Статті в журналах: "Innovation"

1

Nierenberg, Andrew A. "Innovating Innovation." Psychiatric Annals 48, no. 6 (June 1, 2018): 262. http://dx.doi.org/10.3928/00485713-20180510-02.

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LaFrance, David B. "Innovating Innovation." Journal - American Water Works Association 110, no. 8 (July 31, 2018): 10. http://dx.doi.org/10.1002/awwa.1132.

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3

Mamajanov, Ikramjon. "INNOVATION AND INNOVATIVE ACTIVITY IN EDUCATION." CURRENT RESEARCH JOURNAL OF PEDAGOGICS 02, no. 09 (September 30, 2021): 101–5. http://dx.doi.org/10.37547/pedagogics-crjp-02-09-23.

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This article is focused on the meaning and content of innovation and innovative activity and the descriptions given to them by Uzbek scientists and scientists from foreign countries. Besides that the article comprises different opinions and approaches on the descriptions, attitudes articles given to “Innovation” and “Innovative activity” in the framework of the laws on “Innovative activity”, “Education” and “Science and scientific activity”.

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Mamajanov, Ikramjon. "INNOVATION AND INNOVATIVE ACTIVITY IN EDUCATION." CURRENT RESEARCH JOURNAL OF PEDAGOGICS 02, no. 09 (September 30, 2021): 101–5. http://dx.doi.org/10.37547/pedagogics-crjp-02-09-23.

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This article is focused on the meaning and content of innovation and innovative activity and the descriptions given to them by Uzbek scientists and scientists from foreign countries. Besides that the article comprises different opinions and approaches on the descriptions, attitudes articles given to “Innovation” and “Innovative activity” in the framework of the laws on “Innovative activity”, “Education” and “Science and scientific activity”.

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5

Lichtenthaler, Ulrich. "Toward an innovation-based perspective on company performance." Management Decision 54, no. 1 (February 8, 2016): 66–87. http://dx.doi.org/10.1108/md-05-2015-0161.

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Purpose – The purpose of this paper is to suggest an innovation-based perspective on company performance and develops a conceptual framework. Design/methodology/approach – This is a research paper, which builds on prior theoretical and empirical management research. Findings – The innovation-based view is grounded in interfirm differences in innovation, and it underscores the opportunities to achieve sustainable superior firm performance by innovating internally besides the increasing trend toward open innovation. The innovation-based perspective goes beyond many firms’ focus on product innovation by examining its interdependencies with other essential first-order innovations such as service, process, business model, and management innovations. The innovation-based perspective further addresses the dynamic and intertemporal transformation of innovation activities based on second-order innovations, which provide a more realistic view of organizations’ innovation over time. This transformation affects organizational boundaries and how a firm sustains superior performance. Originality/value – The innovation-based view revises extant approaches to competition and firm boundaries. The new arguments help to reconcile inconsistent earlier findings, and they deepen the understanding of interfirm differences in innovation and performance.

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6

Nursyamsiah, Siti, and Saiful Hidayat. "PENGARUH SUMBER PENGETAHUAN EKTERNAL TERHADAP TYPE INOVASI : SEBUAH TINJAUAN BERBASIS PELAKU PASAR DAN SCIENCE BASED ACTORS (STUDI EMPIRIS PADA UMKM DI YOGYAKARTA)." Holistic Journal of Management Research 3, no. 1 (June 25, 2020): 47–62. http://dx.doi.org/10.33019/hjmr.v3i1.1826.

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The research aims to determine the influence of external knowledge sources based on market actors and science actors on the types of innovations including product innovation, process innovation, market innovation and organizational innovation in innovating SMEs food and beverage at D. I Yogyakarta. This research is based on 60 samples obtained from the dissemination of questionnaires directly and through Google form. To analyzed data, this study utilized a logistic regression model with SPSS 23. The findings show that the external knowledge source of market base actors has significant effect on 4 types of innovation. However, the best prediction is shown in Model 1 that is market base actors to product innovation. While analysis of external knowledge sources of Science based actors shows there is no influence on 4 types of innovations, either on models 1 to model 4. Analysis of the control variables also showed no significant influence on innovation. Therefore, the age difference and size of the company in SMEs are not important factors in innovating. The results of this study contribute to the development of innovation in SMEs.

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7

Bangerl, Mia, Sebastian Dennerlein, Katharina Maitz, Marie Nitschke, Martin Ebner, and Viktoria Pammer-Schindler. "Supporting Sustainable and User-Oriented Educational Technology Innovation with the University Innovation Canvas." Education Sciences 14, no. 5 (May 13, 2024): 528. http://dx.doi.org/10.3390/educsci14050528.

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Innovating higher education teaching and learning is challenging due to structural, cultural, and resource-related reasons, and research indicates that university innovation benefits from a bottom-up approach as well as strategic alignment with university objectives. In this paper, we investigate such bottom-up innovation processes within higher education as supported by a specific tool: the University Innovation Canvas (UIC). Adapted from the Business Model Canvas and Lean Canvas, the UIC is designed to promote educational technology innovation and foster alignment of the innovation process with strategic objectives of the university: namely, sustainability and user orientation. An evaluation of the UIC based on interview and questionnaire data shows that its usage differs between innovation teams (on paper vs. digital, individual vs. collaborative, co-located vs. remotely, and synchronous vs. asynchronous). UIC usability is linked with these differences and with teams’ experience in realizing innovations. Overall, the UIC is perceived to be useful by (particularly, less-experienced) innovation teams and is successful at supporting sustainable and user-oriented innovations, as 14/15 innovations are still in use after up to four years since completion. To maximize its potential, more effort needs to be devoted to improving understanding of the UIC and supporting different workflows of innovation teams in the future.

