Management of Innovation eJournal最新文献

{"title":"Patent Citations Reexamined","authors":"Jeffrey M. Kuhn, Kenneth Younge, Alan C. Marco","doi":"10.2139/ssrn.2714954","DOIUrl":"https://doi.org/10.2139/ssrn.2714954","url":null,"abstract":"Existing measures of innovation often rely on patent citations to indicate intellectual lineage and impact. We show that the data generating process for patent citations has changed substantially since citation-based measures were validated a decade ago. Today, far more citations are created per patent, and the mean technological similarity between citing and cited patents has fallen significantly. These changes suggest that the use of patent citations for scholarship needs to be re-validated. We develop a novel vector space model to examine the information content of patent citations, and show that methods for sub-setting and/or weighting informative citations can substantially improve the predictive power of patent citation measures. We make data for a basic correction available for future scholarship through the Patent Research Foundation.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130099551","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Pension Investment Funds Analysis: A Variance-Comparison Tests of Non-Contributory (Pre) and Contributory (Post) Schemes in Nigeria","authors":"E. G. Okoro, E. Okoye","doi":"10.36108/unizikjb/9102.20.0260","DOIUrl":"https://doi.org/10.36108/unizikjb/9102.20.0260","url":null,"abstract":"In Nigeria, pension was established in 2004 through the Pension Reform Act, 2004 and since then, pension schemes have manifested in twofold: ‘old’ and ‘new’. The Pension Act No. 102 of 1979 is the “old pension” (non-contributory) and Pension Reform Act of 2004 (including the restructured/modified Pension Act, 2014) is the “newpension” (contributory) scheme. In this paper, we comparatively evaluated both the non-contributory (pre) and contributory (post) pension schemes in Nigeria. In order to do this, secondary data of pension investment funds was obtained during the period 1994-2014. The Variance-Comparison Tests was employed in analyzing the data so as to determine if there is a significant variation in both schemes and the test was performed via STATA 13.0. Based on the analysis of data, we found that the contributory (post) scheme is healthy, reliable and poised towards helping retirees survive as soon as they retire from service. Thus, the contributory (post) scheme significantly improved as a result of the reform in Nigeria, especially in the area of pension investment funds. On the basis of the findings, it was recommended among others that there should be an unrestricted retirement savings scheme and non-remittance of pension contributions by employers to PENCOM. Also, a better returns on investment and service delivery from pension fund administrators should be enhanced so as to enhance pension investments and voluntary contributions. Besides this, the internal procedures should be improved upon so that contributions and returns on pension investments due to retirees can be efficiently and swiftly made from pension fund administrators to pensioners on retirement.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121813308","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Business Model Innovation Processes of Average Market Players: A Qualitative‐Empirical Analysis","authors":"Sven M. Laudien, Birgit Daxböck","doi":"10.1111/radm.12208","DOIUrl":"https://doi.org/10.1111/radm.12208","url":null,"abstract":"Business model innovation is by now mainly understood as a strategic option for firms to enhance competitiveness. As a result, business model innovation research usually focuses on outperforming firms that deliberately innovate their business models. We enhance this rather narrow perspective by analysing business model innovation processes of average market players against the background of a multiple-case study. Our findings show that average market players do at least initially not deliberately pursue business model innovation. Instead, they experience business model innovation as a highly emergent and very often unintended process. We identify four phases of this process and describe them in detail. Furthermore, we highlight factors that determine whether a firm is able to complete the process step or not. The results of our study are reflected in a newly developed process model that considerably enhances the understanding of business model innovation processes with regard to average market players and may serve as framework for future research.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"288 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132186478","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Turbulence, Firm Decentralization and Growth in Bad Times","authors":"P. Aghion, N. Bloom, Brian Lucking, R. Sadun, J. Van Reenen","doi":"10.1257/APP.20180752","DOIUrl":"https://doi.org/10.1257/APP.20180752","url":null,"abstract":"What is the optimal form of firm organization during “bad times”? The greater turbulence following macro shocks may benefit decentralized firms because the value of local information increases (the “localist” view). On the other hand, the need to make tough decisions may favor centralized firms (the “centralist” view). Using two large micro datasets on decentralization in firms in ten OECD countries (WMS) and US establishments (MOPS administrative data), we find that firms that delegated more power from the central headquarters to local plant managers prior to the Great Recession outperformed their centralized counterparts in sectors that were hardest hit by the subsequent crisis (as measured by export growth and product durability). Results