1,721,326 research outputs found
Artificial Intelligence and Cognitive Biases: A Viewpoint
No full textCognitive biases within Artificial Intelligence are a common phenomenon. Before this background, we asked ChatGPT what the cognitive biases of AI are. In this article, we critically reflect on the response we got from Generative AI, and discuss cognitive biases in general. We then focus on concrete implications for handling cognitive biases. Such as Algorithms and techniques that can help AI systems identify and reduce bias could be implemented, and standardized techniques to check AI systems for bias before implementation. We also highlight the importance of realizing procedures for ongoing observation and input to identify and rectify prejudices in AI systems once they are put into use. We conclude that solving such biases calls for an allencompassing strategy that incorporates experts from other fields and places an emphasis on moral issues in addition to technological fixes. By doing this, we can encourage the creation of AI technologies that are not just advanced but also ethical, equitable, and beneficial to society as a whole
Digital entrepreneurs in technology-based spinoffs: an analysis of hybrid value creation in retail public–private partnerships to tackle showrooming
Get PDFPurpose: Retail networks present new challenges in the B2B collaboration between technology-based spinoffs and traditional businesses. This research explores a public-private partnership that leverages advanced digital technologies via spinoffs to tackle the key challenge of showrooming that retail shops are facing. Showrooming is the phenomenon in which shoppers go to the physical stores to gather in-depth product information, and later on, decide to buy the product from online retail competitors.
Design/methodology/approach: This research draws on a longitudinal qualitative study of a social context in which digital entrepreneurs are embedded. The empirical setting is a retail network in Italy, Germany, and Finland with a particular focus on the process in which a public-private partnership delivers innovation via spinoffs in the context of brick and mortar (B&M) shops. The research design enables an understanding of the complexity of the phenomenon from a business and a social perspective.
Findings: New technology to tackle showrooming enables the creation of substantial hybrid value in retail partnerships. Spinoffs are key actors in leveraging digital technologies to create value faster and more tailored compared with large software companies. Spinoff entrepreneurs leverage on specific technologies (e.g., virtual reality and artificial intelligence) available inside organizations' network (i.e., PPPs). Spinoffs are found to be a fundamental actor in the process of dealing with showrooming because of their time to market. Large software companies usually are not interested in approaching B&M shops due to the high operational costs of product customization for B&M shops.
Practical implications: Managers could use the success factors of the spinoffs in helping their B&M shops to improve both shopper experience and salesperson performance. For managers of B2B retail network, the results are useful towards increasing the involvement of shoppers while they are visiting physical stores, and it also improves salesperson performance. It also leads to the observation that cross-selling is one of the most effective responses to the phenomenon of showrooming. As practical implications for policymakers, the current research supports the view that PPPs should support the creation of spinoffs as a result of longitudinal innovation projects.
Social implications: Retail technologies leveraged from a public-private partnership and commercialized by spinoffs are powerful tools to enable a better quality of salespeople's life in the working place. At the same time, these new technologies help shop owners increase the retention rates, conversion rates and reduce short-term loss, increasing the likelihood of B&M shops to survive in the condition of extreme competition caused by the showrooming phenomenon.
