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1
Brcar, Franc, and Silvo Lah. "Innovation Management and an Innovative Ideas System." Organizacija 44, no. 1 (January 1, 2011): 3–10. http://dx.doi.org/10.2478/v10051-011-0001-1.
Повний текст джерелаАнотація:
Innovation Management and an Innovative Ideas SystemInnovation management is one of the most important tasks for managers in order to make their organizations successful and efficient. A part of this ranges from innovative employee ideas for small everyday improvements up to innovations that bring enormous savings. The survey tries to determine which factors influence the number of innovative ideas and to propose methods for improvements in this area. The basic research method used was a questionnaire, which helped us gather data and the basic method used for data processing was statistical analysis. First, we established that there is a progressive correlation between the number of innovative ideas submitted in the past and the number of anticipated innovative ideas in the future. Second, we established that the following three factors have an impact on innovation and creativity: (1) work and education; (2) working and living conditions; and (3) rewards and payment. Finally, we have established that there is a correlation between satisfaction with the rewards and payment factor and the current life-cycle stage of organization. To summarize, the level of innovation and creativity of employees is influenced by their overall satisfaction in an organization.
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Fulbright, Ron. "Innovation assurance using BACUP and Jobs Theory." International Journal of Innovation Science 9, no. 1 (March 6, 2017): 38–52. http://dx.doi.org/10.1108/ijis-11-2016-0052.
Повний текст джерелаАнотація:
Purpose Companies and organizations use various innovation governance structures, processes and metrics to make decisions about allocation of resources to the development of an innovative idea. Although many metrics measuring the process of innovation and the performance of the enterprise have been developed, a fundamentally solid and complete metric speaking to the quality and viability of the innovative idea itself is lacking. The business, applied innovation, creativity, unmet user needs and problem-solving (BACUP) model of innovation quality is proposed as such a metric based on viewing innovation from the five different viewpoints mentioned in its definition. BACUP is shown to facilitate discussion and analysis in innovation theory and is proposed as a tool allowing any innovation governance structure to achieve innovation assurance by mitigating risk and uncertainty and maximizing an innovation’s chance for success. Design/methodology/approach The BACUP framework was inspired by researching definitions of innovation and coming upon a survey in which different definitions were obtained from several different roles in companies and organizations. To use BACUP as a metric, the author and research assistants made qualitative judgments about innovations. Several judgments were obtained independently and consensus was plotted on the BACUP graphs. Findings BACUP can be used to illustrate and discuss major concepts in innovation theory. BACUP can be used to compare the relative viability of different innovative ideas. BACUP can be used to detect vulnerabilities in innovative ideas and provide information to innovation management and governance so that corrective measures can be taken. BACUP can be extended by other researchers and practitioners. Research limitations/implications In its current form, BACUP is not a quantitative tool; however, the authors envision other researchers applying existing quantitative tools and incorporating them into the BACUP framework. Practical implications BACUP is an innovative idea quality metric employable in any existing innovation management/governance structure or methodology. BACUP also gives practitioners a way to engineer innovative ideas into successful innovations. Social implications BACUP can lead to predictable and repeatable improved innovation outcomes, resulting in superior solutions to problems in all domains. Originality/value The BACUP framework is a novel, multi-dimensional view of innovation. Application of BACUP as a metric yields a new type of capability for innovation governance called innovation assurance.
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Минченкова, О., O. Minchenkova, Н. Аббас, N. Abbas, А. Минченкова, and A. Minchenkova. "Organization Innovation Potential Metrics." Management of the Personnel and Intellectual Resources in Russia 8, no. 4 (October 31, 2019): 5–10. http://dx.doi.org/10.12737/article_5d7b8948ed0ff0.84614700.
Повний текст джерелаАнотація:
The Innovation Potential Indicator looks at behaviors that aff ect how new ideas, processes and products are generated, developed and implemented. For organizations fueled by new ideas and constant change, this assessment bridges the gap between what you know about someone in the present and their future potential for innovation and creativity. In article for increase of innovative potential of the organizations a number of indicators is off ered, their role in activization of innovative business processes is defi ned. In addition, the concept of innovative potential is clarifi ed and the analysis of existing methods for assessing innovative potential is carried out. The model of innovative potential including the following modules is off ered: researches and developments; new products; technological fl exibility, high technologies; the organization and management of human resources; information technologies; fi nancing of innovations; transfer of innovations; partnership and cooperation; innovative intelligent system; innovative methods. Barriers and prospects of development of innovative potential in Russia and its regions are defi ned.
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Lendel, Viliam, and Michal Varmus. "Proposal of system for work with innovative ideas, opportunities and innovations in the company." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 61, no. 7 (2013): 2423–33. http://dx.doi.org/10.11118/actaun201361072423.
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The paper is based on a detailed analysis of literature and conducted research to create a system for work with innovative ideas, opportunities and innovations in company. This paper reports the main results of the research that authors conducted on a sample of 318 respondents. Main purpose of the research was to identify the key elements of the use of innovation in marketing management system for work with innovation, opportunities, knowledge and application of lateral thinking. This paper deals with the identification of the main preconditions for successful use of the proposed system for work with innovative ideas, opportunities and innovations in business. Attention is also paid to the identification of the most common problems in the use of innovation and innovative ideas in business. The paper presents a series of recommendations to minimize the described problems and serves valuable tool for marketing manager for the efficient use of labour with innovative ideas, opportunities, innovation and expertise in the company. Following methods were used for research: comparative method of qualitative evaluation method, the method of structured and structured interviews, observation method, the method of document analysis (method of content analysis) and questionnaire method.
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SERGEEVA, NATALAYA. "RADICALITY OF INNOVATION: PERCEPTIONS OF ORGANIZATIONAL MEMBERS." International Journal of Innovation Management 20, no. 02 (February 2016): 1650031. http://dx.doi.org/10.1142/s1363919616500316.
Повний текст джерелаАнотація:
Evaluations of “radicality” of innovations are mostly related to final products and services, however, examination of innovative ideas earlier on has an important implications for future innovations. Organisational members make decisions on whether or not to propose innovative ideas to the agenda. These decisions are often based on their personal judgements and perceptions. In this paper, a categorisation of innovative ideas by low, medium and high degree of radicality is proposed. The objective is to, on one hand, demonstrate the correctness of the categorisation proposed and, on the other hand, retrieve insights on how the level of radicality of products is conceived by practitioners. The results of a quasi-experimental investigation report that radicality of innovation relates to a degree of change in products. Based on perceptions of practitioners, with an increase in degree of radicality of innovative ideas, the value for rewards enhances.
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Gao, Ang, Yuying Lin, and Yuanyuan Zhou. "Does an Innovative Climate Help to Sustain Competitiveness? The Moderating Effect of Government Support and Market Competition." Sustainability 12, no. 5 (March 6, 2020): 2029. http://dx.doi.org/10.3390/su12052029.
