Technology Innovation Management Review最新文献

{"title":"Human-Centered Design for Collaborative Innovation in Knowledge-based Economies","authors":"Tiago Filipe Pereira Silva, Tiago Filipe Pereira Marques","doi":"10.22215/TIMREVIEW/1385","DOIUrl":"https://doi.org/10.22215/TIMREVIEW/1385","url":null,"abstract":"opportunities (Etzkowitz, 2001). Universities, as a primary source of knowledge generation and transfer, are relevant allies for companies to jointly do research and co-develop new products and services. For this purpose, several techniques have been developed to provide a structure for innovation. One of them, is called “human-centered design” (HCD), which promotes the engagement with users, clients, and stakeholders, thereby enabling the generation and utilisation of knowledge to enhance human lives (Kelley, 2002; Giacomin, 2014).","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":" ","pages":"5-15"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47956712","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":"Internationalization and Digitalization: Applying digital technologies to the internationalization process of small and medium-sized enterprises","authors":"Annaële Hervé, C. Schmitt, Rico J. Baldegger","doi":"10.22215/timreview/1373","DOIUrl":"https://doi.org/10.22215/timreview/1373","url":null,"abstract":"With the advent of digital technologies, a new social paradigm is emerging, and disruptive changes are an important part of future progress. Characterized by the convergence of many emerging technologies, whose core is data (big data, artificial intelligence, internet of things, etc.), digitalization leads firms to radical transformations in their systems and processes, as well as in their management methods and workforce. For instance, by reducing operating costs and improving interactions among ecosystem stakeholders including customers, partners, suppliers and distributors nascent digital technologies are playing an increasingly important role in company growth (Nambisan, 2017; Reuber & Fischer, 2011, 2014). Digitalization has started to be addressed at a scientific level in the fields of entrepreneurship and management research, among others (Kraus et al., 2019). However, although international research has been fundamentally influenced by the pervasive effects of technological advances for many years, relatively few studies have investigated emergent digital technologies to theoretically understand and empirically test their attributes in international business management (Hannibal & Knight, 2018; Brouthers et al., 2018, 2016; Neubert, 2018; Ojala et al., 2018; Stallkamp & Schotter, 2018; Watson et al., 2018; Wittkop et al., 2018; Coviello et al., 2017; Strange & Zucchella, 2017; Autio & Zander, 2016; Tanev et al., 2015).","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":"10 1","pages":"28-40"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41409751","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":"Open Marketing: Conceptualizing external parties’ strategic marketing activities","authors":"Christina Öberg","doi":"10.22215/timreview/1378","DOIUrl":"https://doi.org/10.22215/timreview/1378","url":null,"abstract":"When Day and Wensley (1983) described the strategic orientation of marketing, and hence laid the groundwork for strategic marketing as a key concern, they broadened the marketing concept to include functions both inside and outside of a company. They thereby guided people away from simply targeting customers (consumers) as an operational level problem, a view which had dominated earlier marketing studies. Although marketing in recent years has gained more depth and increasingly included resources and stakeholder concerns, strategic marketing ideas still depart from the individual firm and its circumstances. Recent developments in terms of the collaborative economy and open innovation (Ritter & Schanz, 2019; Öberg & Alexander, 2019; Sanasi et al., 2020) denote how parties both internal and external to a company participate in processes that are not only communicative, but which form a company’s strategy (Whittington et al., 2011).","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":"10 1","pages":"14-26"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45867371","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":"Which Factors Influence a Company’s Evaluation of the Contribution of Basic Research to Innovation?","authors":"Hiromi S. Nagane, K. Sumikura","doi":"10.22215/timreview/1380","DOIUrl":"https://doi.org/10.22215/timreview/1380","url":null,"abstract":"Basic research is the fountainhead of innovation. Basic research is defined as an experimental or theoretical work undertaken primarily to acquire new knowledge of the underlying foundations of phenomena and observable facts, without any particular application or use in view (OECD, 2002). Breakthrough discoveries made in basic research have