based on measures of turbulence based on product churn and stock market volatility provide further support to the localist view. This conclusion is robust to alternative explanations such as managerial fears of bankruptcy and changing coordination costs. Although decentralization will be suboptimal in many environments, it does appear to be beneficial for the average firm during bad times. (JEL D22, G12, G32, G34, L23)","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"123 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130234616","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Russian and Chinese Mid-Sized Business: Internationalization Strategies (Includes 15 Case Studies)","authors":"E. Molchanova, Oleg Remyga, M. Di Vito, Ksenia Sokolova","doi":"10.2139/ssrn.3119224","DOIUrl":"https://doi.org/10.2139/ssrn.3119224","url":null,"abstract":"Internationalization can be beneficial for firms of all sizes. While it is usually large companies which are studied, there is a host of smaller firms that have successfully tapped into international opportunities and whose experiences are worthy of investigation. Usually overlooked by academics, practitioners, researchers and journalists, mid-sized companies receive less attention than they deserve, especially those coming from emerging markets. At the same time, firms of this sort often exhibit a remarkable degree of resourcefulness and versatility. Their international trajectories can be instructive for companies from emerging and developed markets alike. This study looks at the internationalization of a selection of Russian and Chinese mid-sized firms. As a business school in Russia, we embarked on this project with the specific goal of complementing contemporary strategic thinking derived from the experience of Western multinationals by introducing the experience of smaller firms from emerging economies. Case studies of fifteen mid-sized, private businesses from the manufacturing and IT sectors form the basis of this report. The way companies approach internationalization varies considerably, and often depends on how they build their businesses at home. Self-identification is one of the underlying factors. Russian companies often see their medium size as an inherent characteristic and adapt their strategy accordingly. Chinese companies, on the other hand, tend to treat their current size as an intermediate step in their progression to big business. The environments from which the companies emerge also dictate differences in optimal competitive configurations. Russian mid-sized firms bypass competition by delivering high performance products and targeting narrow market segments. In-house integration of diverse competencies allows them to control quality and cost. Chinese mid-sized companies win markets through scale and speed. Supported by a flexible supplier network, these companies concentrate their efforts on downstream capabilities such as production and distribution. The underlying proposition of this report is that internationalization means much more than selling to foreign markets. It is about a firm’s ability to connect with the outside world in multiple areas: manufacturing, access to technology, foreign capital, the talent pool, strategic alliances and informal networks. Each area presents opportunities which can be used to a firm’s advantage. Russian mid-sized firms approach internationalization in a classical way. It is a step-by-step process whereby a company starts probing foreign markets and, as it gains more knowledge, it feels more comfortable exploring other opportunities such as localizing production, hiring local staff and building partnerships. The global niche strategy adopted by Russian mid-sized companies has many similarities with that of the German Mittelstand. The Chinese approach internationalization quite differe","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115607892","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Click Here to Agree: Managing Intellectual Property When Crowdsourcing Solutions","authors":"J. Beer, Ian Paul McCarthy, A. Soliman, Emily Treen","doi":"10.2139/ssrn.2947096","DOIUrl":"https://doi.org/10.2139/ssrn.2947096","url":null,"abstract":"Tapping into the creativity of a crowd can provide a highly efficient and effective means of acquiring ideas, work, and content to solve problems. But crowdsourcing solutions can also come with risks, including the legal risks associated with intellectual property. Therefore, we raise and address a two-part question: Why—and how—should organizations deal with intellectual property issues when engaging in the crowdsourcing of solutions? The answers lie in understanding the approaches for acquiring sufficient intellectual property from a crowd and limiting the risks of using that intellectual property. Herein, we discuss the hazards of not considering these legal issues and explain how managers can use appropriate terms and conditions to balance and mitigate the risks associated with soliciting solutions from a crowd. Based on differences in how organizations acquire intellectual property and limit associated risks, we identify and illustrate with examples four approaches for managing intellectual property (passive, possessive, persuasive, and prudent) when crowdsourcing solutions. We conclude with recommendations for how organizations should use and tailor the approaches in our framework to source intellectual property from a crowd.