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Innovation has become a key source of competitive advantage that supports companies in achieving sustainable development. Organizational innovations usually start from employees’ innovative ideas, irrespective of the company’s size. If there were no specific rules to restrain employees from generating novel ideas, innovation could happen anywhere in an organization. The quest for innovation calls for a broad range of management strategies that are far beyond the research and development (R&D) investment. How can managers integrate intra-organizational management and external factors to incentivize people for innovations? Drawing on the interactional theory of organizational innovation, this study adopted a systematic perspective and tested the effect of the innovative climate on sales and manufacturing department innovation while examining the moderating effects of government support and market competition. Our findings from a survey of 482 companies showed that: (1) an innovative climate has a positive effect on both sales and manufacturing department innovation, (2) government support strengthens the positive effect of an innovative climate on department innovations, and (3) market competition enhances the positive moderating effect of government support on the relationship between an innovative climate and department innovation, such that the innovative climate exerts a stronger influence on department employee-driven innovation when government support and market competition are both high. Our study provides companies with an effective and low-cost approach to enhance competitiveness. We discuss the theoretical contributions and practical implementations of this study.
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Rice, Eric, Robin Petering, Erin Stringfellow, and Jaih B. Craddock. "Innovations in Community-Based and Interdisciplinary Research." Research on Social Work Practice 27, no. 2 (January 3, 2017): 189–93. http://dx.doi.org/10.1177/1049731516685620.
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We present a preliminary theory of innovation in social work science. The focus of the piece is two case studies from our work that illustrate the social nature of innovations in the science of social work. This inductive theory focuses on a concept we refer to as transformative innovation, wherein two sets of individuals who possess different expertise and different network connections come together to solve a problem and in so doing transfer ideas from one network and field of expertise to the other. This transfer of ideas inevitably involves the transformation of ideas, such that the final innovation is something new to both groups of people, and as such innovative.
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Ep Chedli, Mariem Kchaich, Teodora Bianca Floricel, and Larisa Mihoreanu. "Social Innovation Role in Creating a Methodological Framework Adapted to Reality." Journal of Economic Development, Environment and People 3, no. 2 (July 1, 2014): 27. http://dx.doi.org/10.26458/jedep.v3i2.64.
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Innovation remains a complex concept that can’t be analysed and researched by ignoring the definition and influences of all aspects and interactions which were identified in the innovation cycle. Consequently the paper initiate the development of a modern methodological framework to be applied for analysing business social innovations in its continuity to be used by companies to adapt their activities to the current market demands. These innovations are intended for running innovative company, with employees ready for new ideas. The research development has taken into analyse several approaches: the concept of social innovation, the manner of which social innovation can be analysed, focusing on methodological aspects and the third part presents the conclusions. Given the present economic crises effects, its societal and social consequences in a reduced interest for applied social innovation, people tend to choose not making changes in their life and work despite new and innovative ideas; this can be taken as an approach for to avoiding risks and activity disruptions. As results our expectations merge within the idea that a complex society requires complex answers at all problems and personalised applications of any new theory or idea. Therefore the purpose of the paper is to propose concrete ideas of social innovation that can be easily put into practice.
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Hoffman, Jascha. "Innovation: The ideas lab." Nature 468, no. 7323 (November 2010): 507. http://dx.doi.org/10.1038/468507a.
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Ruiz-Pava, Guillermo, and Clemente Forero-Pineda. "Internal and external search strategies of innovative firms: the role of the target market." Journal of Knowledge Management 24, no. 3 (June 4, 2018): 495–518. http://dx.doi.org/10.1108/jkm-08-2017-0349.
Повний текст джерелаАнотація:
Purpose This paper aims to develop the concept of internal search of ideas to show the contrast between search strategies adopted by firms that introduce new products into local and international markets. Design/methodology/approach Based on data from 2,652 innovative firms, the paper uses factor analysis to explore and confirm appropriate groups of sources of innovative ideas. The analysis differentiates between internal and two types of external sources. Logistic and bivariate regressions reveal different search strategies for innovation in local and international markets. Findings Firms reporting products new to international markets exhibit search strategies combining ideas from internal sources with ideas from other firms. Firms reporting products new to local market reveal a search strategy centered on ideas from other firms. Practical implications Managers and policymakers wishing to promote innovations for international markets should concentrate their resources on developing the organizations’ capacity to generate ideas internally while monitoring other firms’ ideas. Managers targeting local markets may focus their efforts on intelligence over ideas coming from other firms. Originality/value Clarifying the relationship between knowledge and ideas, the paper finds that search strategies of firms are more effective for innovation depending on the target market. Firms searching for ideas among other firms generate ideas that might trigger innovation in products new to local markets. Firms searching both for internal and external ideas generate ideas leading to products new to international markets.
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Bunkers, Sandra Schmidt. "Discovering Ideas." Nursing Science Quarterly 33, no. 3 (June 30, 2020): 198–202. http://dx.doi.org/10.1177/0894318420920612.
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This article explores creativity and innovation through the lens of dispositional realism, a psycho-socio-cultural perspective, a Japanese fable, and the humanbecoming paradigm perspective. New ideas are presented on the understanding of creativity and innovation, feeling overwhelmed, suffering, and living dignity.
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Hassan, Afaf. "Diffusion of Innovation in Sustainable Development Projects: A Proposed Integrative Model." Environmental Management and Sustainable Development 11, no. 2 (February 16, 2022): 26. http://dx.doi.org/10.5296/emsd.v11i2.19553.
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To support an effective diffusion of innovations (DOI) in sustainable development (SD) projects, this paper presents a research-based integrative model to illustrate the factors leading the process of diffusion of innovation to succeed or fail in sustainable development projects. The proposed integrative model is based on diffusion of innovation principles founded in the research of Everett Rodgers that emphasizes the process of an effective innovation diffusion. Special emphasis is placed on determining not only the success factors for adequate innovation diffusion, but also on enabling a successful adoption to take place. Key finding obtained from the proposed integrative model is that there are three main stages for adopting DOI in SD projects that are creation of innovative ideas in SD projects, DOI ideas in SD projects, and adoption of innovative ideas in sustainable development projects. Each one of these stages leads to two possibilities that are the success or failure of that stage, depending of the fulfillment of the suggested factors for each option. In brief, the suggested integrated model proposes that the DOI in SD projects will succeed if the three core stages meet the success factors.
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Fieldhouse, David Eric. "Complementary Ideas and Innovation Fluctuations." Academy of Management Proceedings 2012, no. 1 (July 2012): 17553. http://dx.doi.org/10.5465/ambpp.2012.17553abstract.
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Hoghton, Matt. "Bright ideas: Innovation from GPs." InnovAiT: Education and inspiration for general practice 10, no. 10 (May 16, 2016): 625–27. http://dx.doi.org/10.1177/1755738016644277.
