design methods to analyze, validate survey responses, and test for longer-term impact of workshops. They valued a wide range of design practices for several different reasons; some design practices were valued for both sustainability and innovation. Differences in responses from sustainable design experts versus traditional design practitioners showed how specialized skills help sustainable design; this implied design teams should not merely use standard design practices while thinking green thoughts. Multiple respondents mentioned the value of combining green design practices with both each other and traditional design practices. The interviews also investigated how design professionals measure innovation, though they were surprisingly resistant to the idea of quantifying it. Interviews also investigated who can best lead sustainability in design teams, why sustainability might provide business value, and how adoption of sustainability might best be driven in design teams.

This study’s results should help designers, engineers, product managers, and others who create our material world to practice sustainable design more effectively. It can help practitioners mindfully choose and combine golden tools from various green design toolboxes to build a better world while building business value.

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Öhman, Peter, and Aylin Evren. "The largest spender wins? An empirical study of how R&D expenditure drives firm growth in listed Swedish companies." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-446760.

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The main purpose of this study is to enhance the analysis of the impact of R&D expenditure on firms’ growth. This study adopts an OLS regression for a data sample of 46 firms listed on Nasdaq Stockholm for the 2006-2019 period. We present models with R&D expenditure and R&D intensity as the main mechanisms of firm growth, defined as sales growth in this study. Furthermore, firm size, firm age and sector belonging determining the R&D and sales growth relationship are also investigated. We find that R&D intensity has a statistically significant negative impact on firm growth, while R&D expenditure does not show a statistically significant relationship to firm growth. Thus, the results of this paper suggest that devoting a higher proportion of your sales to R&D activities does not translate into firm growth.
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Carrion, Juan Fernando, and Karam Karl Abi. "Drivers' match that foster employee-driven innovation : A cross-case study of Product Performance Innovation." Thesis, Umeå universitet, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-146112.

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Big, prosperous and outstanding notable corporations regularly rely on work climates that develop and encourage creative comportments and attitudes. Employees are the most important dynamic behind the creative innovation process; therefore, their engagement is seen as the combination of emotive, lucid and social extents of enthusiasm level, commitment, and attachment to their job tasks. Additionally, firms progressively empower their workforces to conduct research and generate creative ideas. The purpose of this research is to recognize drivers’ combinations and mechanisms directing the employee- driven innovation concept. Understanding employee-driven innovation relies on grasping and understanding the connection between employee engagement and innovation or creativeness. Therefore, in the proposed study, understanding each of the concepts is crucial so to recognize and investigate the link between the theories. The first section of the study is related to employee engagement. Many researches have focused on the connection between human resource management (HRM) and organization creativeness and innovation. Scholars have determined that human resource procedures, when applied jointly in a system form (i.e. high-performance work scheme) have a substantial and constructive influence on a firm's creative outcome. The aim of this part is to assess, discuss and examine existing empirical literature while emphasizing the different employee engagement mechanisms, drivers and shaping factors. The second section is related to innovation and creativity. The literature associated with innovation management led to a rising number of diverse and distinctive models of innovation types and processes. This research relies on a 10 type of innovation model proposed by Keeley et al. (2013) in which the innovation dimensions interrelate and interconnect so to create distinctive, and interesting creative approaches. The third section relates to employee-driven innovation. While some scholars argue about the definition, dependencies, and origin of the concept, the authors argue that employee-driven innovation find its source in the combination of a healthy employee engagement structure and a strong desire of the organization to innovate. The research proposes seven key drivers of employee-driven innovation: Managers and leaders attitude, Team culture - spirit and social environment, Work process - resource allocation, Job design, Corporal environment, Employee suitability, and Organizational values; each of these drivers has a certain impact in specific and critical innovation cases. Consequently, the last part of the dissertation is based on four structured case studies, focusing on product performance innovation, that assess all the different concepts already proposed. The authors evaluate the different innovation patterns, the working environment governing the society, the firm and culture at the time of the innovation and the employee innovative process that lead to the materialization of his creativeness. It is found that from these examples, different drivers supported creative, innovative and inspiring employee behaviors, depending on the technology, sector and organization vision. While there is no single driver inciting employees to innovate, there is a whole framework that should be understood and investigated by an organization so to lead the way for employee-driven innovation. From a practical viewpoint, the research has eased the way for future studies and the development of management guidelines, which firms aiming to foster their employee creative behaviors can rely on. Moreover, the dissertation postulates valuable perceptions into a significant area of study as firms look for techniques and methods to realize competitive advantage through their employees and workforce.
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Mazur, Olga, and Katsiaryna Archakova. "Customer driven innovation." Thesis, Högskolan på Gotland, Institutionen för humaniora och samhällsvetenskap, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hgo:diva-921.