Originality/value: This research proposes a model of hybrid value creation from networks in digital retail. The model indicates that public-private partnerships create spinoffs to explore showrooming and deliver substantial hybrid value (i.e., business and social) for physical retail shops, mainly because it influences the companies’ growth, employee performance, and customer satisfaction. This model expands the field of B2B marketing by identifying factors that enable spinoff creation from retail networks and proposes success factors and research propositions in retail networks
Revolution of innovation management: internationalization and business models, volume 2
No full textWhat a change in the last three years in the realm of innovation Management! Three years ago, we concluded our book about “Evolution of Innovation Management” (Brem and Viardot 2013) by underlining some essential trends in the management of innovation. Most specifically, we stressed the importance of ambidexterity, which we defined as the ability of companies to realize exploration and exploitation simultaneously in their innovation management process. Some contributions in the book also emphasized the necessity to adopt a more collaborative process with external stakeholders and to move to more “open innovation” (Brau et al. 2013). Other authors underscored the burgeoning importance of platforms (Gawer 2014) and the nurturing of an innovation ecosystem (Thomas and Wind 2013) that federates and coordinates constitutive agents who can innovate and compete. The book had also singled out some key capabilities that innovative companies had to develop in order to be more successful, including the role of communication, culture, leadership, structure, and key performance indicators
Internationalisation of New Product Development and Research & Development:Results from a Multiple Case Study on Companies with Innovation Processes in Germany and India
No full textA rich body of literature has emerged from research on Western new product development (NPD). However, the impact of country- and culture-specific influences on these processes has not been examined in detail yet. Hence, this study identifies the differences in NPD practices between the Indian and German research and development (R&D) subsidiaries of multinational companies (MNCs). Data have been generated by interviews with R&D executives in both countries across multiple cases. The study samples strategic, organisational, and operational aspects and indicates differences in process coordination, reward systems, NPD creativity techniques, market orientation, and the average age of NPD teams. Other aspects, such as top management support, the use of structured NPD processes, and the use of heterogeneous NPD teams, show no substantial differences between the countries. Our findings suggest that, while some aspects are universally applicable across cultural frontiers, Western companies must understand Indias different expectations regarding NPD and adjust their practices accordingly
Internationales Forschungs- und Entwicklungsmanagement:Innovation zur Steigerung der Wettbewerbsfähigkeit
No full textInternationales Forschungs- und Entwicklungsmanagement:Innovation zur Steigerung der Wettbewerbsfähigkeit
No full textRevolution of Innovation Management: The Digital Breakthrough
No full textWhy another book on innovation, and why use the big word “revolution”? The simple answer to this question is the fact that we believe the time is right to explore what could be the next phase of innovation management not only in corporate practice, but also in the academic field
Adoption of Innovation: Balancing Internal and External Stakeholders in the Marketing of Innovation
No full textIn recent years, innovation management has shown to be a very important topic for academics and professionals. However, the emphasis has mostly been on the upstream activities of the innovation management process and specifically about how to obtain as well as to integrate new sources of innovation beyond the traditional and internal R&D function. Conversely, the downstream activities of the innovation process, specifically marketing and commercialization, have attracted little research. But the situation is changing now due to governments and companies that have realized that in order for an innovation to be successful, it is not enough to have good new ideas: it must foremost be adopted by the market. As a consequence, there is currently a shift in priorities and a renewed interest in the marketing of innovation and especially in the adoption of original products or services, because one important function of marketing is to contribute to the adoption of innovative solutions by potential customers. This book aims to contribute to this advancement and to provide fresh conceptual insights and thinking about the manners to stimulate and to facilitate the adoption of every kind of innovation. This will be managed by a very diverse contributions exploring the role and the balancing of internal and external stakeholders in the marketing of innovation.</p
Introduction — managing innovation:What do we know about innovation success factors?
No full textThis volume explores innovation success factors by examining new product and service development through three parts: Innovation Management, Critical Factors in New Product Development and Tools for NPD.</p
Involving Lead Users in Innovation: A Structured Summary of Research on the Lead User Method
No full textResearch on the lead user method has been conducted for more than thirty years and has shown that the method is more likely to generate breakthrough innovation than traditional market research tools. Based on a systematic literature review, this paper shows a detailed view on the broad variety of research on lead user characteristics, lead user processes, lead user identification and application, and success factors. The main challenge of the lead user method as identified in literature is the resource issue regarding time, manpower, and costs. Also, internal acceptance and the processing of the method have been spotted in literature, as well as the intellectual property protection issue. From the starting point of the initial lead user method process introduced by Lüthje and Herstatt (2004), results are integrated into a revisited view on the lead user method process. In addition, concrete suggestions for corporate realization options are given. The article closes with limitations and future research suggestions.</p
- …
