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Статті в журналах з теми "Innovation drives"

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Автор: Grafiati

Опубліковано: 30 травня 2022

Оновлено: 31 травня 2022

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1

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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2

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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3

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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Анотація:

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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Анотація:

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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11

Aarts, Emile. "Ambient intelligence drives open innovation." Interactions 12, no. 4 (July 2005): 66–68. http://dx.doi.org/10.1145/1070960.1070996.

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12

Sonneveld, Kees. "What drives (food) packaging innovation?" Packaging Technology and Science 13, no. 1 (January 2000): 29–35. http://dx.doi.org/10.1002/(sici)1099-1522(200001/02)13:1<29::aid-pts489>3.0.co;2-r.

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13

Petach, Helen. "How Program Monitoring Drives Innovation." EcoHealth 14, no. 3 (June 5, 2017): 643–44. http://dx.doi.org/10.1007/s10393-017-1251-z.

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14

Davis, B. H. "Innovation—and what drives acceptance?" Applied Catalysis A: General 131, no. 2 (October 1995): N14—N16. http://dx.doi.org/10.1016/0926-860x(95)80273-8.

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15

Findsrud, Rolf. "An Agile Approach to Service Innovation: Creating Valuable Service Innovation with Agile Resource Integration." Journal of Creating Value 6, no. 2 (November 2020): 190–207. http://dx.doi.org/10.1177/2394964320961886.

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Value creation through service innovation is challenging in complex, changing markets. Agility may be the key to understanding resource integration in dynamic contexts and what drives and enables service innovation. To understand service innovation, 12 interviews were conducted in four innovative companies. This study’s findings indicate that agility links adaptive and creative resource integration efforts in organizations, enabling actors to function smoothly together in dynamic contexts while engaging in disruptive activities. Creative resource integration is experimenting and reusing resources and practices in new contexts for the purpose of improving value creation. In retrospect, creative resource integration activities, which may not be considered innovative in the moment, are labelled as innovation based on aggregation. Being truly innovative requires the ability to be agile by proactively and reactively balancing adaptive and creative resource integration, the drive to constantly improve, and embracing a culture for agility congruent throughout the organization.

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16

Tang, Wen Xian, Shou Jun Xia, and Jun Xiang Jiang. "Study on the Method of Ontological Knowledge Expression of Product Innovative Development and its Application." Advanced Materials Research 33-37 (March 2008): 1457–62. http://dx.doi.org/10.4028/www.scientific.net/amr.33-37.1457.

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To realize product self-organized evolution innovation that is driven by knowledge, the method of ontological expression of product innovative knowledge and integrated reasoning technique are researched. Ontological knowledge system that drives product self-organized evolution innovation and its expression model were built. The expression manner of ontological knowledge based on STEP was discussed, and it was implemented by instantiation of ontological knowledge. The knowledge-based reasoning technique was adopted to transform dada to driven rules, so as to bring innovative product scheme; the case-based reasoning was used to match corresponding structure scheme. The knowledge base and rule base for circuit breaker development were set up, and self-organized evolution innovation of its mechanism system was accomplished. Applied example shows that ontological expression method of the knowledge and integrated reasoning technique with maneuverability and practical value can satisfy requirements of self-organized evolution innovation that is driven by knowledge.

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17

Michaelis, Timothy, and Roberly Aladin. "Latent Profile Analysis of Innovation Culture:How Innovation Culture Drives Innovation Performance." Academy of Management Proceedings 2016, no. 1 (January 2016): 12642. http://dx.doi.org/10.5465/ambpp.2016.12642abstract.

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18

Jayakumar, Tulsi. "Corporate social innovation: an Indian moving company drives industry change." Journal of Business Strategy 38, no. 6 (November 20, 2017): 59–68. http://dx.doi.org/10.1108/jbs-10-2015-0107.