led to the creation of many unique technologies. For example, Nobel Prize-winning research has proposed innovative technologies that improve our lives and society. The outcomes of basic research are crucial for science-based industries, including applied fields like the pharmaceutical industry.","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":"10 1","pages":"38-51"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49255187","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":"Understanding the Strategy-Innovation Link in an Era of Disruptions","authors":"K. Breunig, Tale Skjølsvik","doi":"10.22215/timreview/1377","DOIUrl":"https://doi.org/10.22215/timreview/1377","url":null,"abstract":"The structure of this paper can be described as follows. First, we present extant strategy and innovation management theory to highlight similarities and differences across these two bodies of research and pose our research question. Second, we explain the method applied in the search, review, and analysis of the reviewed papers. Third, we present the findings from our analysis of the extant body of literature addressing strategy and innovation. And, finally, we offer a concluding discussion with implications on future developments for research and practice.","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48615934","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":"Social Acceptance of Wind Energy in Urban Landscapes","authors":"M. Westerlund","doi":"10.22215/TIMREVIEW/1389","DOIUrl":"https://doi.org/10.22215/TIMREVIEW/1389","url":null,"abstract":"Although wind energy has high potential as a sustainable energy source to fight climate change, and the post COVID-19 world may require accelerated transition to renewable energy systems, many wind energy projects nevertheless face community resistance Research on social acceptance of wind energy has increased rapidly, but understanding still lacks regarding the different types of acceptance, whether or not the acceptance correlates with demographics, and what drives acceptance of wind farms in the urban landscape Our analysis of 2,376 residents in Helsinki, the capital of Finland, focused on the gaps in understanding and identified three groups of people: Protagonists, Centrists, and Antagonists While Protagonists are highly positive about wind energy projects in the city, Antagonists oppose them, and Centrists adopt a middle-of-the-road approach Further, three factors matter for social acceptance in urban landscapes: 1) distance, as residents prefer offshore wind farms to be farther away from the city's inhabitants, 2) gender, as women are more accepting of wind energy compared with men, and outright opponents of wind energy are more likely men, and 3) participation, as residents wish to participate in decision-making processes regarding wind farms, but lack interest in having ownership of and responsibility for wind energy projects The study discusses the implications of these findings for developers and policymakers of wind energy projects in the urban context © 2020 SciPost Physics All rights reserved","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":"10 1","pages":"49-62"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47578699","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":"Designing a Visual Tool for Teaching and Learning Front-End Innovation","authors":"Priscilla Kan John, Emmaline L. Lear, Patrick L’Espoir Decosta, S. Gregor, S. Dann, Ruonan Sun","doi":"10.22215/TIMREVIEW/1386","DOIUrl":"https://doi.org/10.22215/TIMREVIEW/1386","url":null,"abstract":"Innovation is important to the economic prosperity of nations, with governments worldwide developing policies to boost innovation for their countries (OECD, 2019). Creativity and the exploration of ideas are key components of innovation, which are encouraged within organisations, for example, Google (Adams, 2016) to enhance competitiveness. To produce benefits, creativity and ideation need to be directed at solving relevantly-framed problems. This endeavour involves developing a solid understanding of the problem of interest in order for the ideation process to arrive at a value proposition that yields benefits for users when implemented. Identifying what problem to solve is therefore an essential step, which should to be done iteratively alongside the process of ideation. Failing to clearly grasp the problem to be solved can result in developing services or products that are not useful to target users.","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":"10 1","pages":"16-26"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49321513","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":"Seeking 'Strategy' in Business Intelligence Literature: Theorizing BI as part of strategy research","authors":"Yassine Talaoui, Marko Kohtamäki, R. Rajala","doi":"10.22215/TIMREVIEW/1387","DOIUrl":"https://doi.org/10.22215/TIMREVIEW/1387","url":null,"abstract":"©2020 