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8

Reeves, Martin, and Kevin Whitaker. "Innovating Management Innovation." Strategic Management Review 3, no. 1 (2022): 157–67. http://dx.doi.org/10.1561/111.00000040.

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9

Yan, Zhenjun, Xinyan Wu, Jing Li, and Bingqing Liang. "Competition and Heterogeneous Innovation Qualities: Evidence from a Natural Experiment." Sustainability 14, no. 13 (June 21, 2022): 7562. http://dx.doi.org/10.3390/su14137562.

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Innovations differ substantially in their qualities, from major breakthroughs to small incremental refinements. What is the relationship between product market competition and the quality of innovations? We develop a model where competition encourages high-quality firms to innovate but discourages low-quality firms from innovating and examine the impact of competition on the quality of innovations, taking the implementation of the negative list system for market access in China as a natural experiment. It is found that competition has twofold impacts on the incentives of innovation and that competition improves the overall innovation quality through the improvement of innovation resource allocation. More competition implies a higher elasticity of substitution, leading to stronger incentives for innovation. Meanwhile, competition also decreases industry profits and increases the cost of innovation, which reduces the expected return on innovation, resulting in fewer incentives for innovation. The findings suggest that while R&D subsidies increase aggregate R&D investment, they encourage the survival and expansion of low-quality firms at the expense of high-quality firms and lead to misallocation of R&D resources, resulting in the decline of overall innovation qualities.

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10

Romanovskyi, Oleksandr O., Yuliia Yu Romanovska, Oleksandra O. Romanovska, and Mokhamed El Makhdi. "Higher education innovatics: management of innovation in the sphere of higher education and science." Journal of Social transformation and Education 2, no. 2 (September 2, 2021): 47–76. http://dx.doi.org/10.54480/jste.v2i2.37.

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The purpose of the article is the development of the concept and fundamentals of the innovatics of higher education, further development, and improvement of higher education innovatics, the definition of directions, and management of innovations in the field of higher education and science. Higher education innovatics, proposed by the authors, studies and summarizes theoretical issues and practices of implementing and managing innovation activities of higher educational institutions, scientific institutions, organizations and management bodies associated with the higher education system. This article analyzes innovative changes in the higher education system caused by the environment of academic capitalism. Among them: basic issues of the organizational theory of higher education innovatics; analysis of the direction and impact of innovation processes in the field of higher education and science on the objects and subjects of innovative transformations; the role of the state in the management of innovation activities in the field of higher education and science; types of innovations in the higher education system that can lead to innovative changes; innovations of economic and market type in higher education; innovations of organizational type in the higher education sphere; innovations of educational and pedagogical type in the system of higher education; means and tools for innovation management in education; problems of the forced or emergency distance learning, etc.Innovative activity in the field of higher education and science leads to serious innovative transformations both in the entire field of higher education and science, and in its subjects – universities, research institutes, and related organizations and institutions.

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11

Smeekes, Hans. "Innovations. The innovation program." Leadership in Action 6, no. 3 (July 6, 2007): 9–10. http://dx.doi.org/10.1002/lia.4070060304.

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12

Wikhamn, Wajda, John Armbrecht, and Björn Remneland Wikhamn. "Innovation in Swedish hotels." International Journal of Contemporary Hospitality Management 30, no. 6 (June 11, 2018): 2481–98. http://dx.doi.org/10.1108/ijchm-06-2017-0323.

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PurposeThe purpose of this paper is to assess innovation in the hotel sector in Sweden and to investigate how structural and organizational factors influence hotel’s likelihood of producing service/product, process, organizational and marketing innovations.Design/methodology/approachThis paper is based on responses from 174 hotels with membership in the Swedish hotel association. Responses were collected via a web-based survey.FindingsThis paper provides insights about the nature and extent of innovations in the hotel sector. Although traditionally considered rigid and non-innovative, around half of the responding hotels produced at least one type of innovation. Most common are service/product and marketing innovations. A hotel’s likelihood of innovating depends largely on structural independence (non-chain), having an explicit innovation strategy and investing in non-traditional R&D.Research limitations/implicationsBecause of the chosen design (convenience sampling), the results of this paper may lack generalizability. Therefore, future research is encouraged to test the hypotheses further.Practical implicationsManagers in the hospitality industry can influence the production of innovations in the hotel sector. By promoting flexibility, defining and communicating an innovation strategy, and engaging in non-traditional R&D activities, practitioners can better respond to the changing business environment.Originality/valueThis paper presents a systematic, and internationally recognized, method for assessing four types of innovation in the hotel sector. Its originality stems also from its approach to investigating how key structural and organizational factors, when considered in the same analysis, predict service/product, process, organizational and marketing innovations.

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13

Thomson, Ross. "The Continuity of Innovation: The Civil War Experience." Enterprise & Society 11, no. 1 (March 2010): 128–65. http://dx.doi.org/10.1017/s1467222700008582.

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Capitalist development involves ongoing technological changes in which a series of innovations develop and diffuse.Wars and other discontinuities periodically break the process, thwarting some innovations and generating others. Wartime experience hence illuminates the question of whether innovation responds to the changing economic environment or maintains earlier directions. The paper examines the roles of peacetime factors and wartime dislocations in the development of three Civil War innovations, firearms, shoe mechanization, and petroleum. Using patent data, government procurement records, and selected firm records to compare antebellum and wartime activities, I argue for the continuity of innovation in its content and in the occupation, network status, and location of patentees. Wartime innovation evolved out of antebellum firms, networks, and inventors. It drew on machinists, engineers, and applied scientists to transfer critical antebellum capabilities into innovating sectors. The war accelerated innovations in firearms and shoe mechanization and may have slowed petroleum innovation. Whereas the North continued antebellum innovation processes during the war, the South, with little capability in any of the sectors, was unable to innovate successfully even when military need was strong.

