The Organizational Innovation System: A systemic framework for radical innovation at the organizational level

Most research on innovation management at the organizational level has typically been focused on one specific innovation project phase or innovation management concept. This has resulted in many valuable insights, though scattered in different (innovation) research fields and studies. With the development of the Organizational Innovation System (OIS), we bring together important insights from the Innovation Systems, Open Innovation and other related fields into a guiding concept useful for both innovation managers developing (radical) innovations and innovation scholars. In this paper, we define the OIS and its key structural components, and discuss the identified functions and categories of potential imperfections. With the OIS, we provide a holistic, hands-on concept currently lacking in the open innovation approach. From the conceptualization, a framework for analysis is put forward which provides structure to the study of ongoing and finished innovation processes. Additionally, the development of the OIS is a first step in the development of a currently underdeveloped micro-level within the innovation systems perspective. The insights in OISs and the future insights derived from analytical efforts, will not only be beneficial for the performance of innovating organizations and organizational innovation systems but also for the performance of the higher, interconnected system levels.     

Mapping the benefits and costs associated with process innovation: The case of RFID adoption

The successful implementation of any innovation requires an understanding of its benefits and costs. This study examines the changes in the magnitude of costs and benefits associated with technology process innovation adoption as the innovation diffuses across different industries. Using RFID as an exemplar technology, the study shows that the magnitude of benefits and costs associated with technological process innovation adoption within different industries varies as technology diffuses beyond early adopters to the early majority. During the early stages of technology evolution, the development cost, the cost of capital, ethical costs and simple direct implementation costs (in the form of the cost of tags) predominate. As a dominant design emerges the profile of costs changes with the emphasis on initiation costs, more holistic direct implementation costs and indirect implementation costs. A similar change in the emphasis of benefits is observed, with a shift from direct to indirect benefits being noticeable as the technology moves from early adopters to early majority adopters. Our findings help to explain the difficulties in consistently measuring innovation outcomes observed in the innovation implementation literature, and emphasize the need to take into consideration the stage of technology development as a significant factor that influences the realised outcomes from innovation implementation.     

Coping with coopetition—Facing dilemmas in cooperation for sustainable development: The case of the Dutch smart grid industry

This paper is amongst the first to examine coopetition strategy for sustainable development at the network level. Companies who want to successfully implement complex innovative technologies that support sustainable development need to collaborate with other actors of the innovation ecosystem, including their competitors, so that they can develop standards, interoperable products, pool knowledge, and resources and bundle forces to compete against other technologies. Collaboration with competitors brings benefits, but also many risks. We investigated how firms cope with these risks when establishing an innovation ecosystem to implement a new technology in society. We conducted research in the Dutch smart grids sector and explored how these firms minimize inherent risks of coopetition. We found that system‐building actors in the Dutch smart grid field not only minimize inherent risks, but from the start of their collaboration they implement so‐called enablers to prevent these risks upfront.     

University capability as a micro-foundation for the Triple Helix model: The case of China

By articulating the notion of university capability by distinguishing resources and capabilities, this paper aims to advance our understanding of the Triple Helix model from a micro-foundational perspective. From an external evaluative viewpoint, we suggest that university capability consists of (1) resource bases, (2) motivation/objectives, (3) resource allocation and coordination mechanisms, and (4) regional outcomes. Based on qualitative data collected from two leading Chinese cities in innovation and regional development, our study empirically elucidates two different approaches to deal with university capability. Our conceptualization of university capability may be a useful analytical tool to better understand the role of ‘university’ and its relationship with the other actors in the Triple Helix model.     

Creating space for innovation—The case of mobile telephony in MSEs in Ghana

Mobile telephones have become important tools for socio-economic activities. In Africa, their diffusion is phenomenal. This paper adopts the innovation system conceptual framework for analyzing the state of mobile telephony in Ghana, the trends and implications for enhancing benefits. The paper emphasizes the role of the critical actors, and the internal and external environments they operate in. It uses primary and secondary data in analyzing the real and potential innovative use of mobile telephones by the MSEs in Ghana. It also examines the range of applications of mobile telephones in the MSEs, and assesses current public policies and the outcomes of such policies on innovations in MSEs. Finally, it advocates for a more holistic promotion of innovations from the broad perspectives. Efforts to stimulate innovation must be on the demand side of innovation as well as on the supply side.     

Learning and technological capability building in emerging economies: The case of the biomass power equipment industry in Malaysia

There is increasing recognition that the transfer of foreign technology to developing countries should be considered in light of broader processes of learning, technological capability, formation and industrial development. Previous studies that have looked at this in the context of cleantech industries in emerging economies tend to overlook firm-level specifics. This paper contributes to filling this gap by utilising in-depth qualitative firm-level data to analyse the extent to which the use of different learning mechanisms can explain differences in the accumulation of technological capabilities. This is explored via an examination of eight firms in the biomass power equipment industry in Malaysia during the period 1970–2011. The paper finds that firms relying on a combination of learning from foreign technology partners and internal learning by planned experimentation make most progress in terms of technological capability. Nevertheless, local spill-over effects were found to be important for some firms who learned principally from imitation of local competitors, although significantly, firms learning from local spillovers failed to advance beyond extra basic operating technological capabilities. Those firms who proactively pursued learning from foreign partners, on the other hand, advanced further, reaching basic innovative levels of technological capabilities. These findings are relevant for a wider range of industrial sectors in emerging economies.     