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BIRKINSHAW, JULIAN, and PETER ROBBINS. "IDEAS AT WORK: SPARKLING INNOVATION." Business Strategy Review 21, no. 2 (June 2010): 07–11. http://dx.doi.org/10.1111/j.1467-8616.2010.00655.x.
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Mandal, Pratap Chandra. "Generating Ideas for New Product Development." International Journal of R&D Innovation Strategy 2, no. 1 (January 2020): 1–21. http://dx.doi.org/10.4018/ijrdis.2020010101.
Повний текст джерелаАнотація:
Continual innovation is imperative to sustain competition. Companies require generating innovative product ideas and implementing them. Companies require understanding customer requirements and preferences and doing continual innovation to develop offerings for meeting and exceeding customer expectations. New product ideas may come from varied sources and by applying diverse creativity techniques. Companies generate ideas from both internal and external sources. Internal sources include research and development and employees. External sources include customers, competitors, and various other stakeholders. Companies may adopt creativity techniques like crowdsourcing, brainstorming, role-playing, forming forced relationships, morphological analysis, reversing of assumptions about product usage, mind mapping of individuals, and lateral marketing. Companies require creating and encouraging a culture of innovation to generate ideas, implement them, exceed customer expectations, succeed in the completion, and have long-term growth.
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Zábojník, Ján. "Firm Reputation, Innovation and Employee Startups." Economic Journal 130, no. 627 (November 22, 2019): 822–51. http://dx.doi.org/10.1093/ej/uez065.
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Abstract This article studies how a firm’s reputation for rewarding innovative employees affects innovation and startup creation. In any Pareto-efficient equilibrium of the repeated game, low-value innovations are developed in-house, while high-value innovations are developed in startups. When distributions of ideas are ordered by simple cases of first- or second-order stochastic dominance, the firm has a preference for an extreme distribution. The article also characterises the optimal relational contract and workers’ incentives to invest in innovation. The model’s predictions are consistent with a broad set of observed regularities regarding the creation of employee startups.
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Stasewitsch, Elena, Sofia Dokuka, and Simone Kauffeld. "Promoting educational innovations and change through networks between higher education teachers." Tertiary Education and Management 28, no. 1 (December 22, 2021): 61–79. http://dx.doi.org/10.1007/s11233-021-09086-0.
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AbstractInnovation in higher education teaching is essential to respond to global challenges and actively improve teaching (e.g. through new technologies), necessitating the implementation of educational reform programmes that fund educational innovations. Although currently deployed strategies frequently promote networks between innovators to diffuse educational innovations, little is known about the efficiency of these networks or whether they promote innovation diffusion. This study investigates a network comprising 88 higher education teachers who received funding for their educational innovations in a German university. We collected longitudinal data by asking higher education teachers from whom they adopted innovative teaching ideas and requesting self-reports on innovative teaching climate. Our findings show that the teachers’ social network had a smaller path length and more clustering than might be expected by chance. This observation might indicate that the examined educational innovation network exhibits a small-world property and allows efficient exchange of ideas among the teachers. In line with our hypotheses, the network’s initial tendency toward hierarchy and homophily decreased over time in response to strategies and network interventions. In summary, this study provides initial empirical support that educational reform programmes can create efficient educational innovation networks, facilitating innovation diffusion and promoting change in higher education teaching.
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SUH, NAM P. "A THEORY OF INNOVATION AND CASE STUDY." International Journal of Innovation Management 14, no. 05 (October 2010): 893–913. http://dx.doi.org/10.1142/s1363919610002921.
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Three laws of innovation are advanced as the necessary conditions for creating innovations hubs and innovations. The first law states that for innovation to occur, all the required steps of an innovation continuum must be present. The second law states that an innovation hub can be nucleated if the initial size of the nucleate is larger than the critical size and if the activation energy barrier for nucleation can be overcome. Once the innovation hub is nucleated, heterogeneous nucleation of innovation can occur around the innovation hub. The third law states that for innovation to occur, the nucleation rate of innovation must be faster than the rate at which innovative talent and ideas can diffuse away from the region. This theoretical framework has been proposed as a means of formulating government policies for economic growth and innovation. A case study is presented.
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Shpak, Yuliya, and Viktor Abramov. "Management of Personnel Innovation Activity in the Digital Transformation of Small and Medium-Sized Businesses." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2022, no. 1 (April 13, 2022): 115–24. http://dx.doi.org/10.21603/2500-3372-2022-7-1-115-124.
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he paper introduces a new methodology for assessing the innovation activity of personnel for small and medium-sized businesses. It also contains a review of approaches to the concept of innovation activity, which includes generation of new ideas, self-development of professional competences, engagement in innovative activity, implementation of innovations via intrafirm communications, transfer of latent knowledge, etc. The hypothesis is that that a more effective management of innovation activity can elevate companies to a qualitatively new level. The new methodology allows organizations to identify problems in the spheres of innovations and personnel, as well as to eliminate various inconsistencies. The author gives some useful recommendations on how to turn personnel innovation activity into innovative products during the digital transformation of small and medium businesses. Eventually, a more effective management of innovation activity increases competitiveness and flexibility in the market.
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Demircioglu, Mehmet Akif, David B. Audretsch, and Timothy F. Slaper. "Sources of innovation and innovation type: firm-level evidence from the United States." Industrial and Corporate Change 28, no. 6 (March 15, 2019): 1365–79. http://dx.doi.org/10.1093/icc/dtz010.
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Abstract Only a handful of studies on innovation empirically analyze the links between firm innovation and the sources of that innovative activity of sources of innovation on types of innovation. To fill this gap in the literature, this study provides one of the first tests to identify how important sources of new information (suppliers, customers, other business people in the industry, workers, and university) are associated with types of innovations (product, process, and marketing). Data come from the 2014 National Survey of Business Competitiveness sponsored by the Economic Research Service at the United States Department of Agriculture (n = 10,952). The results show that innovation ideas emanating from customers, workers, and universities are positively associated with all types of innovations, suggesting that these sources are critical for developing different types of innovation. In particular, universities as a source of innovation activity are especially important. In contrast, other sources, such as suppliers and people in industry do not seem to be as important as a source of innovation.
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Brorström, Sara. "Implementing innovative ideas in a city: good solutions on paper but not in practice?" International Journal of Public Sector Management 28, no. 3 (April 13, 2015): 166–80. http://dx.doi.org/10.1108/ijpsm-11-2014-0137.