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Cooperation between customers and companies has existed for a long time. However, the role of a customer was rather passive and organizations were the ones who dictated their rules and took a leading role in the process of product creation. With a course of time the situation has been changed and customers are becoming more and more involved into the process of cooperation. As a customer driven innovation is relatively new phenomenon, the aim of our study is to examine its status in the modern business world. It can be observed that organizations all around the globe claim about their readiness and willingness to listen to customers and cooperate with them. Companies create customer support sections where they offer to leave complaints, comments and suggestions. Airline companies tend to have such experience. “We want to hear from you. Your feedback is important and helps us become a better airline” claims Delta Airlines. Tiger Airways states “Yes! We want to hear from you! Submit your feedback via our Customer Support Portal”. And there is multitude of such examples. With the help of the investigation of theoretical material, survey conduction and examining practical examples we aim to examine the issue of customer involvement into cooperation with organizations as well as to found out how ready customers are for such collaboration.
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Ahmed, Shohana, and Mohammad Kamruzzaman. "Drivers of eco-innovation." Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-57311.

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Contemporary business world is now facing a challenge, a shift from traditional innovation to eco-innovation. Organizations need to recognize the importance of environment in any aspect of innovation. This paper aims to deduce the drivers of eco-innovation from the overview of existing literature and empirical study to provide an understanding of the organization aiming towards eco-innovation. The aim of this thesis is to identify the drivers of eco-innovation and objectives being able to understand and review the contribution of innovation and eco-innovation as separate entities.This research is limited to the investigation of drivers of eco-innovation in one single organization i.e. Tekniska Verken, Linköping. Conceptual model of drivers of eco-innovation is created from previous research and verified through empirical study. The model of this research is to outline the three categories of drivers within the limit and scope of this analysis. However modification of the model on the basis of additional drivers has been duly appreciated and elucidated to reflect reality of the research.
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Öberg, Åsa. "Innovation driven by meaning." Licentiate thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-15951.

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Hi-tech companies that want to innovate their products use, quite often, and quite naturally, technology as a driver. But, technology is only one of several drivers of change within product development. It is becoming more and more accessible and alone, cannot serve as the only mean to stay competitive.  This research sheds light on a different driver of innovation – namely, through the perspective of “meaning”. An innovation, driven by the search for a new meaning of a product, is connected to the purpose of “why” a product is used. It is not about “how” it is used. In this sense, innovations driven by meaning, are connected to a human’s new experience of use – rather than to the improvement of an existing performance. This type of innovation builds on people and their interpretation of why a product or service make sense in their life and therefore, it is subjective rather than objective. It represents a move, from the classic business perspectives of optimization and control to approach the unpredictable and ambiguous views of humans in a wider, cultural context.    A company that reconsidered the meaning of their product, is Germany-based KUKA with their “RoboCoaster”. This product uses existing technology to transform an industrial robot from a powerful, efficient and accurate tool into an exciting amusement ride system, delivering excitement, enjoyment and pleasurable fear. Another example is the Da Vinci surgical system in which, instead of replacing humans in an industrial application, a robot interacts with humans by acting as a surgeon in performing invasive surgery.  Through finding new applications of existing technologies – (the Robocoaster )– or through new technologies (the Da Vinci surgical system) – these products are not “better” than existing industrial robots: they have changed the reason why people use them.  But, theories on how to innovate with a “meaning” perspective, (i.e. on how to develop new interpretations for products and services) are rare. Indeed, dominant streams of innovation research have been connected to problem solving (Simon, 1996, Clark, 1985, Pahl and Beitz, 1988, Clark and Fujimoto, 1991, Teece et al., 1997 , Krishnan and Ulrich 2001) or idea generation (Brown, 2008, Martin, 2007). This research instead, set the focus on the context. It is a move from a cognitive focus to a social one. A move from user driven innovation strategies to also embrace a wider network of actors in the process of interpretation. The nature of this innovation is different and therefore, it requires a different approach. In this licentiate thesis the nature of innovation of meaning is examined and its relevance and practice discussed with the help of hermeneutics. The research suggests that innovation of meaning calls for new theoretical frames in innovation studies: from innovation as a process of problem solving and creative thinking to innovation as a process of interpreting and envisioning.
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Nair, Jayraj. "User driven product innovation." Thesis, Massachusetts Institute of Technology, 2007. http://hdl.handle.net/1721.1/43095.