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Анотація:

Purpose This paper aims to understand how emerging economy firms can use the growing emphasis on corporate social responsibility (CSR) and sustainability as an opportunity to drive corporate social innovations (CSIs) so as to create shared value and gain competitive advantage. Design/methodology/approach The paper applies a case study design. Building on in-depth interviews with company officials, document analysis and secondary sources, the paper presents a model of CSIs. Findings The case study presents evidence of how Agarwal Packers and Movers Limited – an Indian family managed business firm operating in the fragmented, unorganized and highly competitive household relocation segment of the Indian logistics industry – used socio-environmental sustainability challenges to drive CSIs. These innovations helped it to differentiate itself from competitors and gain competitive advantage, while creating shared value simultaneously. Practical implications Indian firms have been lagging behind on both sustainability/CSR and innovations. Driven by domestic regulatory requirements, as also the need to compete in a globalizing economy, emerging economy firms may strategize to integrate their sustainability agenda with innovations to influence both organizational and societal outcomes. Originality/value Firm innovations, even in advanced countries, have been driven by market triggers, with ideas internal to the firm. The paper contributes to the limited research on innovations in emerging economy firms and shows how they may “leapfrog” their growth pathways by systematically integrating their sustainability agenda with innovation activities.

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19

Cai, Linya, and Huawei Luo. "Can executive equity incentives promote high-quality development of enterprises? —— Mediating effect based on innovation." E3S Web of Conferences 292 (2021): 02008. http://dx.doi.org/10.1051/e3sconf/202129202008.

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High quality is the direction of development, innovation drives high-quality development, and interest incentives drive innovation. Existing studies have shown that executive equity incentives can increase the financial performance of enterprises. Therefore, can executive equity incentives promote the high-quality development of enterprises, thereby improving the quality of industrial development? This paper takes China’s knowledge-intensive enterprises as a sample from 2015 to 2019. On the basis of using the LP semiparametric estimation method to measure the total factor productivity of the enterprise, in accordance with the intermediary effect test procedure, the stepwise regression method is used to study the innovation-driven effect of the executive equity incentives on the quality of enterprise development. The study found that executive equity incentives have an inverted U-shaped impact on the high-quality development of companies, with 20% being the optimal ratio. There is a partial mediating effect in corporate innovation activities on this transmission path. Based on this, suggestions are made to share residual income with senior management and build a high-quality innovative production chain.

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20

Jones, Graham, Bernardita Chirino Chace, and Justin Wright. "Cultural diversity drives innovation: empowering teams for success." International Journal of Innovation Science 12, no. 3 (September 23, 2020): 323–43. http://dx.doi.org/10.1108/ijis-04-2020-0042.

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Purpose Though there is broad agreement on the beneficial impact of diversity in management and leadership roles, much of the innovative capacity of an organization is realized at the unit level in working teams. Recent research points to cultural diversity having an especially significant impact on innovation team performance. The reports also highlight the need for the optimal team operating principles to derive maximum benefit. To prepare such innovation teams for success, it is valuable to understand the dynamics of team diversity at the project level and the underlying barriers and opportunities presented. Design/methodology/approach This paper reviews the literature and case studies on cultural inputs to ideation and innovation, assessing team diversity through readily available instruments and the deployment of the science of team science (SciTS) principles in innovation teams. Findings The key learnings include the importance of establishing communication standards, SciTS principles, team assessment of thinking styles and the utility of cultural awareness instruments. Practical implications Diversity provides a creative advantage for innovation teams. However, team dynamics play an important role in maximizing these advantages, and cross-cultural competence of team members is required. Deployment of appropriate assessment tools and team methodologies enhances the likelihood of successful outcomes including in remote team settings. Originality/value Literature from diverse functional areas is summarized including the science of team science, organizational management, diversity and inclusion methodologies and ethnocultural dynamics. It provides pointers for the optimal formation and operating principles with highly culturally diverse teams.

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21

Petrie, Katherine L., Nathan D. Palmer, Daniel T. Johnson, Sarah J. Medina, Stephanie J. Yan, Victor Li, Alita R. Burmeister, and Justin R. Meyer. "Destabilizing mutations encode nongenetic variation that drives evolutionary innovation." Science 359, no. 6383 (March 29, 2018): 1542–45. http://dx.doi.org/10.1126/science.aar1954.

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Evolutionary innovations are often achieved by repurposing existing genes to perform new functions; however, the mechanisms enabling the transition from old to new remain controversial. We identified mutations in bacteriophage λ’s host-recognition gene J that confer enhanced adsorption to λ’s native receptor, LamB, and the ability to access a new receptor, OmpF. The mutations destabilize λ particles and cause conformational bistability of J, which yields progeny of multiple phenotypic forms, each proficient at different receptors. This work provides an example of how nongenetic protein variation can catalyze an evolutionary innovation. We propose that cases where a single genotype can manifest as multiple phenotypes may be more common than previously expected and offer a general mechanism for evolutionary innovation.