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14

Baruk, Jerzy. "Innovations, Innovation Culture and Innovation Level of Industrial Enterprises." Gospodarka Narodowa 180, no. 11-12 (November 25, 2002): 78–94. http://dx.doi.org/10.33119/gn/113872.

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15

Krlev, Gorgi. "Innovating Beyond: Social Innovation as Extra-Organizational Innovation." Academy of Management Proceedings 2020, no. 1 (August 2020): 19929. http://dx.doi.org/10.5465/ambpp.2020.19929abstract.

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16

SCHNEIDER, SABRINA, and PATRICK SPIETH. "BUSINESS MODEL INNOVATION: TOWARDS AN INTEGRATED FUTURE RESEARCH AGENDA." International Journal of Innovation Management 17, no. 01 (February 2013): 1340001. http://dx.doi.org/10.1142/s136391961340001x.

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Motivated by the high ubiquity of the term "business models" and its increasing proliferation in terms of the transition from a measure to commercialise innovations to the subject of innovations, this paper provides a systematic review of extant academic literature on business model innovation. The particular characteristics of business model innovation are discussed and three distinct research streams addressing prerequisites, process and elements, and effects of business model innovation are identified. A tentative theoretical framework emphasising the need to distinguish between developing and innovating business models as well as to apply an entrepreneurial perspective for further research on business model innovation is proposed. An integrated research agenda emphasising the need to further enhance our understanding of the process and elements of business model innovation as well as its enablers and effects in anticipation and response to increasing environmental volatility is suggested.

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17

de Jong, Jeroen P. J. "Surveying innovation in samples of individual end consumers." European Journal of Innovation Management 19, no. 3 (August 8, 2016): 406–23. http://dx.doi.org/10.1108/ejim-09-2015-0093.

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Purpose – Rather than businesses, individual end consumers may develop innovations for themselves. Innovating consumers generally do not protect their innovations with intellectual property rights and may be generally available – a phenomenon recently coined as “free innovation” (von Hippel, 2016). The purpose of this paper is to take stock of how innovation by individual consumers has been measured, and to propose a survey procedure for future studies of consumer innovation. Design/methodology/approach – The author provides a literature review of how innovation by individual end consumers has been measured, and reports on a pilot study conducted in Finland to improve and standardize the measurement of consumer innovation. Findings – The survey procedure includes up to six steps which can be tailored to specific research purposes. Originality/value – The procedure will enable better international/cross-study comparisons and an efficient collection of data.

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Morrison, Pamela D., John H. Roberts, and Eric von Hippel. "Determinants of User Innovation and Innovation Sharing in a Local Market." Management Science 46, no. 12 (December 2000): 1513–27. http://dx.doi.org/10.1287/mnsc.46.12.1513.12076.

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It is known that end users of products and services sometimes innovate, and that innovations developed by users sometimes become the basis for important newcommercial products and services. It has also been argued and to some extent shown that such innovations will be found concentrated in a “lead user” segment of the user community. However, neither the characteristics of innovating users nor the scope of the community that they “lead” has been explored in depth. In this paper, we explore the characteristics of innovation, innovators, and innovation sharing by library users of OPAC information search systems in Australia. This market has capable users, but it is nonetheless clearly a “follower” with respect to worldwide technological advance. Wefind that 26% of users in this local market nonetheless do modify their OPACs in both major and minor ways, and that OPAC manufacturers judge many of these user modifications to be of commercial interest. We find that we can distinguish modifying from nonmodifying users on the basis of a number of factors, including their “leading-edge status” and their in-house technical capabilities. We find that many innovating users freely share their innovations with others, and find that we can distinguish users that share information about their modifications from users that do not. We conclude by considering some implications of our findings for idea generation practices in marketing.

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Boucher, Elodie. "INNOVATIVE LEADERSHIP: NAVIGATING THE PATH OF OPEN INNOVATION MANAGEMENT." International Journal of Economics Finance & Management Science 09, no. 01 (January 2, 2024): 06–11. http://dx.doi.org/10.55640/ijefms-9146.

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This research delves into the realm of managerial innovation, specifically focusing on the art of open innovation management. Titled "Innovative Leadership: Navigating the Path of Open Innovation Management," the study explores how leaders can effectively steer their organizations through the complexities of open innovation. Drawing on a blend of theoretical frameworks, case studies, and practical insights, the research aims to decipher the strategies and approaches that propel successful open innovation initiatives. The findings contribute to the evolving landscape of leadership in the context of fostering innovation through open collaboration.

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TORUGSA, NUTTANEEYA (ANN), and WAYNE O’DONOHUE. "MANAGING KNOWLEDGE-RELATED BARRIERS TO TECHNOLOGICAL INNOVATION THROUGH EXPLOITATIVE AND EXPLORATIVE ORGANISATIONAL STRATEGIES." International Journal of Innovation Management 23, no. 04 (May 2019): 1950035. http://dx.doi.org/10.1142/s136391961950035x.