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Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2007.
Includes bibliographical references (p. 49).
Accelerating diffusion of innovation to end users and enabling faster adoption is essential to product developers, especially in the industries having a rapid pace of innovation. The ability of innovators to engage with the user community to understand their needs, motivations and top issues is critical to developing products that hit the mark on meeting user needs. In the computing industry there is a need to evolve the innovation development process in parallel to the exponential growth in complexity of the products and the broad ecosystem support that is required to meet user expectations. There are many paths to engage a user community and to obtain end user insights to create a product vision and new usage models. A simple "proof of concept" framework extending product research and development to the end user community is articulated herein. This proof of concept framework is defined in the context of a platform - a collection of ingredients that work together to meet user need. Proof of concept is conducted with users prior to general availability of a product with early ingredients that are in the research and development pipeline. All business users of new product platforms do not adopt an innovation at the same time and can be qualitatively placed in widely accepted classification of adopter categories based on their receptivity to adopting a new product. The leading adopter categories in order are the innovator, early adopter and early majority. These categories of users may help shape current and future generations of a product specifically by validating usage scenarios with integration and deployment of a product under development in real user settings, and by helping to define trends and map requirements for future generations of platform capabilities. Using the proof of concept framework in this way helps ensure that when a product goes to market, it simply works and meets user expectations.
The importance of recognizing a user need cannot be understated. The user feedback from the platform proof of concept stimulates research and development activities to address specific user needs in the current or future generations of a product platform. There are multiple communication channels for potential adopters of an innovation. Mass media channels are effective means to create awareness of an innovation. Proof of concepts with potential users enables more rapid eventual diffusion by translating user deployment and integration learning's into product characteristics that are broadly appealing to potential adopters.
by Jayraj Nair.
S.M.
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Books on the topic "Innovation drives"

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Gassmann, Oliver. Leading pharmaceutical innovation: Trends and drives for growth in the pharmaceutical industry. Berlin: Springer, 2004.

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Gassmann, Oliver. Leading pharmaceutical innovation: Trends and drives for growth in the pharmaceutical industry. Berlin: Springer, 2004.

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Stevenson, Jane. Breaking away: How great leaders create innovation that drives sustainable growth--and why others fail. New York: McGraw-Hill, 2011.

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Mason, Henry, David Mattin, Maxwell Luthy, Delia Dumitrescu, and Delia Dumitrescu, eds. Trend Driven Innovation. Hoboken, New Jersey: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119170426.

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Belz, Christian, Marcus Schögel, and Torsten Tomczak, eds. Innovation Driven Marketing. Wiesbaden: Gabler, 2007. http://dx.doi.org/10.1007/978-3-8349-9186-7.

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Høyrup, Steen, Maria Bonnafous-Boucher, Cathrine Hasse, Maja Lotz, and Kirsten Møller, eds. Employee-Driven Innovation. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9781137014764.

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Antonini, Ernesto, Andrea Boeri, and Francesca Giglio. Emergency Driven Innovation. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-55969-4.

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Andersen, Michael Moesgaard, and Torben Pedersen. Data-Driven Innovation. Abingdon, Oxon ; New York, NY : Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003041702.

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Marzi, Giacomo. Uncertainty-driven Innovation. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-99534-8.

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Tschirky, Hugo, Cornelius Herstatt, David Probert, Hans-Georg Gemuenden, Massimo G. Colombo, Thomas Durand, Petra C. De Weerd-Nederhof, and Tim Schweisfurth, eds. Managing Innovation Driven Companies. London: Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230306547.