Thriving in the New Normal: The HR Microfoundations of Capabilities for Business Model Innovation. An Integrated Literature Review

Firms need to respond to the increasing competition and change of the current New Normal environment by being more innovative, and especially in developing new business models. This paper seeks to explore how microfoundations, particularly with respect to human resource management, play a key role in facilitating innovation in business models through the development of key needed capabilities. Four themes are identified with respect to business model innovation (BMI) in the New Normal: BMI as an enabler to create and operate across industries and product-markets; BMI as a mechanism for firms to better navigate changing institutional landscapes; BMI as giving rise to business model portfolios; and concurrent and cumulative innovations that can lead to BMI. This paper also develops a conceptual framework that presents a synoptic view of the five essential capabilities for BMI, which include analogical reasoning, sensemaking, dynamic capabilities, organisational ambidexterity, and organisational learning. Finally, it is shown how the microfoundations of a bespoke, development-oriented BMI HR architecture can support the advancement of these capabilities and thus contribute to the strategic HR literature.     

The central role of human resource management in the search for sustainable organizations

The aim of this article is to present the main contributions of human resource management to develop sustainable organizations. The relationship between human resources and organizational sustainability, which is based on economical, social and environmental performance, involves some important aspects concerning management such as innovation, cultural diversity and the environment. The integration of items from the triple bottom line approach leads to developing a model based on a strategic and central posture of human resource management. Based on this model, propositions and recommendations for future research on this theme are presented.     

Barriers to sustainability for small and medium enterprises in the framework of sustainable development—Literature review

The objective of this article is to analyze the barriers faced by small and medium enterprises (SMEs) when implementing initiatives for sustainable development. For this purpose, a search equation was designed, and the 50 highest cited articles from the search results in Scopus between years 2013 and 2017 were reviewed. The selected criteria for the article analysis were article name, article year, country, continent, journal, Scimago Journal Rank, Scimago Quartiles, Affiliated Universities, abstract, and keywords. Among the main results, 175 barriers to sustainability for SMEs were identified. The barriers that appeared most frequently were lack of resources, the high initial capital cost of implementing sustainability measures, and lack of expertise. At the end of the article, a proposal is included which shows the 175 identified barriers, classified by “sector,” “sustainability tool,” and “internal/external” which can aid in new qualitative and quantitative studies of barriers to sustainability in SMEs.     

The environmental value and impact of the Maker movement—Insights from a cross‐case analysis of European maker initiatives

The aim of this paper is to explore the environmental value of the Maker movement, which is driving digital fabrication into the mainstream. Makers are inspiring each other to create smart solutions for all types of individual needs and address societal and environmental challenges at the same time. They share their creative ideas and solutions in collaborative work spaces and Maker Faires or on social media platforms. Is this grassroots innovation the beginning of the next industrial revolution? This paper will explore the environmental value and impact of makers' innovative business model and discuss on how to increase the circularity. At the same time, we will describe the role of maker communities and how to help to play a better role. In the framework of a case study analysis based on 10 different Maker initiatives across Europe, 39 interviews were conducted with makers and Maker initiatives managers evaluating core questions such as potential environmental value and impact, value chains, and energy efficient behaviours. This study is expected to contribute to building an explorative but yet empirically rooted analysis of the environmental value and impact of the Maker movement. Furthermore, the challenges in the future and the suggestions for policy makers are provided.     

Platform control during battles for market dominance: The case of Apple versus IBM in the early personal computer industry

We conduct a case study of the battle for market dominance between the industry platforms led by Apple and by IBM in the early personal computer industry (1977–1986). Platform leaders such as Apple or IBM need to consider many technological, strategic, and network factors in managing their industry platforms. We explore how platform leaders deploy these factors and their interactions during a battle for market dominance. We find that platform leaders choose various control modes to do so, ranging from central control to distributed control. The adoption of these control modes is dependent on the choice of being first entrant with a technological discontinuity (central control) or follower (distributed control). Within a control mode, technological, strategic, and network factors are managed in a coherent way.     

PCTran/AP1000核电站仿真软件的改进

本文介绍了PCTran/AP1000核电站仿真软件由单机版向分布式培训系统的改进,通过WinSock控件实现了基于TCP/IP协议的网络通讯功能。该系统可以满足核类专业实验教学的要求,对于提高核电站操作人员的认知水平起到积极的作用。     

Vertical integration as a remedy for imbalances in the ‘Porterian’ value system. The Dutch financial securities industry at the beginning of the 20th century

The way of accounting for vertical integration, of this paper is based on the ‘Porterian’ value system and focuses on the relation between the creation and appropriation of value. The essence of a value system is that at each stage in the system value is created and added to the value created at previous stages. We propose that firms which are unable to appropriate the value they create at the stage they currently inhabit, would find it advantageous to integrate vertically towards stages offering a more attractive relation between value appropriation and value creation. This argument will be illustrated here by the case of a large Dutch bank that integrated vertically towards securities trading.