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Ye, Chen; Jha, Sanjeev; Desouza, Kevin C.
2015 International Journal of Innovation Science
Successful innovation depends upon effective communication of the business value of innovation. Yet different stages of the innovation process require different communication strategies. Companies who have recognized the different elements of the innovation process are able to target their communication mechanisms to achieve the best results from organizational innovation. In this article, we employ Desouza’s model of intrapreneurship to outline key communication challenges and strategies for addressing them across the five phases of innovation: idea generation and mobilization, idea screening and advocacy, experimentation with ideas, commercialization of ideas, and diffusion and implementation of ideas. The importance of communication to each stage is identified and barriers are noted. Drawing from first-hand interviews, case studies and a literature review, and further refined by presentation of the ideas to various executives, we propose in this article seven communication strategies for organizations to consider across the innovation process. Overall, having a clear understanding of the stages of the innovation process, and the kinds of communication that are most beneficial to each stage provides a clear vision of how to communicate the business value of innovations both internally and to external stakeholders. The effectiveness of communication can determine the success or failure of an innovation project.
Santos-Rodrigues, Helena; Gupta, Praveen; Carlson, Robert
2015 International Journal of Innovation Science
This study proposes a model to analyze the relationship between leadership, intellectual capital (human, structural, and relational), and their contribution to economic renewal. The study contributes to the literature and higher education institution (HEI) management, by examining empirically and in greater depth, the antecedents and determinants of this problem. This study applies variance-based structural equation modeling, using partial least square on a sample of 195 academics from 52 countries. The results show that leadership has a positive and direct impact on human, structural, and relational capital, and that human capital has positive and direct impact on the structural and relational capital of the studied HEIs. Hence, we found that only the structural and relational capital of the HEIs have positive and direct impact on the contribution to economic renewal.
Xu, ZhiJun; Liu, Xiaobing; Bai, Chunguang; Hu, Lijie
2015 International Journal of Innovation Science
As green marketing is a critical function of green supply chain management, it has generated a great deal of discussion in public discourse and academic research. Interestingly, there is a gap in the research on how a company can effectively invest and manage various green marketing activities. Thus this paper aims to introduce a grey multiple criteria decision-making methodology to investigate the relationships between green marketing activities and performance outcomes (environmental and business performance). This paper seeks to make the following contributions to the green supply chain management literature. First, review the literature to identify implementation activities for green marketing from green supply chain management literature. Second, develop a methodology to evaluate relationships of green marketing activities by integrating grey number and rough set method. Third, obtain various decision rules relating the various green marketing activities to the environmental and/or business performance outcomes through an illustrative application within an incomplete information system. Knowing those rules to help in the implementation, management, and evaluation of these green marketing activities is valuable to both researchers and practitioners. Included in the discussion are insights into how these rules for individual and aggregated performance (environmental, business, and joint performance) may be evaluated. Practical and research implications of this work are detailed in the final section of this paper.
O. O., Babalola; S. O., Amiolemen; S. A., Adegbite; G., Ojo-Emmanuel
2015 International Journal of Innovation Science
Innovation is not just an individual act of learning by a firm or entrepreneur, but anchored within a larger system that enables and draws on the innovation process. Hence there is need to study internal and external factors that influence technological innovation outputs of small and medium enterprises (SMEs). SMEs at four industrial estates in Nigeria were sampled for this study. Several internal factors such as firm size, turnover, age, ownership, and expenditure on innovation activities did not have significant relationships with innovation output, signifying they are not the factors promoting innovation levels. Quality of human resources and interactions with suppliers as an external factor within the national innovation system (NIS) both made significant impact on innovation. Innovative performance of the firms is mainly influenced by demand or market pull factors more than technology push sources. The study recommends increasing interaction and dynamism within the NIS; substantial investment to galvanize industrial and technological capabilities of the firms and their supply chains; and adequate supply of infrastructure and funds to SMEs.
H. James, Harrington; Frank, Voehl
2015 International Journal of Innovation Science
A lot of brilliant work has been done to develop methodologies and approaches to apply change management concepts to managing the development and implementation of projects and programs. This has resulted in major improvements in success rates, delays, and the total effectiveness of these projects and programs. Unfortunately, these endeavors have not resulted in the desired improvement in the organization’s ability to endure the constant change activities that the environment, technology, customer, and international competition have placed upon the organization. This technical paper presents a new concept called Culture Change Management (CCM) that will strengthen the total organization’s capability and willingness to accept and prosper in a rapidly changing worldwide environment. It will require a major change in the way organizational change management has been structured, minimizing the focus on projects and programs and maximizing the focus on organizational operations.
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