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This study uses data from a sample of 31,948 European innovating firms to examine the impact that knowledge-related barriers to technological innovation have on the link between the level of such innovation and firm performance, and, to investigate the role of “exploitative” and “explorative” organisational strategies in moderating such impact. Exploitative strategies are measured by the level of organisational innovations, and exploratory strategies are measured by the level of methods for fostering workplace creativity. Using moderated hierarchical regression, the results reveal a negative effect of the interaction between technological innovation and related knowledge constraints on firm performance. They also reveal that the negative interaction effect becomes positive at high levels of organisational innovations and creativity-fostering methods. The study findings thus indicate the need for managers of technologically innovative firms to implement both exploitative and explorative organisational strategies. Doing so could help minimise the negative effects of knowledge-related barriers to technological innovation, and in turn promote innovation-based competitiveness and business success.

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Berkhout, A. J., Dap Hartmann, Patrick Van Der Duin, and Roland Ortt. "Innovating the innovation process." International Journal of Technology Management 34, no. 3/4 (2006): 390. http://dx.doi.org/10.1504/ijtm.2006.009466.

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Litelcoque, Esa. "Innovating innovation, my infundibular." Journal of Family Planning and Reproductive Health Care 35, no. 4 (October 1, 2009): 255. http://dx.doi.org/10.1783/147118909789587222.

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23

Pantano, Eleonora. "Benefits and risks associated with time choice of innovating in retail settings." International Journal of Retail & Distribution Management 44, no. 1 (January 11, 2016): 58–70. http://dx.doi.org/10.1108/ijrdm-03-2015-0047.

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Purpose – The innovation success requires a deep understanding of risks and benefits of the process, as well as of the best moment for innovating. The purpose of this paper is to explore the current retailers’ choice of innovating in terms of being the first innovator imitating competitors’ innovations, by declining the benefits and risks associated with the both strategies. Design/methodology/approach – Building on qualitative data from retail industry, with emphasis on fashion (including clothes, jewelry, and accessories), the investigation provides an empirical contribution to the emerging area on innovation management in retailing through its in-depth investigation of the strategies of eight case retailers who introduced technological innovations in the last three years, and by mapping the patterns between strategy and outcomes. Findings – The analysis revealed how pioneers and followers acted their strategies for achieving benefits and reducing the encountered risks. In particular, findings identify to what extend pioneers act according the technology push and followers according to the demand pull. Originality/value – The research starts from the definition of the time choice of innovating, and the subsequent choice of being the first innovation adopter or the imitator. The insights support scholarly exploration of innovation management by offering a new marketing management perspective, and providing practitioners with a better understanding on the time choice for innovating in retailing and also in broader empirical settings.

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Kim, Tohyun, and Mooweon Rhee. "Innovating More Each Day and Every Day: A Confucian Learning Approach to Innovation in the Case of Astronomical Innovations in Fifteenth-Century Korea." Korean Academy of Management 31, no. 1 (February 28, 2023): 103–33. http://dx.doi.org/10.26856/kjom.2023.31.1.103.

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Although the question of whether Confucianism impedes or facilitates innovation has long been debated, the mechanisms through which Confucian values influence innovation have been less frequently examined. Given that many East Asian firms today still operate under the influence of Confucian values, understanding these mechanisms can help them foster innovation more effectively. In this paper, we investigate the astronomical innovations made in fifteenth-century Korea under King Sejong, to understand how Confucian values promoted by the Zhongyong can foster organizational learning and innovation. King Sejong and his team of officials devoted substantial efforts and resources to the invention of astronomical instruments and calendrical systems, achieving remarkable developments that often surpassed Chinese antecedents. These innovations were achieved in the midst of dynamic alternations between exploitation and exploration, which were propelled by adherence to the doctrine of Zhongyong—practice, sincerity, and perseverance. In this doctrine, practice motivates learning; sincerity furthers learning; perseverance sustains learning; and together they enable substantive learning that overcomes learning myopia and transcends the boundary between exploitation and exploration. Without sincere and persistent effort to practice what is learned, selfish and myopic desires lead the actors into success or failure traps, preventing them from achieving balance and harmony between exploitation and exploration. Our findings identify the managerial implications from these Confucian values which can help firms overcome conservatism and pursue true innovation each and every day.

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Heidhues, Paul, Botond Kőszegi, and Takeshi Murooka. "Exploitative Innovation." American Economic Journal: Microeconomics 8, no. 1 (February 1, 2016): 1–23. http://dx.doi.org/10.1257/mic.20140138.

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We analyze innovation incentives when firms can invest either in increasing the product's value (value-increasing innovation) or in increasing the hidden prices they collect from naive consumers (exploitative innovation). We show that if firms cannot return all profits from hidden prices by lowering transparent prices, innovation incentives are often stronger for exploitative than for value-increasing innovations, and are strong even for non-appropriable innovations. These results help explain why firms in the financial industry (e.g., credit-card issuers) have been willing to make innovations others could easily copy, and why these innovations often seem to have included exploitative features. (JEL D21, G21, L11, L25, O31)

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Blagojevic, Marija, Zivadin Micic, and Momcilo Vujicic. "Cluster analysis of knowledge sources in standardized electrical engineering subfields." Serbian Journal of Electrical Engineering 13, no. 3 (2016): 405–22. http://dx.doi.org/10.2298/sjee1603405b.

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The paper presents a cluster analysis of innovation of knowledge sources based on the standards in the field of Electrical Engineering. Both local (SRPS) and global (ISO) knowledge sources have been analysed with the aim of innovating a Knowledge Base (KB). The results presented indicate a means/possibility of grouping the subfields within a cluster. They also point to a trend or intensity of knowledge source innovation for the purpose of innovating the KB that accompanies innovations. The study provides the possibility of predicting necessary financial resources in the forthcoming period by means of original mathematical relations. Furthermore, the cluster analysis facilitates the comparison of the innovation intensity in this and other (sub)fields. Future work relates to the monitoring of the knowledge source innovation by means of KB engineering and improvement of the methodology of prediction using neural networks.