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22

Perrons, Robert K., and John Donnelly. "Who Drives E&P Innovation?" Journal of Petroleum Technology 64, no. 12 (December 1, 2012): 62–72. http://dx.doi.org/10.2118/1212-0062-jpt.

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23

Clift, Ian. "Pure Innovation Drives Clinical-Grade NGS." Genetic Engineering & Biotechnology News 35, no. 18 (October 15, 2015): 1, 22, 25, 27. http://dx.doi.org/10.1089/gen.35.18.01.

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24

Gaston, Maury D. "Innovation Drives Iron Pipe Joint Technology." Opflow 45, no. 9 (September 2019): 10–11. http://dx.doi.org/10.1002/opfl.1245.

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25

Clift, Ian. "Pure Innovation Drives Clinical-Grade NGS." Clinical OMICs 2, no. 10 (October 2015): 12–14. http://dx.doi.org/10.1089/clinomi.02.10.06.

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26

Hofhuis, Hugo, Derek Moulton, Thomas Lessinnes, Anne-Lise Routier-Kierzkowska, Richard J. Bomphrey, Gabriella Mosca, Hagen Reinhardt, et al. "Morphomechanical Innovation Drives Explosive Seed Dispersal." Cell 166, no. 1 (June 2016): 222–33. http://dx.doi.org/10.1016/j.cell.2016.05.002.

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27

Rowan, Michael. "Innovation and Communication Drives Catalysis Research!" ChemCatChem 6, no. 1 (January 2014): 4–5. http://dx.doi.org/10.1002/cctc.201301032.

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28

Jakhar, Suresh Kumar, Sachin Kumar Mangla, Sunil Luthra, and Simonov Kusi-Sarpong. "When stakeholder pressure drives the circular economy." Management Decision 57, no. 4 (April 18, 2019): 904–20. http://dx.doi.org/10.1108/md-09-2018-0990.

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Purpose The purpose of this paper is to explore the impact of stakeholder pressures on firm’s circular economy (CE) initiatives. The organizational responses are quite heterogeneous even when the firms face similar pressure. The authors have tried to explain this heterogeneity by using innovative capability as mediating variables. Design/methodology/approach Empirical survey data from Indian manufacturing firms are obtained to test the proposed hypotheses. The hypotheses are grounded in resource-based view of the firm. The authors used structural equation modeling approach with maximum likelihood methods of approximation. Findings The results indicate that exploratory innovation positively influences the firms to adopt CE practices. Whereas, exploitative innovation capability inhibits the adoption of CE practices. Practical implications This study guides business managers to focus on develop exploratory innovative capabilities before the adoption of CE practices. This study also provides guidance to policy maker about the role of regulatory mechanism plays to encourage/inhibits firms for adoption of CE practices. Originality/value This is first study to analyze the idiosyncratic behavior of the firms when subjected to stakeholder pressure for CE practices adoption. Innovative capabilities (exploratory/exploitative) are able to explain the reason for diverse response to stakeholder response.

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29

Weber, Mary Beth. "Editorial: Creativity and Innovation." Library Resources & Technical Services 60, no. 3 (July 28, 2016): 138. http://dx.doi.org/10.5860/lrts.60n3.138.

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One of my Rutgers colleagues recently published a book on managing creativity and fostering an innovative library culture. Creativity drives innovation in libraries, leading to novel approaches to challenging issues. Change can be daunting and working against prevailing practices and conventions can be difficult. Creativity and innovation are frequent themes in technical services work. Through collaboration and shared ideas, we as a profession can develop creative solutions.

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30

Milley, Peter, Barbara Szijarto, Kate Svensson, and J. Bradley Cousins. "The evaluation of social innovation: A review and integration of the current empirical knowledge base." Evaluation 24, no. 2 (April 2018): 237–58. http://dx.doi.org/10.1177/1356389018763242.

