...Scientific Organization, 2010 Submitted date: August 30, 2010 Accepted date: October 09, 2010 Published date: December 10, 2010 Strategic Innovation Management in Global Industry Networks: The TFT LCD Industry Guenter Boehm and 2 L.J. Fredericks Strategic Marketing, Samsung Electronics Co. Ltd., Yongin-449-711, South Korea 2 The Center of Poverty and Development Studies, Faculty of Economics and Administration, University of M alaya, Kuala Lumpur-5060 3, M alaysia 1 1 Abs tract: This study examines the strategic innovation management of the business creation process across the technology industry value chain in the global thin-film-transistor (TFT) liquid-crystal-display (LCD) industry based on an anonymous online survey of employees in the industry value chain and outside exp erts (universities, consultants, etc.). The study confirms that technology strategy formulation and a strategic center position are key industry concerns. It also affirms the utility of the industry value chain framework to manage technological innovations transcending that of a single company, and that strategic innov ation m anag eme nt in global high technology industries incorporates a shared business creation process structure involving as many industry value chain partners as possible. Key words: Global high technology industry networks, strategic innovation manageme nt, TFT L CD industry INTRODUCTION Globalization, de-regulation an d inno vative communication technologies have radically transformed...
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...Business Group Networks and Group Innovation in Emerging Markets Business groups, a constellation of legally independent firms operating under common administrative and financial management and connected by various types of ties, have been recognized as an important innovation powerhouse in emerging markets such as Korea and Taiwan(Chang, Chung, & Mahmood, 2006; Mahmood & Mitchell, 2004; Mahmood & Singh, 2003). Given the pervasive networks between business group members (Hamilton, 1996), scholars have assigned an important role to intra-group networks in understanding where the innovativeness of business group arises in emerging markets. Particularly, scholars have focused on three most commonly observed types of ties in business groups, i.e., buyer-supplier ties, equity ties and interlocking director ties (Belenzon & Berkovitz, 2010; Khanna & Rivkin, 2006; Mahmood, Zhu, & Zajac, 2011). Specifically, buyer-supplier ties within business groups connect firms engaged in commercial transactions and enable them to transfer production materials and market information across firm boundaries. Equity ties connect group members who hold equity stakes in each other through cross-shareholdings, providing a channel for the transfer of financial investment and control. Finally, director ties connect group members as they share the same individuals on the boards, and hence enable group members to coordinate strategies and governance (Mahmood et al., 2011). One explanation on how intra-group...
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...Innovation In Management Jonathan Streat University Maryland University College Although innovation is meant to solve issues in the public, the problem is how to develop and implement bold, new ideas and get the public agencies to buy into the innovation when they are steadfast in their own belief system. I feel that this is the greatest challenge for management, as we open the second decade of the twenty-first century. Innovation in the public sector is considered to be a constructive change process, which is a result of solving deficiencies or problems. As a result of the events of 9/11, the federal Department of Homeland Security was created. Technology is widely used as a way to increase communication between citizens and governments to better facilitate public services. Also, innovations in policies solve problems. Controversial policies such as Obamacare, shrinking cities strategies, and vacant housing programs are all popular topics in cities across the country. Here is where we see innovations and the various types of management approaches. “Let us be clear about our context”. The public sector refers to the coordination, production, and delivery of goods and services by publically owned and accountable organizations (Potts 2010). This defines economic output including education, health, social welfare, and the private sector. Increased access to specialized knowledge, information, and expertise, resulting from the network form of governance, represent both...
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...Strategic Management Journal Strat. Mgmt. J., 26: 287–295 (2005) Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/smj.448 RESEARCH NOTES AND COMMENTARIES CLUSTERS, NETWORKS, AND FIRM INNOVATIVENESS GEOFFREY G. BELL* Labovitz School of Business and Economics, University of Minnesota Duluth Campus, Duluth, Minnesota, U.S.A This paper extends current knowledge of industry clusters by disentangling the effects of networks from cluster (i.e., distinctly geographic) mechanisms on firm performance as well as by studying the influence of these different mechanisms on firms located inside and outside the industry cluster. It also highlights the importance of simultaneously modeling multiple networks which may differentially influence important firm outcomes. In the paper, I model the innovativeness of Canadian mutual fund companies as a function of their geographic location—inside or outside the industry cluster of Toronto—and of their centrality in networks of managerial and institutional ties. I find that locating in the industry cluster as well as centrality in the managerial tie network enhances firm innovation, while centrality in the institutional tie network does not. Copyright 2005 John Wiley & Sons, Ltd. INTRODUCTION Industry clusters—groups of geographically proximate firms in the same industry—are a striking feature of the geography of economic activity (Krugman, 1991) examined by industrial geographers at least since Marshall (1920)....