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Purpose – This paper examines innovation implementation in the public sector. The purpose of this paper is to analyse the “black box” of implementation of innovations and then answer questions of hindrances and opportunities when it comes to implementing innovative ideas in the public sector. Design/methodology/approach – The specific context in this case is a city organization that received funding from the Delegation for Sustainable Cities to put six innovative ideas into practice in a city district. The data collection methods consisted of interviews and observations of meetings where the implementation phase was discussed. Findings – The findings imply that innovative ideas that seemed best on paper often proved to be difficult to implement. The possibility of funding, for example, provided a reason to think “outside the box”, but the system for presenting the ideas in order to obtain the funding was time consuming. The resulting delay meant that, by the time the applications were evaluated, the submitted ideas were no longer necessarily the best available. The findings also imply that one important role of public organizations in implementing innovations is to facilitate the response by its users, here the inhabitants. Research limitations/implications – When discussing innovations and implementation the time aspects is a limitation, the future might imply other effects than the ones visible here. Practical implications – Public sector managers possibilities of organizing to be more innovative can be discussed. From a management perspective focus might thus be on facilitate the implementation of the innovation, since the demand of the new solutions might be other than expected. Social implications – The users of public sector innovations, here the inhabitants, might demand other things that expected, which highlights the need of an ongoing dialogue between city managers and inhabitants. Originality/value – The methodology of following projects in real time proved to be a unique approach for understanding the ”black box” of implementing innovative ideas. The existing paradoxes of managing public sector organizations are thus illustrated.
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Jurgena, Inese, and Dagnija Cēdere. "Students’ Ideas on Innovations in Higher Education." Journal of Pedagogy and Psychology "Signum Temporis" 8, no. 1 (December 1, 2016): 30–36. http://dx.doi.org/10.1515/sigtem-2016-0014.
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Abstract The academic staff plays a key role in the implementation of innovations, striving to introduce changes in the process of education and involving students in this process. The aim of this article is to analyse the ideas of students and pre-service teachers, on the role of innovations in the work of the academic staff at the institutions of higher education. The research is based on the analysis of scientific literature, regulatory documents, studies and surveys. The analytical data processing software SPSS was used for the analysis of the data. Having analysed the data of the survey involving the first-year students and pre-service teachers, enrolled both in the full-time and part-time studies at RTTEMA, the authors conclude that readiness for innovative activity and active involvement in the creation, acquisition and application of innovations is an essential factor for amending the traditional activity of the academic staff. The authors gained convincing evidence of the idea that in pedagogy the term innovation refers to the process of renewal, educational reforms, the selection of the most appropriate material (idea, activity, form, method, means, concept, or programme) and their practical implementation, i.e. the creation, acquisition and application of innovations in the pedagogical practice.
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Şipoş, Gabriela Lucia, and Alin Ionescu. "Stimulating Creativity Methods And Innovative Performance In European Countries." Timisoara Journal of Economics and Business 8, no. 1 (June 1, 2015): 163–82. http://dx.doi.org/10.1515/tjeb-2015-0013.
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Abstract A widely debated topic during the last decades focuses on the companies’ opportunities to acquire corporate competitiveness due to research, innovation and development. Thus, in the context of increased competition and current global challenges, fostering creativity and innovation is a way to boost economic growth and welfare of European countries. New and original ideas, skills, competencies and innovations they all could enable to achieve competitive advantages. Creative ideas and innovative solutions are crucial for the European countries in order to overcome the current economic crisis. This paper aims to study the impact of stimulating creativity methods used by companies on innovative performance of the country. The study is based on identifying correlations between using stimulating creativity methods – such as brainstorming sessions, financial incentives for employees to develop new ideas, job rotation of staff, multidisciplinary or cross-functional work teams, non-financial incentives for employees and training employees on how to develop new ideas or creativity – and, by the other hand, innovative performance of European countries, synthetically expressed by Summary Innovation Index. It also quantifies and scales the intensity of influence using each stimulating creativity method. The results of this study can be a real help for companies to identify the most appropriate stimulating creativity methods in order to increase the innovative performance. Thereby, the main output of the study consists in the fact that using the most effective methods of stimulating creativity the companies will be able to increase their innovative potential and they could obtain long-term competitive advantages.
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SIFONIS, CYNTHIA, ADRIAN CHERNOFF, and KEVIN KOLPASKY. "ANALOGY AS A TOOL FOR COMMUNICATING ABOUT INNOVATION." International Journal of Innovation and Technology Management 03, no. 01 (March 2006): 1–19. http://dx.doi.org/10.1142/s0219877006000697.
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Many techniques have been developed to enhance innovative thinking within a company. However, many innovations never make it through the development process due to the difficulty inherent in communicating new ideas to others. This article discusses the obstacles to innovation that occur during the development process and how these obstacles can be overcome through the use of analogy. Described is an empirically derived seven-step process for constructing suitable analogies for communicating about innovations. The use of the seven-step processes to develop an analogy to communicate about an automotive "step-rim" innovation developed by General Motors and the lessons learned during the development of the analogy are also discussed.
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Madžar, Lidija. "Financing innovations in the contemporary world." Revizor 24, no. 94 (2021): 25–35. http://dx.doi.org/10.5937/rev2194025m.
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As a practical application of new ideas, innovation is a multidimensional, complex, dynamic, long-term, and cumulative process based on organizational decision-making, from the stage of a new idea's emergence to its final implementation. There is a strong positive correlation between innovation and economic growth. Access to finance is a key driver of new innovative ventures' creation, survival, and growth. On the other hand, the lack of financial resources prevents and inhibits the growth and development of new innovative companies. This paper considers bootstrapping, crowdfunding, and mezzanine financing as widely accepted, specific innovation funding sources worldwide.
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Madzík, Peter. "Capture and evaluation of innovative ideas in early stages of product development." TQM Journal 31, no. 6 (November 29, 2019): 908–27. http://dx.doi.org/10.1108/tqm-02-2019-0050.
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Purpose The purpose of this paper is to propose a structured procedure for the capture and evaluation of innovative ideas in the early stages of product development. The procedure is designed to take account of internal and external factors affecting the value of innovative ideas. Design/methodology/approach The proposed procedure is based on divergent and convergent approaches to innovation. Ideas are generated and captured using targeted questions and subsequently evaluated using modifications of the Kano model and failure mode and effect analysis (FMEA). Idea evaluation considers four criteria – delight, originality, market share potential and simplicity – which are used to compute an “idea priority number”. Findings A case study looking at innovations in swimming goggles verified the validity of the proposed procedure. The procedure also supports fact-based decision making and applies a structured perspective to the innovation process that makes it easier to manage. Research limitations/implications The case study made use of a pilot survey in which 32 customers participated. Although the case study was only intended as a demonstration of the method’s use, such a sample size could lead to unreliable results in certain cases. Originality/value Applications of standard or expanded FMEA do not add value to a product because the main purpose of the approach is to prevent failure. The proposed inversion of FMEA logic combined with customer view via the Kano model offers a method for the structured analysis of product innovations. No similar approach to the evaluation of innovations has so far appeared in the literature.
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Miletić, Vuk, Nikola Ćurčić, and Zorana Kostić. "Openness of companies in Serbia to creativity, new ideas and innovation." Anali Ekonomskog fakulteta u Subotici, no. 46 (2021): 21–34. http://dx.doi.org/10.5937/aneksub2146021m.