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Social innovation has gained prominence as a way to address social problems and needs. Evaluators and social innovators are conceptualizing and implementing evaluation approaches for social innovation contexts; however, no systematic effort has yet been made to explore and assess the overlap between evaluation and social innovation based on the empirical knowledge base. We address this gap, drawing on 28 empirical studies of evaluation in social innovation contexts to describe what evaluation practices look like, what drives those practices, and how they affect social innovations. Findings indicate most had developmental purposes, emphasized collaborative approaches, and used multiple methods. Prominent drivers were a complexity perspective, a learning-oriented focus, and the need for responsiveness. Reported influences on social innovations included advancing strategies, improving delivery, balancing aggregate and local information needs, and reducing risk. Conflict resolution, the quality of relationships, and availability of time and capacity mediated these influences. More peer-reviewed empirical studies and a broader range of study designs are needed, including research on how evaluations influence social innovation processes over time, phases, space and scale.

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31

Barzola Iza, Carlos Luis, and Domenico Dentoni. "How entrepreneurial orientation drives farmers' innovation differential in Ugandan coffee multi-stakeholder platforms." Journal of Agribusiness in Developing and Emerging Economies 10, no. 5 (June 20, 2020): 629–50. http://dx.doi.org/10.1108/jadee-01-2020-0007.

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PurposeThis study explores the role of the key dimensions of farmers' entrepreneurial orientation – namely proactiveness, risk-taking, innovativeness and intentions – as drivers of product, process and market innovation in the context of one coffee MSP in Uganda.Design/methodology/approachEmpirical data from 152 coffee farmers were analyzed via confirmatory factor analysis and partial least square multi-variate statistics.FindingsFindings highlight, first, that farmers' proactiveness significantly drives their product innovation and, to a lesser extent, process innovation. This effect holds when considering key control variables, such as access to key resources and associated actors. Second, more surprisingly, farmers' innovativeness hampers market innovation. Third, entrepreneurial intentions per se did not play a significant role in farmers' innovation. Fourth, the adapted measurement of risk-taking from the Western literature did not suit well the Ugandan coffee farming context.Research limitations/implicationsThese results lead to methodological implications for the measurement of farmers' risk-taking, innovative and proactive attitudes, as well as market innovation in rural Africa. Furthermore, they expand the role farmers' entrepreneurial orientation on product, process and market innovation in a rural African context.Originality/valueMulti-stakeholder platforms (MSPs) are often claimed to play an important role in stimulating farmers' innovation and enhancing rural development. Nevertheless, little is known yet on if why some farmers participating in MSPs may innovate more than others. This paper addresses this gap by shedding light on the role of farmers' entrepreneurial orientation.

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32

Silverman, Victoria. "Thomson Reuters innovation case study." Strategic HR Review 16, no. 5 (October 9, 2017): 216–21. http://dx.doi.org/10.1108/shr-07-2017-0047.

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Purpose The purpose of this case study is to demonstrate how you can generate employee enthusiasm through creative thinking and a campaign that drives engagement from the bottom up. Design/methodology/approach Creative solutions, engagement through early careers network, inclusion for all and democratizing the process. Findings Employees want to be engaged and feel like a part of the larger organization. If given the right opportunity, they will rise to the challenge and create a new momentum to drive innovation forward. Originality/value The campaign described was designed and implemented in-house.

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Blank, Rebecca M. "What Drives American Competitiveness?" ANNALS of the American Academy of Political and Social Science 663, no. 1 (December 10, 2015): 8–30. http://dx.doi.org/10.1177/0002716215600686.

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As productivity growth has slowed and wages have stagnated in the past decade, there is serious concern about the long-term competitiveness of the U.S. economy. This article discusses key factors that affect U.S. economic growth, including the number of workers, their skill level, and the level of innovation and investment in new ideas. There are limited prospects for growth in the number of workers, due to changes in age distribution, immigration, and women’s labor force participation. There has been a slow increase in worker skills in the United States, and there are opportunities for further growth in educational attainment. The role of innovation in developing new products and services that improve our wellbeing and drive productivity growth is a key driver of long-term growth, which means that the United States needs to stay at the front edge of basic and translational research. In recent decades, the preeminent U.S. position in the world economy has eroded as other countries have outstripped the United States in the growth of their educated workforce. At the same time, other countries have greatly increased their investments in basic research and innovation while U.S. investments have stalled. If the United States is to retain its long-term economic leadership, it must pay attention to policies that will enhance skills and innovation. The large public research university—an institution largely invented in the United States—has a key role to play.