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...subscription information: http://www.tandfonline.com/loi/ctas20 Building Innovation Networks: Issues of Strategy and Expertise Lisa Harris, Anne-Marie Coles & Keith Dickson Available online: 25 Aug 2010 To cite this article: Lisa Harris, Anne-Marie Coles & Keith Dickson (2000): Building Innovation Networks: Issues of Strategy and Expertise, Technology Analysis & Strategic Management, 12:2, 229-241 To link to this article: http://dx.doi.org/10.1080/713698468 PLEASE SCROLL DOWN FOR ARTICLE Full terms and conditions of use: http://www.tandfonline.com/page/ terms-and-conditions This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae, and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand, or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material. Technology Analysis & Strategic Management, Vol. 12, No. 2, 2000 Building Innovation Networks: Issues of Strategy and Expertise LISA HARRIS, ANNE-MARIE COLES & KEITH...
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...Table of Contents Global Networks and Innovation of Unilever Company 3 1. Introduction 3 2. Internationalization strategy 3 3. Visualization and interpretation of the parent-subsidiary network 4 3.1 Betweenness Centrality 5 3.1 Density of Network 7 3.3 Degree Centrality 8 4. Analysis of the organization’s Network 8 4.1 Locational aspects 8 4.2 Activity aspects 9 4.3 Size aspects 9 5. Implications for the innovation strategy of Unilever 9 5.1 Meeting consumer needs 10 5.2 Introduction of new products 10 5.3 Sustainable Innovation 11 6. Conclusion 11 References 12 Global Networks and Innovation of Unilever Company 1. Introduction Unilever is one of the best companies with its headquarters in London, UK that focus on the wellbeing and health of people by providing products such as affordable soaps, ice creams, household care products and luxurious shampoos (Weingardt, 2007). Unilever has been recognized as a leading provider of brands such as Omo, Knorr, Lipton, Hellmann’s and other trusted local names such as Suave, Pureit, and Blue band. The company has presence all over the world and increased sales gave accounted to increased turnover that hit €53.3 billion in 2015. There are more than 172,000 workers who work for Unilever, and the company has been selected as number one as the fast-moving consumer goods employer, according to the selection of students in 26 countries (Wolf, 2011). 2. Internationalization strategy Unilever...
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...Schilling Ch # 1 – Ind Dynamics of Tech Inno(pg 1) Definitions: 1) Technological Innovation: The act of introducing a new device, method, or material for application to commercial or practical objectives 2) Gross Domestic Product: The total annual output of an economy as measured by its final purchase price. Key Points: 1) Importance of Technological Innovation: Technological innovation is now the most important driver of success in many fields and industries. Its importance in some ways is due to the globalization of economies and also due to advances in computer designs and software technologies. Computers have made it possible to design new products easier and faster as well as produce new products efficiently and effectively. Flexible manufacturing techniques enable firms to have multiple product variations. Due to shortened development cycles and faster new product introductions, product life cycles have become relatively short. 2) Impact of Technological Innovation on Society: Technological innovation has had a positive impact on society. It enables delivery of a wider range of goods and services, improved production of food, improved healthcare and made travel and communications a lot easier. In order to view the overall impact of technological innovation on society, the GDP per capita for the world can be used. As shown in Fig 1.2 on page 5, the GDP has risen steadily over years. But according to studies, growth in labor and capital inputs could not account...
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...Innovation Systems and the Global Innovation Divide In these lecture notes the innovation system and the global innovation divide is discussed in detail. Firstly, innovative perspective from social networks to innovation systems is described, among them the main points are that the economic actions are implanted in the social relationships. Our social circle and relationships are responsible for our economic actions. The behaviors of people in the society pave the way to the economic actions of the whole community. If social relations are good then they lead to good actions in the economy and of they are not good then they pave the way to worse economic actions. These social networks are responsible for developing positive and healthy relations in the society that allow people to live a peaceful life. The social networks and other informal relations help in boosting and promoting innovation and creativity as newer ideas develop with socializing. Many people meet in order to work together for a common project or different projects and this will ultimately bring about innovation. They can even do wonders by inventing new products. Furthermore, Innovation systems at organizational, regional and national level are explained. The innovators are rooted in the layered relationship arrangements, communities and social networks. Because of the presence of trust, mutual relationship and cooperation in such groups the people learn from one another at the minimal or primary level. Further...