Authors. This item's license is described as Creative Commons Attribution 3.0 License.","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":" ","pages":""},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47949516","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":"A Triadic Actor View of Value Co-creation in Business Incubation","authors":"R. Beckett, J. Dalrymple","doi":"10.22215/timreview/1379","DOIUrl":"https://doi.org/10.22215/timreview/1379","url":null,"abstract":"The globalization of business, combined with technological and demographic changes, is impacting the world’s regions in different ways. Nevertheless, a common response to emergent conditions is to encourage the establishment of new businesses (or the growth of established businesses), facilitated by some form of business startup incubation support. Some studies (Bruneel et al., 2012) have suggested that further research is needed to look beyond providing incubator service to also consider firstly, how regional conditions shape the incubator business model rationale, and secondly, the extent to which incubator value propositions and client profiles are aligned. In this paper, we take up these suggestions in our analysis.","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":"10 1","pages":"27-37"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43460396","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":"A Conceptual Development of a Business Model Typology in Tourism: the impact of digitalization and location","authors":"Gabriel Linton, Christina Öberg","doi":"10.22215/timreview/1372","DOIUrl":"https://doi.org/10.22215/timreview/1372","url":null,"abstract":"Technological development within tourism has enabled a change in consumer behavior, led to the emergence of new actors entering the sector along with widespread digitalization (Boksberger & Laesser, 2009; Laesser et al., 2009; Koukopoulos & Styliaras, 2013; Kubiak, 2014; Wernz et al., 2014). This, in turn, has resulted in new ways of designing businesses (Burger & Fuchs, 2005; d’Angella et al., 2010; Zach & Racherla, 2011; Zach, 2012; Krizaj et al., 2014). Beritelli and Schegg (2016), for instance, describe online booking systems, Yu (2016) points at e-tourism, Scheepens et al. (2016) refer to sustainability initiatives, and De Carlos et al. (2016) indicate how online booking systems introduce new actors in the tourism sector, as do Kathan et al. (2016), and Forgacs and Dimanche (2016) in relation to platform-based businesses. These new business designs reflect some ongoing changes to business models in the sector (Osterwalder et al., 2005; Zott et al., 2011) and suggest the possibility of structuring different ways to operate within tourism. A business model can be defined as a system of interdependent activities of a firm, its business partners, and the mechanisms that link these activities (Zott & Amit, 2010). In short, it is the way a firm operates its business. The increased variety of business model designs in the tourism sector (Martins et al., 2015) draws attention to how various business models may fit in different situations and for different purposes (Zott & Amit, 2013). Through configuration theory, it is possible to conceptually identify archetypes, or in other words, wellperforming business model configurations. The purpose of this paper is to conceptually develop a business model typology in the tourism sector. The theoretical basis for deriving a typology of business models (Baden-Fuller & Morgan, 2010) draws on a configuration approach, which takes into account contingency factors of digitalization as well as company location. In tourism research, the location of a firm is a central theme that focuses on topics such as accessibility and attractiveness of destinations (Henderson, 2006). The location as an external factor is thereby stressed more extensively for business models in tourism than in many other sectors. Digitalization has been shown to change the way tourism operates, including intermediation and peer-topeer (P2P) sharing. Gardiner and Scott (2018), for instance, discuss how digital innovation in tourism has changed the ways companies conduct their business. This paper aims to conceptually develop a business model typology in tourism. It focuses on digitalization and destination location as important contextual factors when developing the typology. The paper builds on prior research on business models and tourism research by adopting configuration theory to create a typology of business models in tourism businesses. Four business model archetypes are identified: (1) bricks and mortar business models, (2) digitalized de","PeriodicalId":51569,"journal":{"name":"Technology Innovation Management Review","volume":"10 1","pages":"16-27"},"PeriodicalIF":1.8,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44924816","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}