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STOCK, RUTH MARIA, and NILS LENNART SCHNARR. "EXPLORING THE PRODUCT INNOVATION OUTCOMES OF CORPORATE CULTURE AND EXECUTIVE LEADERSHIP." International Journal of Innovation Management 20, no. 01 (January 2016): 1650009. http://dx.doi.org/10.1142/s1363919616500092.

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Corporate culture and top executives’ leadership behaviour both may drive firm innovativeness. However, resource constraints often force firms to specify one source to spread an innovation orientation. Innovation-oriented corporate culture reflects the values, norms, and artifacts shared by a large set of organisational members; conventional wisdom implies that it fosters innovativeness. In contrast, top executives’ leadership behaviour drives innovations from the top; its influence on product innovation outcomes remains uncertain. This study examines the relative impact of innovation-oriented corporate culture and top executives’ transformational leadership on new product frequency. In so doing, it complements the commonly applied resource-based perspective with an upper echelons perspective, emphasizing top executives as the most important predictors of the firm’s strategic actions. Relying on dyadic data from 136 top executives and 414 subordinates, the results show that an innovation-oriented corporate culture is more effective in enhancing the frequency of new product introductions than top executives’ transformational leadership.

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Steele, Joseph Rodgers, Ryan Kristopher Clarke, Elizabeth Priya Ninan, and Armeen Mahvash. "How payment reform drives innovation in interventional oncology." Journal of Clinical Oncology 31, no. 31_suppl (November 1, 2013): 276. http://dx.doi.org/10.1200/jco.2013.31.31_suppl.276.

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276 Background: Innovation has transformed healthcare; however, our current fee-for-service payment system can actually stifle creativity. When procedures are streamlined, fewer CPT codes may be charged, resulting in lower total reimbursement. Payment reform is necessary not only to control costs, but also to support constructive innovation. We describe how an innovative, lower reimbursed, technique of catheter-directed cancer therapy failed widespread acceptance in spite of being faster, safer and cheaper than the standard of care. Methods: Retrospective patient review was performed using the radiology information system and electronic health record. Medicare Part A and Part B payments were obtained from the Hospital Outpatient Prospective Payment System (HOPPS) for Harris County, Texas, and disposable supply costs were obtained from Premier Group Purchasing Organization. Results: From May 2008 to May 2013, 292 Yttrium-90 hepatic radioembolization procedures were performed for primary and metastatic disease. Eighty patients received the innovated balloon occlusion technique. This technique resulted in less fluoroscopy dose to the patient, faster procedure times, similar clinical outcome and a disposable cost savings of $1,138.72. However, because numerous procedure steps were avoided, the total average per-patient reimbursement was decreased by $8,044.05. Conclusions: Innovation that simplifies a procedure frequently obviates process steps that correspond to specific CPT codes. Hence, in a fee-for-service payment system, a faster, safer and cheaper option may result in fewer CPT codes and lower reimbursement, a disincentive that slows adoption. Our experience resulted in lost profit of over $8,000 per case for a total exceeding $640,000. Not surprisingly, this technique has not been widely embraced since we described it nearly two years ago. Conversely, a bundled payment model would have resulted in better aligned incentives, increased profit, and cost savings shared by patients, providers, and payers.

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Auciello, Orlando. "Diversity drives innovation, excellence, and new discoveries." MRS Bulletin 38, no. 8 (August 2013): 590–91. http://dx.doi.org/10.1557/mrs.2013.185.

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Jacob, Amanda. "Sustainability drives innovation at DSM Composite Resins." Reinforced Plastics 57, no. 4 (July 2013): 44–46. http://dx.doi.org/10.1016/s0034-3617(13)70128-0.

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Whyte, Barry. "Innovation drives success in Switzerland's biotech scene." Drug Discovery Today 10, no. 20 (October 2005): 1342–45. http://dx.doi.org/10.1016/s1359-6446(05)03605-6.

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Taalbi, Josef. "What drives innovation? Evidence from economic history." Research Policy 46, no. 8 (October 2017): 1437–53. http://dx.doi.org/10.1016/j.respol.2017.06.007.

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Callander, Steven, Nicolas Lambert, and Niko Matouschek. "Arrow Meets Hotelling: Modeling Spatial Innovation." AEA Papers and Proceedings 111 (May 1, 2021): 538–43. http://dx.doi.org/10.1257/pandp.20211051.