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...CONNECT & DEVELOP: A NEW APPROACH TO INNOVATION AT PROCTER & GAMBLE Written by Larry Huston (vice-president for innovation and knowledge) and Nabil Sakkab (senior vice-president for corporate R&D) in 2006 PREMISE Procter & Gamble launched a new line of Pringles potato crisps in 2004 with pictures and words—trivia questions, animal facts, jokes—printed on each crisp. They were an immediate hit. In the old days, it might have taken us two years to bring this product to market, and we would have shouldered all of the investment and risk internally. But by applying a fundamentally new approach to innovation, we were able to accelerate Pringles Prints from concept to launch in less than a year and at a fraction of what it would have otherwise cost. Here’s how we did it. Back in 2002, as we were brainstorming about ways to make snacks more novel and fun, someone suggested that we print pop culture images on Pringles. It was a great idea, but how would we do it? One of our researchers thought we should try ink-jetting pictures onto the potato dough, and she used the printer in her office for a test run. (You can imagine her call to our computer help desk.) We quickly realized that every crisp would have to be printed as it came out of frying, when it was still at a high humidity and temperature. And somehow, we’d have to produce sharp images, in multiple colors, even as we printed thousands upon thousands of crisps each minute. Moreover, creating edible dyes...
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...Network: any interconnected group or system, it comprises nodes and links. Networks are long-term, relationships between interdependent economic actors which are seeking for competitive advantage by forming the cooperation. More complex than alliances; bilateral relationship doesn’t qualify as network. From left to right: Market: “buy”. Network: jv, licensing, outsourcing, equity share, contractual cooperation, joint R&D. Hierarchy: “make” From left to right: Market: “buy”. Network: jv, licensing, outsourcing, equity share, contractual cooperation, joint R&D. Hierarchy: “make” Types of Networks: X & Y: X: Alliances between partners with complementary skills/strengths “closing the gap”. Y: Alliances between partners with mutually reinforcing resources/skills/competences “critical mass alliance”; by joining forces you reach a critical mass. Horizontal, vertical & lateral cooperation: Horizontal: Companies within the same position of the value chain cooperate (e.g. alliance between airlines) Vertical: companies from different positions within the value chain cooperate (eg. Buyer supplier relationships along the supply chain) Lateral: across industries, different players from different industries. Stable & Dinamic: Stable: platform for cooperation. Dinamic: project-based. Virtual factory: dynamic, order processing. Competition: Networks compete to each other; network is the compeititive ...
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...“Discuss the contribution of Actor-Network Theory to our understanding of management accounting and control in organisations that have adopted ERPS technologies.” Over the past decade, management accounting has seen an extraordinary rise in technology driven innovations, whereby Hyvonen (2008) explains how this has contributed to the emergence of virtual organisations. The power of ICT plays a pivotal role in many organisations, through providing a basis for managing efficient operations and formulating corporate strategy. Moreover, Bhimani et al (2008) explains how ICT provides the opportunity to alleviate the problems associated with information flows in organisations with fragmented information systems. In practice, Hyvonen (2008) notes that the centralised control of large organisations requires ICT systems that make the periphery visible to the centre. The enterprise wide resource planning system (ERP System) is an example of an ICT system which coordinates all the resources, activities and corporate information of an organisation into one central database that collects data and feeds it into multiple applications that support all business activities of an organisation. Furthermore, it has been suggested that such systems facilitate unprecedented levels of organisational integration (Dechow and Mouritsen, 2005) and thus ERP systems have provided a new platform for organisations to thrive and develop a competitive advantage. Actor-Network Theory is a constructivist and distinctive...