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The subject of research in this paper is the analysis of openness of companies operating in Serbia to creativity, recognition of new ideas and innovations regardless of size, time period of their operation and the level at which they operate. In conditions of strong competition innovating new categories of products/services is an imperative for the survival of the company, as the number of customers in the world who seek innovation in consumption is growing. The research was conducted based on a specially designed questionnaire on a sample of one hundred and thirty-six companies. The initial assumption is that the inadequate commitment of companies to create innovation causes poor competitiveness in both the national and international markets. The purpose of the research is to evaluate the selected characteristics-the level of openness of the company to entrepreneurship and innovation; identification of the importance of employees in the company as indicators of inventiveness and new ideas; and identifying opportunities and additional initiatives that come from outside the company and are important for the lasting survival of their business in the market. The results of the research show the openness of the company to creativity and new ideas that use the function of permanent survival of the company in the market significantly. In this research, the method of comparative statistics, the hypothetical-deductive method, the analytical-deductive and comparative method, and the historical and statistical-descriptive method were used.
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Abdel Aziz, Hadia Hamdy, and Ashraf Rizkallah. "Effect of organizational factors on employees’ generation of innovative ideas." EuroMed Journal of Business 10, no. 2 (July 6, 2015): 134–46. http://dx.doi.org/10.1108/emjb-12-2014-0044.
Повний текст джерелаАнотація:
Purpose – The purpose of this paper is to measure the relationship between the organizational factors that affect innovation performance and the idea generation of employees. Factors examined include: appropriate use of rewards inside the organization, management support for developing new ideas, the tolerance in accepting failures and taking risks, allocation of resources and specially the free time, and finally the organizational structure and the related centralization of decision making. Design/methodology/approach – The purpose of the study is achieved through an empirical quantitative study on the software development industry of Egypt. Findings – Results indicate that, while all factors proved to be significantly correlated with employees’ innovative ideas generation; the availability of innovation based rewards, action based managerial support and decentralized decision making proved to be the most important factors contributing to the increase of innovation ideas generated and shared by employees. Results also indicate that managers and leaders generate more ideas than junior employees. Originality/value – Understanding the organizational factors that contribute to the employee’s generation of innovative ideas enables organizations to adapt their practices towards maximizing the contribution of their employees to more successful organizational innovation.
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Jamal, Abu-Hussain, and Oleg Tilchin. "The Management of Accountability for Innovation in an Organization." International Journal of Business Administration 10, no. 5 (August 21, 2019): 65. http://dx.doi.org/10.5430/ijba.v10n5p65.
Повний текст джерелаАнотація:
The suggested comprehensive three-step method for management of the employees’ accountability for innovation is aimed at intensification of the innovation activity in an organization. The innovation process is characterized by suitability, feasibility, and applicability of the ideas. It is performed by the phases: finding new ideas, evaluation of ideas, development of ideas including their experimentation and implementation. Change of the innovation process characteristics causes the need of the accountability management. As a result of the management, the accountability characteristics such as a sphere, a level, and a measure of the employees’ accountability for innovation are changed. The method is realized by sequence of the steps: setting accountability, evaluating accountability, and managing accountability. The steps are aligned with the innovative process phases. At the first step, the spheres and the levels of employees’ accountability for generating ideas are set. At the second step, the spheres, levels, and measures of employees’ accountability for development of the ideas are determined. The measure of accountability characterizes accountability of the members of the dynamic and heterogeneous group which is self-formed by employees as a result of the idea assessment. It is set equal to the idea value. The idea value is calculated by summation of assessments of the innovative process characteristics. At the third step, the spheres, levels, and measures of employees’ accountability while development of the ideas are guided. Sharing accountability among the group members is based on their knowledge and skills. The preferable innovation direction and the key idea are revealed.
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Ahmed, Jashim Uddin, Mohammad Jasim Uddin, Md Anwar Sadat Shimul, and S. S. M. Sadrul Huda. "Ogniroth Studios: Transforming Ideas into Innovation." South Asian Journal of Business and Management Cases 4, no. 2 (December 2015): 202–17. http://dx.doi.org/10.1177/2277977915596252.
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The Ogniroth Studios has been an overwhelming experience in understanding how animation firms operate in Bangladesh, especially about their major promotional and marketing strategies, overall attitude and behaviour of the advertising industry towards animation and video effects (VFX). Ogniroth Studios is one of the leading VFX-based firms in Bangladeshi advertising industry that offers animation and VFX services to different clients. Since its inception, it has been dedicatedly exploring innovation and delivering outstanding and quality works. The advertising agencies that operate in Bangladesh are not equipped with in-house VFX facilities, and therefore they primarily rely on external firms, such as, Ogniroth Studios. Although such industry has a very short history in Bangladesh, over the past four years of operation Ogniroth Studios has successfully managed to offer outstanding works and thus satisfying the clients by being competitive to the global market. The founders of Ogniroth Studios believe in promoting innovation; thus, they do not restrict the boundary of imagination. Marketing activities and branding of Ogniroth Studios play a vital role to its achieving sustainability.
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Grace, Robert. "2017 IDEAs Celebrate Design and Innovation." Plastics Engineering 73, no. 9 (October 2017): 18–23. http://dx.doi.org/10.1002/j.1941-9635.2017.tb01792.x.
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Brahmbhatt, M., and A. Hu. "Ideas and Innovation in East Asia." World Bank Research Observer 25, no. 2 (November 11, 2009): 177–207. http://dx.doi.org/10.1093/wbro/lkp017.
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CHANG, C. M. "THE CREATION OF NOVEL AND MARKETABLE SERVICE IDEAS." International Journal of Innovation and Technology Management 08, no. 01 (March 2011): 113–33. http://dx.doi.org/10.1142/s0219877011002167.
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Novel and marketable service ideas are useful to most service enterprises. However, the literature has identified several reasons for innovations in services as lagging behind those in manufacturing. Some service enterprises believe that service ideas and innovations are readily imitated by competitors. Others view the impact of service innovations on profitability difficult to assess because specific innovative service elements are typically bundled with many other service elements when delivered to or used by customers. Some service enterprises do not have in-house groups specifically dedicated to innovative pursuits, making it difficult for them to systematically produce new service ideas. Furthermore, because services are usually produced and consumed concurrently, any failure tends to expose the service enterprise immediately, unlike the manufacturing companies which can minimize such risks of exposure by conducting pilot testing away from the marketplace. As a result, many service enterprises are said to shy away from aggressively pursuing new service development projects. It does not have to be this way. This paper describes the combinatorial, heuristic, and normatively guided method, which when correctly applied to a service enterprise enhances the generation of new service ideas in a systematic, speedy, and cost-effective manner, and without requiring the creation of a dedicated and rigid organizational structure. Virtual teams of the "stealth" type are set up to address innovation needs related to marketability and cost competitiveness. These teams may include frontline customer-facing employees as well as customers, suppliers, and other external experts, who can work together despite geographical and time-zone constraints. The application of this method toward developing a specific new service idea is discussed in greater detail. The integration of a "stealth" team can also be readily applied to the front end of a typical stage-gate service development process, whereby parallel teams are engaged to address critical issues and steps needed to successfully market a service idea before initiating costly development, thereby raising the service enterprises' overall probability of developing commercially successful new services over time.