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Book chapters on the topic "Innovation drives"

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Welsch, Carsten P. "Fundamental Science Drives Innovation." In The Economics of Big Science, 125–33. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-52391-6_18.

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Abstract The question on the value of public investment in Big Science seems to return following a period of economic slow-down and turmoil in Europe and around the world. This essay shows that investment in fundamental research has a strong social impact—extending beyond the key scientific questions the research tries to answer—and can offer a tool for economic recovery. In addition it highlights that public investment in curiosity-driven research also provides an important stimulus for innovation as R&D companies tend to concentrate around vibrant scientific communities that provide much-needed talent. By renewing and strengthening investment in basic science, the way to an even brighter future can be paved. This should not be a question for different scientific communities, but a clear target for all stakeholders and decision makers.
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Kim, Jieun, Buyong Jeong, and Daejung Kim. "Who Drives Innovation? Apple." In Patent Analytics, 139–48. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-2930-3_11.

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Wedell, George, and Bryan Luckham. "Needs Must When Innovation Drives." In Television at the Crossroads, 21–35. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780230286108_2.

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Tiwari, Rajnish, and Katharina Kalogerakis. "What drives frugal innovation in an economically developed economy?" In Frugal Innovation, 108–20. Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.4324/9780429025679-6.

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Probasco, Nathan J. "Competition Drives Innovation: Assembling Gilbert’s Expedition." In Sir Humphrey Gilbert and the Elizabethan Expedition, 185–214. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-57258-7_6.

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Chalupa, Petr, František Gazdoš, Michal Jarmar, and Jakub Novák. "Simulink Model of a Coupled Drives Apparatus." In Innovation, Engineering and Entrepreneurship, 96–102. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-91334-6_14.

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Demellweek, Dean. "How Blockchain Drives Innovation in Asset Management." In The WealthTech Book, 162–65. Chichester, UK: John Wiley & Sons, Ltd, 2018. http://dx.doi.org/10.1002/9781119444510.ch39.

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Shishkarev, Mikhail, and Alexander Rybak. "Layout Features of Drives with Modified Adaptive Friction Clutch." In Smart Innovation, Systems and Technologies, 137–46. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-3844-2_15.

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Estima, Jorge O., and A. J. Marques Cardoso. "Comparison of Different Modulation Strategies Applied to PMSM Drives Under Inverter Fault Conditions." In Technological Innovation for Sustainability, 493–501. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-19170-1_54.

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Hevner, Alan R., Brian Donnellan, and Jack Anderson. "The DRIVES (Design Research for Innovation Value, Evaluation, and Sustainability) Model of Innovation." In Design Science: Perspectives from Europe, 144–54. Cham: Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-04090-5_13.

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Conference papers on the topic "Innovation drives"

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"Who Drives Innovation Activities? Evidence from Innovative European Countries." In 15th European Conference on Management, Leadership and Governance. ACPI, 2019. http://dx.doi.org/10.34190/mlg.19.500.

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Yuvaraj, N., D. Venkatraj, and P. Yogesh. "Piracy curbing thumb drives." In 2011 International Conference on Research and Innovation in Information Systems (ICRIIS). IEEE, 2011. http://dx.doi.org/10.1109/icriis.2011.6125706.

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Szajnfarber, Zoe, Margaret Stringfellow, and Annalisa Weigel. "What Drives Innovation in Communication Satellites? Lessons from History." In AIAA SPACE 2008 Conference & Exposition. Reston, Virigina: American Institute of Aeronautics and Astronautics, 2008. http://dx.doi.org/10.2514/6.2008-7792.

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Kampker, Achim, Andreas Maue, Christoph Deutskens, and Ruben Forstmann. "Standardization and innovation: Dissolving the contradiction with modular production architectures." In 2014 4th International Electric Drives Production Conference (EDPC). IEEE, 2014. http://dx.doi.org/10.1109/edpc.2014.6984429.

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LILYANOVA, Ilonka. "Innovation in the teaching methodology of electronics." In 2019 16th Conference on Electrical Machines, Drives and Power Systems (ELMA). IEEE, 2019. http://dx.doi.org/10.1109/elma.2019.8771678.