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Imomoh, Egbert. "Innovation: Innovations in Subsea Completions." Journal of Petroleum Technology 65, no. 07 (July 1, 2013): 14–15. http://dx.doi.org/10.2118/0713-0014-jpt.

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Aniram, Fred M. "INNOVATIONS: Managing innovation and innovators." College & Research Libraries News 48, no. 10 (November 1, 1987): 631–34. http://dx.doi.org/10.5860/crln.48.10.631.

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Mukhiyayeva, D., A. Kabikenov, and M. Nurkenova. "State of the innovation investment and innovation management in SMES of Kazakhstan." ECONOMIC Series of the Bulletin of the L.N.Gumilyov ENU, no. 2 (June 28, 2024): 201–16. http://dx.doi.org/10.32523/2789-4320-2024-2-201-216.

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Innovations have recently become one of the indicators of the commercial success of the companies. This phenomenon is taking place due to a rapid development of new technologies and their effect on competition between the companies. The main purpose of the present paper is to investigate the current state of the innovation activity and innovation management among small and medium enterprises of the Republic of Kazakhstan. To achieve the aim of the paper, a qualitative analysis of interviewing 100 SMEs representatives has been conducted. The principal findings indicate of the following commonalities. The level of revenue and the innovation activity were not directly connected for the respondent businesses. The representatives had limited understanding of the innovation types and areas of application. After the briefly educating the respondents, the authors have found significant changes in attitudes towards investing into innovations. The value of the present paper is connected with the practical significance of increasing the innovational activity of the SMEs of Kazakhstan. Moreover, the study can be replicated for other developing Central Asian countries to find out whether the phenomenon is connected with regional features. As for the practical implications, the paper can be used to develop governmental and private educational programs as a part of supporting the SME activity or a part of vocational training.

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Abegg Ceolin, Michelli Julhian, Fernando Damke, Elizandra Da Silva, Ronaldo Bulhões, and Marcelo Roger Meneghatti. "Inovação em tempos de pandemia: o caso de uma indústria de transformação da construção civil." International Journal of Innovation 11, no. 1 (March 13, 2023): e21862. http://dx.doi.org/10.5585/2023.21862.

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Objective of the study: Highlight the innovations achieved in the pandemic period by a transformation industry that supplies products for civil construction.Originality/Relevance: Qualitatively describes how innovations are carried out based on the innovation radar in an industry at an adverse time of a pandemic.Methodology/Approach: It is characterized as a technical, descriptive, qualitative report through content analysis.Main results: The results showed that the industry was directly affected by the lack of raw material during the pandemic period, and found solutions by innovating, mainly in the dimensions supply, solutions, value addition, organization, supply chain, and processes.Contribution: As contributions of the study, information related to the business environment aimed at innovation in times of crisis and in the covid-19 world pandemic was pointed out, and the advance in measuring business innovations in a qualitative way using the innovation radar tool.

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Sudar Sudar. "Pengaruh Kepribadian Proaktif dan Motivasi Berprestasi Terhadap Inovasi Guru Sekolah Minggu Buddha Se-Propinsi DKI Jakarta." Dhammavicaya : Jurnal Pengkajian Dhamma 7, no. 1 (July 20, 2023): 24–38. http://dx.doi.org/10.47861/dhammavicaya.v6i1.370.

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Learning innovation requires teacher attention to achieve optimal student learning outcomes. A professional teacher is expected to be able to carry out learning innovations that are manifestasi in his tasks everyday, both in lesson planning, implementation of the learning process to evaluation activities. This study aims to examine the effect of proactive personality on SMB teacher innovation, the effect of achievement motivation on SMB teacher innovation, and the effect of proactive personility and achievement motivasion together on SMB teacher inovation. Research using quantitative research methods. The sample use 142 respondents with data collection techniques through a questionnaire (close questionnaire) using a Likert Scale. The results of research on proactive personality have a significant effect on SMB teacher innovation. Achievement motivationhas a significant effect on SMB teacher innovation. While the results of research on proactive personlity and achievement motivation simulataneously have a significant effect on SMB teacher innovation. In conclusion, the higher the proactive personality and achiemevent motivation, the higher the innovatioan of SMB teachers.

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Medrano, Natalia, and Cristina Olarte-Pascual. "The effects of the crisis on marketing innovation: an application for Spain." Journal of Business & Industrial Marketing 31, no. 3 (April 4, 2016): 404–17. http://dx.doi.org/10.1108/jbim-02-2013-0048.

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Purpose This study aims to identify the structural features of companies that have implemented marketing innovations at two different points, 2008 and 2010 (before and during the crisis). Design/methodology/approach The sample, obtained from the Technological Innovation Panel, consists of two subsamples of 9,415 enterprises each. The information was processed using a binomial logit model, parametric and non-parametric tests for independent samples and a test of structural stability. Findings Differences were found in the results from 2008 and 2010: enterprises in Spain were less likely to implement marketing innovations in 2010 than in 2008; the effect of an enterprise’s size on how likely it was to innovate in marketing decreased by more than half between the two periods; the likelihood of innovating in marketing increased in enterprises that also pursued organizational innovations; and in contrast to 2008, in 2010, the enterprises that were most likely to innovate in marketing were those that exported to countries outside the European Union. These findings show that innovation is part of the business ethos and that public policies that support exports can also foster innovation. Originality/value Marketing innovation has received little attention in the literature. We believe that marketing innovation can help to improve an organization’s results, even in times of economic crisis.