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Bodas Freitas, Isabel Maria, and Cornelia Lawson. "Imprints from idea origin on innovation and the development environment." Industrial and Corporate Change 28, no. 6 (April 21, 2019): 1533–53. http://dx.doi.org/10.1093/icc/dtz018.
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Abstract This study builds on the evolutionary and organization literatures to explore how the nature of innovation outcomes was influenced by the innovation’s original idea and the environment in which it was developed. We use data from a survey of inventors on the development processes of three types of innovations: market success innovations, technologically novel innovations, and innovations that are both technologically novel and of market success. Our results suggest that the environment in which the project is developed erodes the effect of the original knowledge sources on the innovation outcome. Specifically, a stronger imprinting effect of knowledge sources is found for independent inventors, while ideas are more likely to be eroded in projects undertaken by inventors at technology leader firms.
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Ye, Chen, Sanjeev Jha, and Kevin C. Desouza. "Communicating the Business Value of Innovation." International Journal of Innovation Science 7, no. 1 (March 1, 2015): 1–12. http://dx.doi.org/10.1260/1757-2223.7.1.1.
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Successful innovation depends upon effective communication of the business value of innovation. Yet different stages of the innovation process require different communication strategies. Companies who have recognized the different elements of the innovation process are able to target their communication mechanisms to achieve the best results from organizational innovation. In this article, we employ Desouza’s model of intrapreneurship to outline key communication challenges and strategies for addressing them across the five phases of innovation: idea generation and mobilization, idea screening and advocacy, experimentation with ideas, commercialization of ideas, and diffusion and implementation of ideas. The importance of communication to each stage is identified and barriers are noted. Drawing from first-hand interviews, case studies and a literature review, and further refined by presentation of the ideas to various executives, we propose in this article seven communication strategies for organizations to consider across the innovation process. Overall, having a clear understanding of the stages of the innovation process, and the kinds of communication that are most beneficial to each stage provides a clear vision of how to communicate the business value of innovations both internally and to external stakeholders. The effectiveness of communication can determine the success or failure of an innovation project.
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Shonhiwa, Dr Caxton. "Coming up with a Successful Innovation Process in an Organization." Cross-Currents: An International Peer-Reviewed Journal on Humanities & Social Sciences 4, no. 3 (May 15, 2018): 31–32. http://dx.doi.org/10.36344/ccijhss.2018.v04i03.003.
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Innovation is a collaborative process by which organizations abandon old paradigms and make significant advances. Innovative ideas come from several sources, including unreasonable demands or goals and time pressures. However, there are many blocks to innovation. An innovative idea is not helpful to an organization unless it is tested and implemented. The perfect solution is sometimes there; as a vision, a thought, a dream or just a wish. But it is often far too complex for an individual to take it into reality. There are many examples of individuals who have great ideas but do nothing with them. Their organizations do not even know of these concepts. Unfortunately, these ideas die. They die because the creator kills it! They may recognize that the idea may negatively impact their job or the job of their co- workers. They do not know how to explore the idea to take it from a vision to a reality. Furthermore, They rationalize that no one would ever agree on how to structure such their concepts or pay for them. Just how many innovative ideas in your organizations regularly go nowhere because they are not linked to overall Business Improvement Strategies. In order to protect innovative ideas, organizations need to create a forum for the Innovation Process.
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TRIGO, ALEXANDRE. "MECHANISMS OF LEARNING AND INNOVATION PERFORMANCE: THE RELEVANCE OF KNOWLEDGE SHARING AND CREATIVITY FOR NON-TECHNOLOGICAL INNOVATION." International Journal of Innovation and Technology Management 10, no. 06 (November 28, 2013): 1340028. http://dx.doi.org/10.1142/s0219877013400282.
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This paper examines the role of several learning mechanisms for innovation performance, particularly their relevance for different types of innovation. Although the innovation drivers have been extensively discussed in the literature, more evidence is needed to verify that specific innovation outputs rely on specific knowledge sources. Based on the European Innobarometer Survey 2009, the empirical analysis reveals different profiles among innovating firms. Non-technological innovators, in particular firms highly intensive in organizational innovation, show a high propensity to perform knowledge sharing practices, to introduce knowledge management systems and to apply alternative mechanisms to promote creative ideas. The findings also prove a strong connection between product and process innovation, R&D activities and cooperation with scientific partners. The analysis concludes that firms with highest probabilities of engagement in learning mechanisms show the highest innovative performance. Moreover, the most innovative firms are characterized by the combination of different learning initiatives.
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Qahhorov, Otabek Siddikovich, and Asror Egamberdievich Norov. "CONCEPT AND COMPONENTS OF INNOVATIVECOMMERCI TIVECOMMERCIALIZATION INFRASTRUC TION INFRASTRUCTURE." Scientific Reports of Bukhara State University 4, no. 2 (April 27, 2020): 285–93. http://dx.doi.org/10.52297/2181-1466/2020/4/2/8.
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This article provides a detailed description of the subjects of innovation and innovative activity. Groups of elements of innovation infrastructure structural parts, models of its formation and priorities of innovation infrastructure. Also, all efforts are made to commercialize innovations, examples of component research and the growth of the national economy of Uzbekistan, and in the context of active penetration into the global business community, many sectors of the Uzbek economy make management decisions, scientific support, and the need to find effective ways of sustainable economic development was noted. role of Stephen Krashen's ideas in the theory of second language learning
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Mihalyuk, Alla. "CREATIVITY AND INNOVATION: MODERN CONTENT." Educological discourse 33, no. 3 (2021): 32–45. http://dx.doi.org/10.28925/2312-5829.2021.33.
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The current stage of civilization is closely linked to leadership in research and development, the emergence of new knowledge, the development of high-tech production and the creation of mass innovative products. The development of innovation potential is not only a way of dynamic development and success, but also a means of ensuring the security and sovereignty of the state, its competitiveness in the modern world. The article presents a modern scientific understanding of the phenomena of creativity and innovation from the standpoint of various fields of knowledge. Emphasis is placed on the relevance of this issue, given that the main dominant feature of the progressive development of our time is the formation of an innovative personality capable of creating innovations in all spheres of life. It has been found that in modern scientific discourse the phenomenon of creativity acts as a process of activity, characterized by a certain result, in which one can trace material or spiritual value. It is determined that an important quality of personality is creativity, which is understood as the ability of an individual to variability, flexibility, liquidity, stability, focus on action and can be formed by creating special conditions in the process of learning and education. The understanding of the phenomenon of innovation as a process of implementation of new ideas is described. The essence of innovations in education as a process of creation, introduction and dissemination in educational practice of new ideas, tools, pedagogical and managerial technologies, as a result of which indicators (levels) of achievements of structural components of education increase, the system transitions to a qualitatively different state. The study used methods of theoretical generalization, comparative analysis, analysis and synthesis, which allowed to identify the essence of the concepts of «creativity» and «innovation» to understand their modern content.