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"How Big Data Drives Innovation? Evidence from China’s Manufacturing Sector." In 2020 International Conference on Big Data Application & Economic Management. Francis Academic Press, 2020. http://dx.doi.org/10.25236/icbdem.2020.030.

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Macomber, John D. "Follow the Money: What Really Drives Technology Innovation in Construction." In Construction Research Congress 2003. Reston, VA: American Society of Civil Engineers, 2003. http://dx.doi.org/10.1061/40671(2003)129.

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Mazzuca, T., and M. Torre. "The FREMM architecture: A first step towards innovation." In 2008 International Symposium on Power Electronics, Electrical Drives, Automation and Motion (SPEEDAM). IEEE, 2008. http://dx.doi.org/10.1109/speedham.2008.4581217.

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Yuqing, Chen, Sun Chenghao, and Sun Yan. "The Research on Online Consumer Finance Innovation Drives by Financial Technology." In 5th International Conference on Financial Innovation and Economic Development (ICFIED 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200306.073.

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Sriprang, Songklod, Babak Nahid-Mobarakeh, Noureddine Takorabet, Serge Pierfederici, Pongsiri Mungporn, Phatiphat Thounthong, Nicu Bizon, Poom Kuman, and Zahir Shah. "Model Free-Based Torque Control of Permanent Magnet Synchronous Motor Drives." In 2019 Research, Invention, and Innovation Congress (RI2C). IEEE, 2019. http://dx.doi.org/10.1109/ri2c48728.2019.8999889.

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Reports on the topic "Innovation drives"

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Botelho, Tristan, Daniel Fehder, and Yael Hochberg. Innovation-Driven Entrepreneurship. Cambridge, MA: National Bureau of Economic Research, July 2021. http://dx.doi.org/10.3386/w28990.

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Hall, Bronwyn, and Jacques Mairesse. Empirical Studies of Innovation in the Knowledge Driven Economy. Cambridge, MA: National Bureau of Economic Research, June 2006. http://dx.doi.org/10.3386/w12320.

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Branstetter, Lee, Matej Drev, and Namho Kwon. Get With the Program: Software-Driven Innovation in Traditional Manufacturing. Cambridge, MA: National Bureau of Economic Research, November 2015. http://dx.doi.org/10.3386/w21752.

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Nihayah, Risa W., Shintia Revina, and Syaikhu Usman. Sociocultural Drivers of Local Educational Innovations: Findings from Indonesia. Research on Improving Systems of Education (RISE), August 2020. http://dx.doi.org/10.35489/bsg-rise-wp_2020/043.

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Garthwaite, Craig, Rebecca Sachs, and Ariel Dora Stern. Which Markets (Don't) Drive Pharmaceutical Innovation? Evidence From U.S. Medicaid Expansions. Cambridge, MA: National Bureau of Economic Research, May 2021. http://dx.doi.org/10.3386/w28755.

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Xing, Lei. Prostate Dose Escalation by Innovative Inverse Planning-Driven IMRT. Fort Belvoir, VA: Defense Technical Information Center, November 2005. http://dx.doi.org/10.21236/ada446396.

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Luo, Siping, Mary Lovely, and David Popp. Intellectual Returnees as Drivers of Indigenous Innovation: Evidence from the Chinese Photovoltaic Industry. Cambridge, MA: National Bureau of Economic Research, October 2013. http://dx.doi.org/10.3386/w19518.

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Xing, Lei. Prostate Dose Escalation by a Innovative Inverse Planning-Driven IMRT. Fort Belvoir, VA: Defense Technical Information Center, November 2008. http://dx.doi.org/10.21236/ada494754.

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Qian, Yi, and Hui Xie. Drive More Effective Data-Based Innovations: Enhancing the Utility of Secure Databases. Cambridge, MA: National Bureau of Economic Research, October 2013. http://dx.doi.org/10.3386/w19586.

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Costa, Pedro. Bairro Alto revisited: reputation and symbolic assets as drivers for sustainable innovation in the city. DINÂMIA'CET-IUL, 2013. http://dx.doi.org/10.7749/dinamiacet-iul.wp.2013.14.

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