1,720,969 research outputs found
Innovating through corporate foresight in a highly uncertainty context
No full textThe advanced models used in the companies for future projections are based on logics of anticipation called
Corporate Foresight. Despite the new and growing interest on the topic, its practical application remains still
limited.
This paper contributes in increasing the knowledge basis on CF implementation. The research suggests two
levels to regard to implement Corporate Foresight: orientations and spheres, respectively the levels of study of
the company related to the external environment and internal one. The orientations refer to the environments
scouted by CF, that are the political-environment, the competitor, the technological and the consumer
foresights. The spheres are the culture, the organization and the methodology ones.
Here it is presented a success case of a company operating in the ICT industry that evidences both best
practices and particularities, differences and value added respect to literature: Eurotech holding, whose
deployment and strategy are deeply foresight-driven.
The findings have implications in both academic and managerial fields. From an academic point of view, the
work represents a first tentative to build an integrated framework that helps in understanding the foresight
activities in a company. From a practitioners’ point of view, it is a basis for managers who would like to
implement CF in their enterprises, which can guide them thanks to the suggestions given by the orientations and
spheres levels
From design driven innovation to meaning strategy
Full text linkPurpose In the stream of works showing the semantic dimension as a core concept of the
product innovation (e.g.: Design Driven Innovation), the paper presents a new business
modeling approach driven by design and meanings. Similarly to the concept that the product is
not represented only by form and function but also by meaning, the entire business model of a
company does not transmit economic and technological value only, but tells a lot of the company
from a semantic point of view. The work points out that companies can focus on the management
of meanings to “make sense” of their entire business model moulded in building blocks, and
realize what we called Meaning Strategy.
Design/methodology/approach After a detailed overview of the theoretical background
grounded in the strategy literature and design one, to support our perspective, an in-depth study
of Meaning Strategy performed by illycaffè is presented.
Findings The value of the work lies in underlining that the design driven (product) innovation’s
application can be extended further than only describing successful (product) strategies of
design-intensive manufactures and in the suggestions on how to implement a Meaning Strategy,
creating new meanings not only in the products, but also in the building blocks of a company’s
business model.
Originality/value
The Meaning Strategy content and action-oriented framework proposed and the matrix business
model meanings versus building blocks can become tools to design and communicate the
company strategy’s pivotal elements and its evolution and they can drive strategists in
developing and managing new/existing meanings and building blocks
Towards a Building-block approach for Managing Open Innovation in SMEs
No full textObjectives
The aim of this paper is to give a new perspective of analysis on the recent increasing interest in open innovation in small- and medium-sized enterprises (SMEs). More specifically, the goal of this article is firstly to investigate the fundamental classes of elements which can be considered in managing open innovation. Secondly, it is proposed an approach more tailored to the intrinsic characteristics of SMEs on how to deal with the ―era of open innovation‖ (Chesbrough, 2003).
Prior Work
Due to the scarcity of resources and therefore the need to extend technological competences through alliances or networks, the open innovation approach has always existed in SMEs. However, as many authors have pointed out, much of the literature has regarded open innovation practices in large, high-tech multinational enterprises (Chesbrough, 2003; Kirschbaum, 2005). Only recently the focus has moved toward open innovation in SMEs (Lee et al., 2010; van de Vrande et al., 2009). Even though there is no single best way for doing open innovation (Nambisan & Sawhney, 2007), in the context of SMEs it is preferred an incremental approach, through a step-by-step experiencing (van de Vrande et al., 2009).
Approach
A building-block model is derived by integrating several strands of analysis and taking into account complex adaptive system (CAS), concepts of emergence, adaptability, fit and evolution. Due to the ―social‖ aspects of open innovation (collaborations, alliances, network, etc.) the activity system firstly illustrated by Engeström (1987) is chosen as framework to depict the fundamental classes of elements in the open innovation context.
Results
As confirmed by the literature review, the open innovation process in the context of SMEs must be slow, gradual and in a try & learn logic. In this perspective, the building block model fits in representing the open innovation process in SMEs.