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Savastano, Marco, and Sorin Anagnoste. "Pioneering Strategies in Retail Settings: An Empirical Study of Successful Practices." Management & Marketing. Challenges for the Knowledge Society 15, no. 4 (December 1, 2020): 643–63. http://dx.doi.org/10.2478/mmcks-2020-0037.

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Abstract Although innovating in the physical stores has become a challenge for retailers, previous studies provided insights based primarily on consumers’ and employees’ acceptance of technology, with limited attention towards specific practices for successful adopting innovations. Starting from a qualitative analysis of pioneering strategies adopted by a sample of 50 retailers in the Dutch market, this research is devoted to a broad investigation of the innovation management strategies with emphasis on the choice to be the first to innovate. Our findings provide a correlation between the pioneer practices and the sales outcomes, by describing the more favourable conditions for adopting this strategy in terms of time, place and innovation characteristics (i.e., typology). These results would support retailers in the choice of innovating and managing the innovation process.

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Maghfiroh, Laila, Nanik Setyowati та Tina Zulfa Suryani. "Al-Ibtikārāt fi Istikhdām Wasāil Ta’līmiyyah al-Lugah al-‘Arabiyyah Litaḥsīn al-Mahārāt al-Lugawiyyah fi 'Aṣri al-Wabā' Covid-2019". Aphorisme: Journal of Arabic Language, Literature, and Education 2, № 1 (10 лютого 2021): 23–32. http://dx.doi.org/10.37680/aphorisme.v2i1.669.

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This research is about innovations in using Arabic language learning media to improve Arabic language skills in the sixth semester of the Islamic elementary school, Arrisalah Slahung- Ponorogo 2019-2020. In this paper, we talk about the process of teaching the Arabic language, its innovations and the benefits of its innovation in the VIB class. In the sixth semester, we need innovation, education, the Arabic language, so that students do not feel afraid to study the Arabic language. By creating this, teaching Arabic is fun and joyful and students do not feel afraid to learn Arabic. This research is qualitative , the researcher obtained data from observation, interview, and documentation in the Islamic Primary School of arrisalah. Innovation from the Latin language, innovation means renewal and change. Innovation is the idea, event, and method as something new to a community of people. Education innovation is an innovation in education or innovation to improve problems in education. So, educational innovation is the idea, method, and new state of a person or community, either discovery or interference, which is used to achieve the goals of education or to improve the problems of national education. By innovating education in the sixth semester, students' ability increases in the Arabic language lesson better than ever before. And students do not feel afraid when learning Arabic. The Arabic language lesson was fun and enjoyable for the students.

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de Saille, Stevienna. "Innovating innovation policy: the emergence of ‘Responsible Research and Innovation’." Journal of Responsible Innovation 2, no. 2 (May 4, 2015): 152–68. http://dx.doi.org/10.1080/23299460.2015.1045280.

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TAVASSOLI, SAM, and LARS BENGTSSON. "THE ROLE OF BUSINESS MODEL INNOVATION FOR PRODUCT INNOVATION PERFORMANCE." International Journal of Innovation Management 22, no. 07 (October 2018): 1850061. http://dx.doi.org/10.1142/s1363919618500615.

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We analyse the effect of business model innovation (BMI) on the product innovation performance of firms, based on a dynamic capabilities theoretical framework. Our empirical study is based on a large-scale representative sample of cross-industry Swedish firms participating in three waves of the Community Innovation Survey (CIS) from 2008 to 2012. We hypothesise that BMI in the form of product innovations combined with different complementary and simultaneous innovations in processes, marketing and organisation will act as isolating mechanisms towards replication by competitors, resulting in superior firm performance. Our findings provide support for such hypothesis. BMI is significantly and positively associated with superior product innovation performance. Managers should frame and align product innovations in BMI context, i.e., dynamically adapting product innovations with process, marketing and organisation innovations.

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Bakaev, Shodijon, Shukhrat Ramazonov, Jakhongir Batirov, Nigora Ibatova, and Sherali Avezov. "Content of Innovation and Innovative Activity of the Teacher." International Journal of Psychosocial Rehabilitation 24, Special Issue 1 (February 28, 2020): 585–90. http://dx.doi.org/10.37200/ijpr/v24sp1/pr201195.

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Gushko, O. A. "DEFINITIONS "INNOVATION" AND "INNOVATIVE ACTIVITY" IN SCIENTIFIC LITERATURE." Educational Dimension 25 (June 23, 2009): 191–99. http://dx.doi.org/10.31812/educdim.6920.

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In the field of education innovative activity is investigated by pedagogical innovatiks. A concept "innovation" in it is the major gnosiological reference point. The article is devoted to the problem of existence of different opinions as for the determination of the essence of such concepts as « innovations, enovations, «innovative activity»

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Liu, Kun, and Douglas J. Miller. "Innovation paths: how the intra-firm evolution of technological innovations affects innovation search and innovation impact." International Journal of Strategic Change Management 5, no. 1 (2013): 1. http://dx.doi.org/10.1504/ijscm.2013.057555.

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Lopes, Daniel Paulino Teixeira, Naldeir dos Santos Vieira, Allan Claudius Queiroz Barbosa, and Cristina Parente. "Management innovation and social innovation: convergences and divergences." Academia Revista Latinoamericana de Administración 30, no. 4 (November 6, 2017): 474–89. http://dx.doi.org/10.1108/arla-05-2016-0150.