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-01-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128696490","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Managing Uncertainty: Harnessing the Power of Scenario Planning","authors":"John J. Oliver","doi":"10.1108/SD-09-2016-0131","DOIUrl":"https://doi.org/10.1108/SD-09-2016-0131","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This paper aims to provide an overview of the role that scenario planning can play in managing the uncertainty caused by changing and unpredictable competitive dynamics. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000This viewpoint reflects both the practical experience of strategic planners, combined with an academic insight into the advantages of using scenario planning as a management tool. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000Firms can develop corporate level strategy and gain long-term certainty in their strategic approach by using scenario planning to strategize in a way that allows them to prepare for multiple futures, with multiple strategies. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000Firms can manage environmental uncertainty and turbulence by being “mentally prepared” to address the future by evaluating the critical uncertainties driving turbulence and the strategic options relevant to a number of possible future outcomes. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000A unique combination of practical experience fused with academic knowledge on harnessing the power of scenario planning to manage uncertainty and develop organizational strategy.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"102 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-01-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124719427","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Assessment of Total Quality Management Implementation in Indian Service Industries","authors":"Faisal Talib, Nishat Faisal","doi":"10.2139/ssrn.2907927","DOIUrl":"https://doi.org/10.2139/ssrn.2907927","url":null,"abstract":"The purpose of this paper is to examine the extent to which total quality management (TQM) practices have been implemented in Indian service industries. The research reports the findings of an empirical study conducted with a sample of 172 top and middle managers in Indian service industries. The results reveals that six TQM practices i.e. top-management commitment; customer focus; process management; quality systems; teamwork; and communication are effectively implemented across the Indian service industries while eleven practices are partially implemented. The proposed framework would be helpful for the managers and practitioners in implementing an effective TQM program.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123166551","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Relationship between Coping and Job Performance","authors":"L. Tummers","doi":"10.1093/JOPART/MUW058","DOIUrl":"https://doi.org/10.1093/JOPART/MUW058","url":null,"abstract":"Workers on the frontline of public service, such as teachers and social workers, cannot provide unlimited support to all their clients, because of among else scarce time and money. To deal with this, they use various coping strategies. We analyze one important coping strategy such “street-level bureaucrats” can use: prioritizing motivated clients over unmotivated clients. We study the effect of this coping strategy on job performance, as rated by their supervisors. In other words, do street-level bureaucrats who especially help motivated clients get lower or higher job performance ratings? By studying this relationship, we can test two narratives in frontline work: the state-agent narrative versus the citizen-agent narrative. If supervisors follow a state-agent narrative, they would give street-level bureaucrats that prioritize motivated clients lower performance ratings. Supervisors could stress values like legality and equality: workers should follow governmental rules and should treat all clients equally. Contrary to this, if supervisors follow a citizen-agent narrative, they would give street-level bureaucrats who especially help motivated clients higher performance ratings. Motivated clients are the “deserving clients,” worthy of investment. “Pushing” unmotivated clients may also be a very inefficient use of scarce resources. Using a multi-source study of social workers in one organization in the United States, we show that supervisors give higher job performance ratings to street-level bureaucrats who prioritize motivated clients. Implications of this finding and a future research agenda are shown.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121842165","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Capacity Management for Institutional Asset Owners","authors":"Michael J. O'Neill, G. Warren","doi":"10.2139/ssrn.2857967","DOIUrl":"https://doi.org/10.2139/ssrn.2857967","url":null,"abstract":"The management of capacity is considered from the perspective of institutional asset owners. How capacity differs across asset classes is outlined. Investment strategies that offer greater capacity are identified. A discussion of capacity management for multi-asset portfolios highlights how asset owners should manage investments according to their size, focusing on the relation between potential to generate value and capacity. It is argued that optimal scale need not exist for asset owners with the flexibility to adjust where and how they invest as they grow, even though it may exist for specific assets or strategies. Suggestions are also made for managing capacity when investing through external managers, including ideas for detecting and addressing related agency issues.","PeriodicalId":419336,"journal":{"name":"Management of Innovation eJournal","volume":"50 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-10-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125471809","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}