Implications
The building block model identifies the key elements to manage open innovation in SMEs. The parallelism with the activity system contributes to import aspects of the theory of social systems into the open innovation paradigm. From a managerial perspective, a tool is proposed to represent and plan the management of open innovation.
Value
The framework of analysis takes into account the social aspects of open innovation, in a flexible, organized and structured manner. By means of it, the company is supported to build its own open innovation building block model, which is unique and dynamic in time
An agorà for collective innovation: designing a dynamic web-based platform for communities
No full textAchieving successful, repeated organizational innovation is a never ending primary challenge for
companies. But often this cannot be pursued in a standalone modality. New practices are emerging
to foster innovation, by building networks for collaboration and leveraging networks of outsiders.
The paper empirically investigates the state of the art of open innovation web-based platforms
(OIWP) through a classification of more than 200 OIWP based on nine variables. The aim is to offer a
framework to position the different platforms, investigating the trends and evolving paths.
The research suggests that the evolution of OIWP is going towards a more structured collective
approach to favor cross-fertilization and technology transfer among companies, where the main
roots to feed an innovation ecosystem based on web platforms are even more the concepts of
communities and cognitive diversity, self-organization, ecosystem and shared fate.
Finally, we present the concept, design and undergoing development of an OIWP named
iCommunity, based on these concepts and projected to increase the innovation landscape of
European SMEs and SMEAGs
A best of breed platform for Open Innovation
No full textAchieving successful, repeated organizational innovation is a never ending primary challenge for
companies. But often this cannot be pursued in a standalone modality. New practices are emerging to
foster innovation, by building networks for collaboration and leveraging networks of outsiders. A
structured collective approach to favor cross-fertilization and technology transfer among companies is
needed. This work first builds a framework to analyze the existing Open Innovation Platforms, then
presents a classification of the web ones that permitted to propose a conceptual best of breed platform
for collaborative innovation. We address how it is possible to create a collaborative network through
open innovation platforms, highlighting the best context and the dynamics of the cross-fertilization
among different actors and innovation roles. Basing on literature and empirical analysis, in our opinion
the main roots to feed an innovation ecosystem based on web platforms are: communities, selforganization
and cognitive diversity
Cartografia, GIS e paleoambiente: La carta della fotointerpretazione e dei siti archeologici della provincia di Venezia tra i fiumi Livenza e Tagliamento
No full text
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Business Models Beyond Covid-19 50+1: Paradossi Da Affrontare per l’efficace Gestione Strategica Di Una Crisi
Full text linkSe quasi tutte le imprese sono attualmente impegnate a ripristinare l’operatività aziendale, tutte dovrebbero iniziare anche a interrogarsi sul contesto competitivo nel quale si troveranno a operare, perché il mondo post Covid-19 sarà drasticamente diverso.
La crisi pandemica ha, infatti, accentuato la necessità, per tutte le imprese, di ridefinire il proprio modello di business. Alcune possono limitarsi a perfezionarlo, ma la maggior parte, in particolare quelle meno digitali e operanti nei settori più colpiti dalle conseguenze della pandemia, sono obbligate a modificarlo radicalmente.
Il presente report identifica 50+1 paradossi che il Ceo di un’impresa dovrebbe provare a ‘gestire’ per ridefinire il proprio modello di business.
Più precisamente, i paradossi dall’1 al 9 si focalizzano sul processo da seguire per riuscire a sfruttare l’opportunità offerta dalla crisi in corso, mentre quelli dal 10 al 50 spingono ad approfondire i possibili impatti della crisi stessa a livello dei singoli building block.
L’ultimo paradosso, il 50+1, porta a riflettere, infine, sui possibili impatti della pandemia a livello dell’intero modello di business stressando la necessità per le imprese di rimettere al centro la loro missione, quale scopo del perché esistano come organizzazione.
L’ambizione del report non è fornire risposte valide erga omnes, bensì stimolare la singola impresa a porsi, innanzitutto, le domande corrette per attuare un’innovazione strategica
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