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Purpose The purpose of this paper is to discuss recent developments in the fields of management innovation and social innovation, in order to discover any possible convergences and divergences between them. Design/methodology/approach By examining the state of the art of the literature in both fields of study, this paper proposes a framework of theoretical approaches, conceptual dimensions, goals and objectives, processes, agents, outcomes, methods, and literature gaps. Findings There are substantial differences between management and social innovation in terms of theoretical and conceptual foundations. Although both share similarities given the relevance of technology and their focus on social relations, their generation and diffusion processes, among their other characteristics, are distinct. Research limitations/implications As this is a theoretical paper concerning innovations that involve social elements at their core, the challenge is to incorporate technological innovation into the theoretical framework. This would help empirically oriented research on more types of innovation. Practical implications The agenda of practitioners, scholars, government, and civil society should take different types of innovation into account, particularly those that go beyond technology. Originality/value This paper contributes to a better understanding of innovations that go beyond technology, by analysing innovations (i.e. management and social innovation) that involve social aspects at their core. Few researchers have analysed these types of innovations jointly.

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Ali Alabbas, Safa, and Refaat Hassan Abdel-Razek. "Mapping and Benchmarking Technological Innovation of Three International Petrochemical Companies." Journal of Innovation Management 4, no. 3 (December 19, 2016): 101–24. http://dx.doi.org/10.24840/2183-0606_004.003_0008.

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Mapping technological innovation in organizations is one of the important activities that help companies to identify where organizations are clustering their innovation efforts, and where their unexplored innovation spaces are. Current published innovation mapping models do not take into consideration the comparison and benchmarking between organizations in one model. The objectives of this paper are to map innovation in three international petrochemical companies: Gulf Petrochemical Industries Company (GPIC), Saudi Basic Industries Corporation (SABIC), and Dow Chemical; compare and benchmark the results; and explore the possible areas for their innovation opportunities. An innovation mapping model was developed. Innovation data covering three years (2010-2012), were collected, analyzed and mapped on the model. The results showed that the three companies introduced a total of 194 innovations; 53% by Dow Chemical, 38% by SABIC and 9% by GPIC. Product innovations were the dominant type as they presented 57% of total innovations, where 54% of these were introduced by Dow Chemical, 46% by SABIC, and none by GPIC. Position and paradigm innovations were the least innovation type produced, where only 3% of the total innovations were in position and 1% in paradigm. The results also showed that multi-dimensional innovation represented 23.7% of total innovations, where 67.5% of these were produced by Dow Chemical, 28% by SABIC, and only 4.5% by GPIC. Product-process innovations represented 50% of the total multi-dimensional innovations. During this period only 5.7% of the total innovations were radical innovations; these were all introduced by Dow Chemical. The benchmarking results showed that product innovation was the strength in SABIC; process innovation was the strength in GPIC; and product, radical, product-position, process-position and product-paradigm were the strengths in Dow Chemical. For GPIC there are possible innovation opportunities in product, product-process and process-position innovations; for Dow Chemical and SABIC, in the process area. There are possible opportunities in radical innovation in GPIC and SABIC and plenty of innovation opportunities in the position and paradigm areas for the three companies.

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Lencsésová, Zuzana. "Measuring Innovation in Mountain Destinations." Czech Journal of Tourism 4, no. 1 (December 1, 2015): 45–57. http://dx.doi.org/10.1515/cjot-2015-0003.

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Abstract Innovation is an important tool for increasing the competitiveness of businesses or tourism destinations. In the mountain destinations the innovation has to be implemented in accordance to the principles of sustainable development. It is therefore necessary to measure the innovation rate and to explain the influence of various innovations groups on the development of mountain destinations. The aim of the paper is to explore the structure of innovations in the Slovak and Swiss mountain destinations and to find out their innovation rate. In the context of measuring the innovations, two fundamental approaches are explained. The innovations implemented in 34 Slovak and 29 Swiss mountain destinations in 2013 are analysed on the basis of the information published in annual reports, which were complemented by the interviews with the managers of mountain destinations. The identified innovations are classified into innovations groups and ranked. The innovation rate in the defined innovations groups and the comprehensive innovation rate for all mountain destinations are detected. The article also explains the connection between the innovation rate and the destination life cycle phase.

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Olefirenko, Oleg, and Olena Shevliuga. "Commercialization of innovations: peculiarities of sales policy at innovation active enterprise." Innovative Marketing 13, no. 2 (July 12, 2017): 6–12. http://dx.doi.org/10.21511/im.13(2).2017.01.

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This study investigates the management process of innovations commercialization and its essence. Nowadays, establishing and ensuring the efficiency of innovations commercialization process is an objective precondition that creates material values. It also creates new demand in the market, shifting the emphasis from the production of enterprises to various management fields, creates new ways of capital substitution and enhances the level of innovation activity profitability. The aim of the research is to analyze indicators and characteristics of implemented instruments of sales policy at innovation active enterprises in order to estimate the influence of sales policy parameters to innovation level. There are many factors and trends that motivate enterprises to search for new ways to ensure their competitiveness. Findings revealed that there is a need to develop new technologies that ensures the profitability growth and activities optimization through capital mobility into areas with higher productivity and profitability. Sales policy is a necessary precondition for operation performance and further development of enterprises. Sales policy parameters significantly affect the level of innovation activity of industrial enterprises. Each of sales policy tools has an individual impact on the enterprise activity dynamics and can have positive or negative effect.

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V, Yuhendri L. "Inovasi untuk Keberlanjutan Usaha Kuliner." Jurnal Inovasi Pendidikan Ekonomi (JIPE) 12, no. 1 (April 30, 2022): 32. http://dx.doi.org/10.24036/011167780.