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Ida, Lucas Makoto Conchon, and Cleonir Tumelero. "Boosting technological innovation and innovation culture from an idea generation program: the experience of a Brazilian bank." International Journal of Innovation 9, no. 3 (December 17, 2021): 474–95. http://dx.doi.org/10.5585/iji.v9i3.19282.
Повний текст джерелаАнотація:
Objective of the study: The objectives of this study were to describe the strategy and the innovation results from an idea generation program (IGP) of a Brazilian bank.Methodology: The study is predominantly descriptive; the method is the in-depth case study, and the data analysis was performed through content analysis.Originality/Relevance: The IGP's implementation stage is critical due to the need for financial resources, people, and time. An IGP can generate not only incremental technological innovations but also boost the innovation culture. Innovations developed from an IGP can be effective in facing competition from fintechs and digital transformation.Main results: The IGP's strategy is well-founded, as the result of 14 years of experience. However, there is still no clear strategy for measuring the impact of the implemented innovations. The IGP boosted both incremental technological (product, services, and process) and innovation culture. It has generated financial and non-financial results, and it predominantly follows the eastern model, recognizing employees’ ideas with non-financial rewards.Theoretical/methodological contributions: An IGP is designable in three main stages: ideation, in which all employees can participate, giving ideas for solving the problems indicated by the boards; selection, when a selection board chooses the ideas with the most significant potential for implementation and generating results; and implementation, when the selected ideas are transformed into innovations.Social /management contributions: A bank’s idea generation program is effective to boost technological innovation and innovation culture, which allow to face the fintechs and other essential players in the financial market, as well as to promote internal engagement and manage digital transformation, and deal with the VUCA (volatility, uncertainty, complexity, and ambiguity) scenario.
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Montgomery, Troy. "“How much is this worth?” Humana’s Chief Innovation Officer Explains Why This is the Wrong Question." Muma Business Review 1 (2017): 031–38. http://dx.doi.org/10.28945/3752.
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Chris Kay, Humana’s Chief Innovation Officer, shared insights into the innovation decision-making process. Kay discussed specific strategies employed by Humana to bring consumer insights to action and he shared examples of the development of innovation ideas. “The first, and most often wrong, question is, ‘How much is this worth?’” Chris Kay, the Chief Innovation Officer at the $50B health and wellness company Humana, shared his perspective on the criteria in selecting innovation ideas. Business leaders have a tendency to examine how much an innovation is worth in the early phases of innovation, but Kay argued organizations should focus measurements on customer desirability. During a one hour interview Kay discussed a number of interesting innovation topics including why asking “How much is this worth?” is the wrong question to ask early in the innovation process. Kay confirmed that the majority of value is created in understanding the customer experience and innovating around it. At Humana early metrics concentrate on experiential measures of member health. Experiential measures are driven by research and based on customer insights and unmet needs. Kay also discussed the importance of Co-creation, an innovation approach where Humana partners with smaller startup companies on new ideas. Humana’s innovation team seeks the best and brightest venture capital backed start-ups to form partnerships. Creating a shared view of success allows both the partner and Humana to capture knowledge, build value, and learn from failures. Decisions on these disruptive innovation ideas are typically made by a team of external partners, advisors, and leaders outside of Humana’s established lines of business. Innovation at Humana also occurs internal to the organization. Humana is a diverse health and wellness company with lines of business including health insurance, health data analytics, pharmacy, and healthcare service providers. Kay highlights the importance of working across horizontal lines of business in such a large organization to minimize the effects of innovating in silos. Working off of horizontal platforms allows the company to take advantage of diverse resources to gain synergies when pursuing innovation ideas. Innovation across horizontals also increases transparency and allows Humana to build a portfolio of innovation ideas.
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Bevilacqua, Rogerio, Verica Freitas, and Veronica de Paula. "Innovation and Brands: The Managers’ Perspective in a Multiple Case Study in a Brazilian Region." Brazilian Business Review 17, no. 6 (November 4, 2020): 686–705. http://dx.doi.org/10.15728/bbr.2020.17.6.5.
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This article aims to identify what an innovative brand is from the perspective of business managers in a region of Brazil, and describe how they manage innovative brands. A multiple case study was carried out with five innovative companies from four economic sectors: telecommunications, information technology, chemicals, and electricity. The interviews with these managers were processed with content analysis, being established sixteen categories which include: definition of innovation; innovative brand features; reasons for innovation; relationship between brands and innovation; area responsible for innovation; dissemination of innovation; organizational culture of new ideas; types of innovation; reduction of time, costs and risks to innovation; relationship between the company and the market; brand strategies; brand personality; integration of the end consumer into innovation; rewards for the consumer; and brand heritage. At the end, theoretical and managerial contributions are presented that can be applied or adapted to other organizations in their process of innovation and brand management. In this sense, it is important to highlight that, in the studied cases, incremental innovation is dominant; the stage at which successful innovations improve consumer brand awareness, attitude, and usage prevails; and the companies studied could be distributed in two of the innovation possibilities proposed by Brexendorf et al. (2015): follower brands and craft-designer led brands.
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Rammal, Hussain G. "Innovation and International Entrepreneurship: Will the Digital Platform Serve All?" International Journal of Economics, Business, and Entrepreneurship 2, no. 2 (December 23, 2019): 97–103. http://dx.doi.org/10.23960/ijebe.v2i2.56.
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The link between knowledge, innovation, and technology, as understood in extant literature, tends to emphasize a digital, high-tech platform for the implementation of innovative ideas. This paper challenges this view and details why relying solely on digital platforms and innovation may not let companies reach their full potential. Using examples of frugal innovation, this paper recommends that entrepreneurs need not limit their ideas by focusing only on digital and technology-driven innovation, and to consider the infrastructure realities of the developing economies.
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Curley, Martin, and Piero Formica. "Experiencing Experiments: A Multiplayer Game for Sharing Ideas." Industry and Higher Education 26, no. 1 (February 2012): 7–14. http://dx.doi.org/10.5367/ihe.2012.0078.
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In this latest in a series of articles on the innovative use of experimental business laboratories for high-expectation entrepreneurs, the authors focus on the networking benefits of business lab experiments. Distinguishing between ‘Robinson Crusoe’ types, whose tendency is to operate in isolation, and ‘Lemuel Gulliver’ types, who rely on interaction with others, they suggest that engaging Crusoe entrepreneurs in the open participatory environment of the experimental laboratory encourages them to discard their bad habit of working in a closed environment in favour of interaction and sharing. This, the authors argue, is an essential change in light of the evolving process of innovation, which is moving from a closed process through an open one towards a future in which competing innovation networks become the norm. They demonstrate the nature of contemporary entrepreneurship and innovation by drawing analogies from physics and the article closes with a case study of their theory in practice.
