International Journal of Innovation Science

Trusko, Brett

2013 International Journal of Innovation Science

doi: 10.1260/1757-2223.5.3.i

Andersson, E.; Jansson, Bjarne; Lundblad, Jan

2013 International Journal of Innovation Science

doi: 10.1260/1757-2223.5.3.137

A fundamental discussion is lacking in the current document on U.S innovation policy from the National Research Council [1] of how invalid innovation styles and business cultures in different combinations discriminates innovation in science and industry. With credit to the philosophy of Immanuel Kant, we redefine innovation as similar to a research process and argue for improvements in the innovation literature to avoid poor results and failed innovation in the future; i.e. the innovation paradox. A critical review of the U.S. innovation policy document originates from our own university-based research and innovation in the occupational safety and health area, which is an area where both research and industry have failed thus far. Our article includes both proposals for a revised national mission based on Kant, as well as examples of how investment in research and innovation can translate and transform innovation ideas into commercial products in networks and eco-systems; and also how collaborative channels might be opened between independent inventors and universities. Our findings are important for both scientists and politicians, as well as for individuals - in industry and in society - who want to commercialize inventions.

Tell, Joakim; Gabrielsson, Jonas

2013 International Journal of Innovation Science

doi: 10.1260/1757-2223.5.3.143

In this study, we link discussions about management development in small firms to the work environment of small business managers. In particular, our aim is to examine management development as an experiential process carried out in daily managerial practice. Using structured observations of managerial work, we found that small business managers operate in work environments with rich opportunities for learning. However, we also found that various and unexpected interruptions and problems typically fragment their workdays. In addition, such managers lack peer support and guidance and have few external interactions and little internal communication. As a result, small business managers find themselves in a learning dilemma that, in the long run, may limit their creativity and innovation. Based on these empirical findings, we draw conclusions about support for work-based management development in small firms.

Banerjee, Kaushik; Thakurta, Rahul

2013 International Journal of Innovation Science

doi: 10.1260/1757-2223.5.3.153

Continuous innovation is critical for the sustainability and development of any society. Innovations should be focused not only at solving the existing needs of the society, but should be geared to the future. Innovation creates new industries, which creates new jobs and new markets while expanding existing ones — all of which contributes to the development of the society. The Indian economy is at a crossroads today, with a burgeoning middle class whose affluence and access to information has increased its appetite for innovative products and processes while still there is a huge population base that does not have access to even the minimum technological advances of the 21st century. India lacks in creating genuinely innovative products and processes/technologies that are new to the world. One of the primary reasons for this is the lack of technological competence in most Indian firms. However, it is wrong to say that there is a lack of innovation in India. The article identifies certain types of innovations in which India has become a leader, and the importance of such innovations in the Indian socio-economic context. It also identifies the limitations of such innovations and why such innovations, though important, may not be sufficient to either bridge the technology gap or generate enough value that can transform the technology landscape in India. It also identifies the limitations of wholesale importation of technologies in order to bridge the gap. To conclude, the authors provide some directions so that India can improve its technological competence as a first step towards developing innovative products and technologies.

Søilen, Klaus; Tontini, Gerson

2013 International Journal of Innovation Science

doi: 10.1260/1757-2223.5.3.159

This paper shows in theory how a knowledge management system can be built as a human resource management (HRM) function. The solution builds on the notion of innovation benchmarking. A case study from the company ST Ericsson illustrates the discrepancy between what the company needs to do and what the HRM function is able to support when it comes to innovation. The study shows the ability of employees in the company to innovate within key success factors. More worryingly, it also shows key areas where the company is not able to compete and where it is not getting any support from the HRM function. At the end, we identify a number of directions for future research in the field of innovation benchmarking as it relates to HRM policies.

O'Keefe, Robert

2013 International Journal of Innovation Science

doi: 10.1260/1757-2223.5.3.173

This paper expresses the author's point of view that principles and concepts traditionally identified with Industrial Innovation can be productively applied to activities that are related to the creation of new courses and to the revisions of existing courses that comprise academic programs. The author outlines a proven market based method for successful curricular revision. The approach outlined is derived directly from the traditional stages associated with the innovation process. In support of the viewpoint expressed in this paper, the author makes reference to several classic articles and includes relevant references to his own published work.

Dubey, Rameshwar

2013 International Journal of Innovation Science

doi: 10.1260/1757-2223.5.3.179