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This research aims to describe the innovations made by sanjai entrepreneurs for the sustainability of culinary businesses in Bukittinggi City. The research approach is qualitative research with a type of phenomenology research. Sampling techniques use snowball sampling. The key informant is sanjai entrepreneurs. Data collection techniques use in-depth interviews, participation observations, and documentation. Data analysis techniques use miles, huberman, & saldana qualitative research data analysis processes. The results showed that the source of entrepreneurial innovation ideas was obtained from watching videos on Youtube, modeling similar businesses, modeling other different businesses, the result of self-thought, and seeing business products at exhibitions. Forms of innovation carried out by sanjai entrepreneurs are product innovation, technology innovation, and service innovation. The impact of innovation on business sustainability is that products are favored by consumers, consumers increase, revenue increase, profits increase, businesses survive and are sustainable. The results of the research can be used as a reference for culinary entrepreneurs in innovating for the sustainability of culinary businesses.

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45

Leavy, Brian. "Two strategies for innovating in the face of market disruption." Strategy & Leadership 45, no. 4 (July 17, 2017): 9–18. http://dx.doi.org/10.1108/sl-05-2017-0051.

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Purpose This Masterclass considers the lessons of two recent important books have contrasting but complementary insights to offer to company leaders and strategists on how to improve the odds for developing successful innovations in response to game changes in markets.” Design/methodology/approach In Dual Transformation: How to Reposition Today’s Business While Creating the Future (2017), disruptive innovation experts, Scott Anthony, Clark Gilbert and Mark Johnson offer corporate leaders a “dual transformation” template for simultaneously repositioning the traditional core business in the face of disruptive change, while also creating new businesses to harness the growth potential typically unlocked by such disruption. In The Power of Little Ideas: A Low-Risk, High-Reward Approach to Innovation (2017), innovation guru, David Robertson, and his collaborator, Kent Lineback, offer companies a “third way” for coping with historic market inflections by innovating around a core product to make it more compelling, rather than having to choose between attempting the radical or incremental innovation of the product itself. Findings The most powerful message that both books featured in this masterclass have to offer is that while it may be true, as they go on to observe, that large companies can’t innovate faster than the market, they can learn “to innovate better than the market,” through more imaginative use of legacy products, platforms and assets. Practical implications A “third way” to cope with market disruption is based on innovating around the core product, by surrounding it with a set of complementary innovations, rather than re-featuring the product itself. All of the complementary innovations operate together with the product “as a system or family to satisfy a compelling promise to the customer.” Originality/value Both Dual Transformation and The Power of Little Ideas, present different, but far from mutually exclusive, innovation strategies that can help many more great companies to survive disruptive competition.

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Tatum, Douglass. "Innovating The Development of Innovation." Research-Technology Management 50, no. 3 (May 2007): 15–18. http://dx.doi.org/10.1080/08956308.2007.11657436.

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47

Belghiti, Jacques, Safi Dokmak, and Erik Schadde. "ALPPS: Innovation for innovation's sake." Surgery 159, no. 5 (May 2016): 1287–88. http://dx.doi.org/10.1016/j.surg.2015.12.027.

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48

Klette, Tor Jakob, and Samuel Kortum. "Innovating Firms and Aggregate Innovation." Journal of Political Economy 112, no. 5 (October 2004): 986–1018. http://dx.doi.org/10.1086/422563.

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49

Murashchenko, Olena. "EDUCATIONAL INNOVATIONS, THEIR CHARACTERISTICS AND STAGES OF IMPLEMENTATION IN PRIMARY SCHOOL." Collection of Scientific Papers of Uman State Pedagogical University, no. 2 (June 29, 2022): 69–75. http://dx.doi.org/10.31499/2307-4906.2.2022.262920.

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The article reveals and characterizes the essence and content of innovations in education, distinguishes between the concepts of “novelty”, “newness” and “innovation”, which have semantic differences in the result obtained in the process of their practical implementation. Priority educational innovations in primary school, innovative methods, technologies, and organizational forms of education of junior schoolchildren are given. Based on the analysis, the classification of educational innovations according to the degree of novelty was performed: retro-innovation, modified, combinatorial and author’s innovations were identified, which are illustrated schematically. It is emphasized that only the last two types of it provide for the formation of new essential features both for the subjects of the innovation process and for its results, but the absolute innovation is only the author’s innovation.The author pays special attention to determining the features of the development of the innovation process in the educational space of primary school, reveals five stages of its implementation, namely: identifying innovations and deciding on the need for its implementation; substantiation and elaboration of innovations, forecasting of the process of their realization and consequences; creation of experimental groups for the introduction of innovations; development of the author’s model of introduction of innovation in the educational process of junior schoolchildren and pedagogical conditions that ensure its effectiveness; implementation. Keywords: educational innovations; retro-innovation; modified innovation; combinatorial innovation; author’s innovation; primary school; junior schoolchildren; primary school teacher.

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Arenas, Juan Jesus, Juan Erasmo Gómez, Efraín Ortiz, Freddy Paz, and Carlos Parra. "Elements of the Persistence in Innovation: Systematic Literature Review." Administrative Sciences 10, no. 4 (October 20, 2020): 83. http://dx.doi.org/10.3390/admsci10040083.

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The persistence of innovation is a topic that has been used in recent years. Companies must be in continuous production of innovations to achieve a competitive advantage in the market and for this, it is necessary to have elements that positively influence the persistence of innovating. The objective of the article is to describe the elements that positively influence the persistence of innovation through a systematic literature review in the range of the last 10 years (2010–2019). As a result, 34 articles were obtained and it was identified that investment in R & D, human resources and knowledge management positively influences the persistence of innovation.

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