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Zidonis, Zilvinas, Dmytro Bilinskyi, and Karim Nazyrov. "Management innovation practices to public sector organizations." Problems and Perspectives in Management 18, no. 3 (October 8, 2020): 392–401. http://dx.doi.org/10.21511/ppm.18(3).2020.32.
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The journey of modern management ideas to the public sector in post-socialist countries is expected to be hampered by several barriers. This paper aims to justify the need to implement management innovation practices for public sector organizations. The study was conducted using the method of typological analysis to determine the organization of managerial innovations; modeling method to determine the conceptual model and the position of the travel of management ideas to the country. As a result, a conceptual model was proposed, including elements of the internal and external control environment. Conclusions are given on the barriers that affect the choice and acceptance of management ideas. The article extends current research understanding of man-agreement innovation in the public sector in the region by specifically addressing the success, or failure, of the travel of modern management ideas to it and outlines key barriers to modern management adoption ideas in the public sector. AcknowledgmentThe research was funded by the Lithuanian Council of Research grant S-MOD-17-15.
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Beckett, Ronald C., and Hardik Vachhrajani. "Transdisciplinary Innovation: Connecting Ideas from Professional and User Networks." Journal of Industrial Integration and Management 02, no. 04 (December 2017): 1750016. http://dx.doi.org/10.1142/s2424862217500166.
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Transdisciplinary innovation — what is it and how does it work? In this paper, the way disparate professional and community actors may work together is considered, drawing on case study data from three different Australian–Indian academic research collaborations. One considered food sector SME innovation practice in the two countries and the other two considered the deployment in India of radical technologies developed by international teams to deliver social benefits. The collection of knowledge artifacts from disparate sources was the norm. Implementation of an innovative idea or technology application commonly involved interactive learning from parallel testing of possible combinations. Six themes to be explored further emerged from this exploratory study. These related to social networking, interaction protocols, the use of boundary objects, knowledge sharing and modes of research.
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Tushkevych, O. S. "Theoretical fundamentals of development of the innovation theory." Collected Works of Uman National University of Horticulture 2, no. 98 (June 20, 2021): 232–44. http://dx.doi.org/10.31395/2415-8240-2021-98-2-232-244.
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Theoretical aspects of innovation theory and its categorical apparatus are considered in the article. Development of ideas about the place and importance of innovation in the spread of innovative theories and approaches to the categories of "innovation" and "innovative development" are analyzed. Own reasoning is presented and own definition of investigated terms that based on the analysis is given. Knowing of theoretical essentials of innovations will enable to create an effective system of management of innovation processes at the enterprise. From this point of view it is expedient to consider the definitions of innovations and their classification. In given article, an author reveals the notions of innovation and innovation process that exist in economic literature by now, considers existing classifications of innovations. An author also gives his own classification of innovations, reveals his understanding of notion of innovation. Currently, the term "innovation" is found everywhere. It has become especially widespread in the sphere of production, although it is not limited to it and applies to almost all areas of human activity. The world and domestic economy form a new paradigm of development, which is based on the growing relationship between socio-economic development of society and new technologies, the global nature of the creation and use of research and development. The creation and implementation of innovations becomes the main internal factor and the key to uture economic growth. As world experience shows, the successful use of scientific and technological progress can significantly affect the course of economic processes and significantly accelerate them. The term "innovative development" consists of two categories – "innovation" and "development". As they are widely used in almost all fields of knowledge and areas of activity, they do not have an unambiguous definition and are the subject of research by domestic and foreign scientists of various profiles.
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MAKOVEIEVA, O. V. "INNOVATIVE DEVELOPMENT OF MODERN ENTERPRISES: A COMPREHENSIVE APPROACH." Economic innovations 23, no. 2(79) (June 20, 2021): 112–18. http://dx.doi.org/10.31520/ei.2021.23.2(79).112-118.
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Topicality. This scientific article is devoted to the issues of innovative development of modern enterprises from the standpoint of implementation (implementation) of innovative developments, which is associated with changes in the global environment, transition to a new technological level (increasing new technologies), constant competition, economic and social change. Aim and tasks. The purpose of the work is to introduce an integrated approach in modern enterprises in the implementation of innovations. Research results. The paper forms and substantiates the approaches that should be used in the implementation of innovations depending on the specifics of the enterprise and its management system, namely: system-complex (considers all business processes in the enterprise as a whole); process-effective (use of effective tools for making management decisions based on innovative measures to meet consumer needs); situational (management system is organized to form and implement a strategy based on specific situations and actions); functional (interrelation of management functions for realization of the set purposes of the enterprise); integration (combines internal and external management structures and influences); marketing (motivating actions to promote the product of innovation on the market). The author presents the steps of the algorithm for selecting an effective scheme of innovation management of the enterprise, namely: calculation of the marginal levels of innovation of ideas; determination of the arithmetic mean of the quantitative evaluation of ideas according to certain criteria; comparison of the assessment of intentions for innovation; choice of organizational schemes of innovation management. Conclusion. The paper offers a graphical interpretation of the process of innovation management is the adoption of management decisions for their implementation. It is established that the implementation and implementation of innovative projects is directly related to the rate of economic growth in the country and its regions. This interdependence is also reflected graphically in the article. The basic conditions of introduction of innovative developments by the modern enterprises for their further development are defined, namely: improvement of normative-legal maintenance of realization of innovative business; creating conditions for the formation of a full-fledged competition between modern innovation-active enterprises; creation of motivating factors for enterprises in order to increase the importance of innovative changes; expanding opportunities for financing innovative enterprises; development of programs for the purchase of the latest, innovative equipment; incentive measures to involve young people and scientists in innovation processes at enterprises in the country and regions.
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Cerdeña, Lucía Santana, and Jose Pablo Suárez. "Applications of open innovation models in the tourist sector: Canary Islands experiences." Studia Periegetica 35, no. 3 (November 30, 2021): 129–52. http://dx.doi.org/10.5604/01.3001.0015.6953.
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The purpose of this article is to present some applications of open innovation methods in the Canary Islands. The authors set out to verify the hypothesis that open innovation methods can foster the growth of innovative culture in participating companies and generate new ideas and projects. The study is based on qualitative data collected through observation and during interviews with those responsible for organizing open innovation programs in the Canary Islands, closely related to the tourism sector. The authors identify benefits derived from new ideas and innovative projects, which help to generate competitive advantages. They conclude that the application of open innovation methods has stimulated innovative culture in tourism companies that have been able to develop innovative projects. Open innovation can therefore be regarded as an effective method of creating collaborative environments for different stakeholders involved in the process that can generate benefits for all parties involved.