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We combine a spatial model of innovation with Hotelling's model of competition. Innovations are vertically and also horizontally differentiated. Potential innovators choose not only whether to innovate but also how to innovate. The bolder they are with a new product, the riskier is the outcome but the softer will be the resulting market competition with existing products. We use the model to explore the interaction of competition and innovation and address several classic questions. The recurring finding is that increased market competition drives not only more innovation but more novel and riskier innovation that offers a higher chance of breakthrough outcomes.

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Jones, Graham, Bernardita Chirino Chace, and Justin Wright. "Cultural diversity drives innovation: modeling in the global pharmaceutical industry." International Journal of Innovation Science 13, no. 2 (February 8, 2021): 133–44. http://dx.doi.org/10.1108/ijis-06-2020-0087.

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Purpose The innovative capacity of an organization is typically realized through unit-level teams. Previous studies correlate innovation performance with cultural diversity of teams, but note that team dynamics need to be optimized to derive maximum benefit. Herein, this study offers an assessment of available team building instruments through the lens of diverse innovation teams. In a demonstration project in the pharmaceutical industry, this study then outlines specific tools and approaches which can be successfully deployed through team coaching and mentoring. Design/methodology/approach A cluster of nine innovation teams with varying degrees of cultural diversity was provided with assessment and management instruments which had been identified and field tested by a mentoring team. Content included cultural awareness tools, innovation team profiling methods and Team Science (SciTS) ideology. Teams were funded, coached and mentored through a six-month performance period and assessed at regular intervals. Findings Team assessments provided correlations between performance (measured by project completion and new intellectual property generated) and diversity together with wealth of information on intra-team culture and dynamics. Concrete recommendations from the study include adoption of appropriate communication standards to promote inclusivity, use of SciTS operational tracking metrics to enhance engagement, use of the FourSight group profiling methodology and cultural quotient scale cultural awareness instruments at team-forming stage to promote effective dynamics and enhance inclusivity. Practical implications Cultural diversity has a positive impact on innovation teams. This said, for maximum benefit cultural awareness of team members should be optimized to avoid unintended conflicts developing. Such issues can be exacerbated when teams are deployed remotely and preventative measures should be established. These issues became of heightened significance as a result of telecommuting imposed by the COVID-19 pandemic and have longer-term implications, as corporations consider global air travel reduction through environmental concerns. A tracking tool is described to monitor team engagement and promote inclusivity. It is expected that the learnings can influence how teams can best form, normalize and operate within corporate innovation programs and form the basis of long-term impact studies. Originality/value This represents the first systematic study on the impact of cultural diversity and team dynamics within innovation programs in the pharmaceutical industry. The tools and methodologies deployed are widely available and can be adopted by innovation teams in many adjacent industries with established innovation ecosystems.

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Lewandowska, Lucyna. "Venture Capital and Business Angels and the Creation of Innovative Firms in Poland." Comparative Economic Research. Central and Eastern Europe 14, no. 1 (July 25, 2011): 41–59. http://dx.doi.org/10.2478/v10103-011-0003-5.

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The article discusses innovations as a strategic instrument that makes firms and the economy more competitive and drives GDP growth. It shows that their creation is determined by the micro- and macroeconomic factors, including the technical, institutional, legislative and capital infrastructure, etc., that comprise the business environment. Special attention is given to private equity and venture capital funds and business angels that are the most interesting types of investors funding risky innovation projects. As well as making funds available, they offer their knowledge, know-how, business contacts and active involvement in the Project they decide to fund. Their nature makes them a perfect vehicle, capable of both stimulating innovation activity and earning relatively high rates of return on the investors’ capital. The article also points out that conditions fostering further development of the described types of entrepreneurship and innovation financing and a dynamic environment generating innovative capacity should be created.

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Vo-Thai, Huy-Cuong, Trinh-Hoang Hong-Hue, and My-Linh Tran. "Technological- and Non-Technological Innovation During the Growth Phase of Industry Life Cycle: An Evidence From Vietnamese Manufacturing Enterprises." SAGE Open 11, no. 3 (July 2021): 215824402110321. http://dx.doi.org/10.1177/21582440211032169.