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...Technologies Can Lead to Organizational Innovation Namjoo Choi1, Kuang-Yuan Huang2 Aaron Palmer1 and Lenore Horowitz3 1 School of Library and Information Science, College of Communication and Information, University of Kentucky, Lexington, KY, USA 2 Desautels Faculty of Management, McGill University, Montreal, QC, Canada 3 Department of Mathematics, Science and Technology, Schenectady County Community College, Schenectady, NY, USA namjoo.choi@uky.edu kh799292@albany.edu aaron.palmer@uky.edu horowilg@sunysccc.edu Abstract: The concept of Web 2.0 has gained widespread prominence in recent years. The use of Web 2.0 applications on an individual level is currently extensive, and such applications have begun to be implemented by organizations in hopes of boosting collaboration and driving innovation. Despite this growing trend, only a small number of theoretical perspectives are available in the literature that discuss how such applications could be utilized to assist in innovation. In this paper, we propose a theoretical model explicating this phenomenon. We argue that organizational Web 2.0 use fosters the emergence and enhancement of informal networks, weak ties, boundary spanners, organizational absorptive capacity, which are reflected in three dimensions of social capital, structural, relational, and cognitive. The generation of social capital enables organizational knowledge transfer, which in turn leads to organizational innovation. Based on this model, suggestions...
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...MR, IMT Ghz 1. “In the innovation economy, the network will be the value innovation engine”. Provide an insightful review of the meaning of the statement along with at least two examples. The fifth generation of the innovation process model, that developed post the start of 21st century, is largely characterized by systems integration and extensive networking, flexible and customized responses, and continuous experimentation and testing. What this directly leads to is are constantly evolving business processes and models that drive innovation. These 21st century business model revolves around two basic types of businesses- one, the type that owns the core business and the brand, and two, the allied companies that network with the core one, to provide the support services for its functioning. Eventually, this model facilitates the synergies between the two groups of companies to develop and add value to the product or service development, through extensive networking during different stages of conception, development, and the entire supply chain. This extends to both ends of the business processes- the producer & the consumer, leading to the development of the concepts of prosumerism and crowd-sourcing for co-creative processes. In this entire process of creating innovation via networking, environments are required to facilitate experimentation for a continuous flow of services to provide end value to the large consumer base, which was involved in the business process...
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...time. Their technology range of network resources include the nation’s most reliable 4G LTE network, the largest international wireless coverage, operates the nation’s largest Wi-Fi network, and only national TV service provider to offer an IP-based television service ("AT&T Company Information", 2014). The company continues to break new grounds and deliver new solutions. AT&T is known for adapting quickly to changing in consumer demand and to keep ahead of competitors. According to AT&T, their researchers are recognized leaders in many computing disciplines and work closely with other AT&T organizations such as development, network, strategy, and development. They are continuously looking to innovation or improve a new product. About two years ago, AT&T built the Innovation Pipeline (TIP), a crowdsourcing and collaborating tool (AT&T Intellectual Property, 2010). Developed with the notion that an idea can come from anywhere, this is where one of the planning stages begin with technology. Management evaluates the market and consumer’s needs, then pulls ideas from TIP. Through TIP, AT&T employees submit ideas, discuss them and at the end of three months, vote on them. The top ideas are then reviewed by management and if approved, are selected for pitching. The founder of the idea must create a prototype and develop a business case to present to AT&T TIP investors. AT&T management has created innovation centers to assist developers with...
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...How to foster innovation in your business Presentation on the occasion of the Credit Suisse event 7th September 2013, Zurich Dr. Reto Müller Chairman of the Board of Directors Helbling Holding AG Helbling - a Leader in Technological Innovation and Business Consulting Helbling Group Key figures 2012 We are unique through our ability to integrate a spectrum of professional know-how, experience and skills. 458 employees Our ability to link technological expertise with business competence results in entrepreneurial success for our clients. Companies in Switzerland, Germany, USA and China Revenues CHF 110.9m International Network Offices (Corporate Finance International) Owned by 25 managing partners 2 Examples of innovations at Helbling Extract out of some thousand innovation projects in more than 50 countries Innovation leaders collaborating with Helbling: Nestlé, Roche, ABB, Airbus, Siemens, Medtronic, Schindler, Pfizer, Novartis, Sonova, Google, BSH, Geberit, Sika, V-Zug, Source: Helbling Qiagen, Tecan and many others 3 Strategic innovation management – selected Helbling references Companies Why Helbling? We measure ourselves - e.g. on the increase of the value of your innovation pipeline We are senior experts with over 15 years consulting experience and a focus on the topics "Increasing innovation success and increasing the power of innovation» We use self-developed tools and instruments ...
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