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In the context of Industrial 4.0, Vietnam has emerged to play a critical role in the global supply chain while facing intense competition and fast changes. However, what drives manufacturing enterprises in Vietnam to innovate themselves and how well they perform in coping with business obstacle remains one of the central questions in the extent of studies. Therefore, this research primarily attempts to establish how innovation investment and obstacles affect technological and non-technological innovations, especially in the growth phase of the industry life cycle (ILC), with an analysis of available data obtained from the General Statistics Office of Vietnam and World Bank Enterprise Survey data with the use of descriptive statistics and regression analysis. The outcome of this article highlights that researchers and practitioners should consider the importance of the industry life cycle in the choice of technological or non-technological innovation through third significant contributions. First, the innovation investment is driven by R&D, and formal training enables both technological- and non-technological innovation. Second, the innovation obstacle related to finance, policy, competition, and regulation directly impacts the choice of innovation activities. Third, this study demonstrates that the firm’s engagement in technological- and non-technological innovation in line with innovation investment can help maintain successful post-innovation performance.

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AARSTAD, JARLE, OLAV ANDREAS KVITASTEIN, and STIG-ERIK JAKOBSEN. "WHAT DRIVES ENTERPRISE PRODUCT INNOVATION? ASSESSING HOW REGIONAL, NATIONAL, AND INTERNATIONAL INTER-FIRM COLLABORATION COMPLEMENT OR SUBSTITUTE FOR R&D INVESTMENTS." International Journal of Innovation Management 23, no. 05 (May 29, 2019): 1950040. http://dx.doi.org/10.1142/s1363919619500403.

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We study whether regional, national, and international inter-firm collaboration complement or substitute for enterprise R&D investments as drivers of product innovation. Analysing a large-scale dataset of 6,584 Norwegian enterprises, we find that for enterprises without R&D investments, regional collaboration, in particular, has a positive innovation effect. Unsurprisingly, R&D investments also have a positive innovation effect, but more interestingly; for enterprises with R&D investments, international collaboration has an additive effect, whereas regional and national collaboration have no effect. The findings imply that regional collaboration, in particular, substitutes for enterprise R&D investments as a driver of product innovation, whereas international collaboration has an additive and complementary effect. We moreover find that in particular enterprises with R&D investments, but without international collaboration, are more innovative the smaller they are. Conversely, enterprises with R&D investments have a stronger innovation effect from international collaboration the larger they are.

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Grigorescu, Adriana, Monica Mihaela Maer-Matei, Cristina Mocanu, and Ana-Maria Zamfir. "Key Drivers and Skills Needed for Innovative Companies Focused on Sustainability." Sustainability 12, no. 1 (December 21, 2019): 102. http://dx.doi.org/10.3390/su12010102.

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Sustainable innovation at a company level drives economic, environmental and social improvement at a national level. Recent evidence has shown that businesses have increased the managerial attention and investments dedicated to sustainability. This paper aims to identify the most important drivers supporting companies to develop innovation activities oriented towards making the business models more sustainable. We explore microdata from the 2016 Innobarometer “EU Business Innovation Trends” (Flash Eurobarometer 433), covering 8635 companies from 29 countries. Using statistical classification methods, we identify the most important factors that are related to innovation activities that have the potential to shape the efficiency of raw material usage and environmental protection. The most relevant factors emphasized by our analysis are: innovation performance of the country (innovation), percentage of the company turnover invested in innovation activities, percentage of total turnover invested in acquisition of machines, equipment, software or licenses, percentage of total turnover invested in company reputation and branding, including web design, percentage of total turnover invested in software development.. Also, our analysis highlights the skills that are needed the most by companies in order to support their innovation activities targeting sustainability. Our results are useful for better understanding the attention that is given to sustainability by innovative companies, and what the main factors that boost innovation dedicated to sustainability are.

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Zizlavsky, Ondrej, and Nikola Janickova. "The Role of Innovation in Small and Medium-Sized Family Firms: A Literature Review." Archives of Business Research 9, no. 5 (June 2, 2021): 102–20. http://dx.doi.org/10.14738/abr.95.10221.

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This article builds on existing family business research conducted worldwide and embeds the research results in the Czech context to portray the Czech Republic as a critically important context for extending our knowledge on important family firms’ topics. In this article, we present a systematic review and integration of 69 articles published in peer-reviewed journals by Elsevier, Emerald, Wiley and others from 2015 to 2021 in order to answer two research questions: what is the role of innovation in SME family firms and what drives the innovation in family firms? Specifically, the content of the article discusses the new definition of family firm in the Czech Republic; the relationship between innovation and family firm growth; and some contextual factors that might affect the innovations in the Czech SME family firms: ability and willingness paradox, socioemotional wealth, and familiness. The insights of this review are used to develop suggestions for future research in setting the value of family firm where innovation can play an essential role as one of the core value drivers.

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Castillo Apraiz, Julen, and Jesús Matey de Antonio. "The mediating role of personnel training between innovation and performance: Evidence from the German pharmaceutical industry." Cuadernos de Gestión 20, no. 3 (November 27, 2020): 41–52. http://dx.doi.org/10.5295/cdg.180990jc.

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Purpose – The need for companies to become more innovative has never been greater, because innovation helps them deal with a turbulent environment by providing them a sustainable competitive advantage. In this sense, it has been generally accepted that a successful innovative environment requires a welltrained work force. Nevertheless, the literature showing how personnel training drives the innovationperformance relationship in industries where innovation is a key factor is scarce, especially in high-tech industries such as the pharmaceutical industry. Thus, we build upon existing studies to contribute to the innovation and training-related literature by considering the latter as a mediating variable between innovation and business performance. Hence, we aim to assess the impact of innovation on performance, and bring new insights into the innovation-performance link by including training as a variable that drives the aforementioned relationship. Design/methodology – We apply the partial least squares structural equation modeling technique to a sample of German pharmaceutical firms. The data were collected in mid-2014 by means of a computerassisted telephone interviewing (CATI) procedure. As a result, 200 valid responses were obtained from CEOs. Findings – First, this study demonstrates that both innovation and personnel training have a significant, positive impact on performance. Second, the results suggest that training personnel does indeed positively mediate the innovation-performance link. Hence, our study helps explain how innovation effectively translates into greater levels of performance. Originality / value – We answer calls to clarify about the innovation-personnel training relationship to generate greater levels of performance in turbulent environments. Furthermore, we assess this fact in the pharmaceutical industry, where paradoxically there is a lack of studies within the aforementioned framework.

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Mattsson, Lars-Gunnar, and Per Andersson. "Private-public interaction in public service innovation processes- business model challenges for a start-up EdTech firm." Journal of Business & Industrial Marketing 34, no. 5 (June 3, 2019): 1106–18. http://dx.doi.org/10.1108/jbim-10-2018-0297.

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PurposeContemporary public service innovations to an important degree are initiated and enabled by digitalization. Digitalization stimulates entry of new firms (start-ups) based on innovative implementation of digital technology for public services. The interwoven digitalization and innovation processes involve interaction and interdependencies between private business actors and public service providing actors. In this paper, the authors take the perspective of a start-up business actor that tries to develop and implement a viable business model in the very dynamic context of digital transformation of public education. The purpose of this paper is to analyze how the instability of a startup firm’s business model during public service innovation can be explained. The research question is: “How can business modeling by a start-up firm be explained by tensions between its business model and public service provision models?”Design/methodology/approachBased on an abductive logic, the authors choose a single-case study of a start-up firm’s development in 2010-2018 and its interaction with public actors. Information about the firm acquired in the first phase of the study showed that it frequently changed its business model. A general analytical framework was developed to aid in efforts to answer the research question.FindingsThe case showed that a business model could be seen as a temporary outcome of a business modeling process, and that also concurrently public actors change their public actors’ service provisioning models. Public-private interaction reveals tensions that drive business modeling.Originality/valueThe study contributes to empirical knowledge about private-public interaction in the dynamic and complex context in which digital transformation in society drives public service innovations. The conceptual contribution rests more generally in the analytical framework and how it frames public actor’s “service provision modeling” as a driver of business modeling.

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Mervis, J. "AUSTRALIA: Science Minister Drives Push to Strengthen Innovation." Science 320, no. 5883 (June 20, 2008): 1576. http://dx.doi.org/10.1126/science.320.5883.1576.

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Greer, Melvin, and Manuel Rodriguez-Martinez. "Autonomic Computing Drives Innovation of Energy Smart Grids." Procedia Computer Science 12 (2012): 314–19. http://dx.doi.org/10.1016/j.procs.2012.09.077.

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