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New product innovation has been identified as the key to firms' marketplace success, profit and survival. Yet, the failure rate for new products is high. Because of the high costs associated with new product development, there is considerable theoretical and managerial interest in how to minimize the high failure rates of new products and what separates new product winners from losers. This study focuses on individual level ambidexterity – namely head of the R&D departments' capacity to engage in creativity and attention-to-detail simultaneously, a skill involving different centers of attention, and relying on somewhat incompatible behaviors and processes. The ability to engage in these behaviors simultaneously is seen as being ambidextrous. Drawing from the data of 150 advanced manufacturing firms in India (gathered from one CEO and one head of the R&D department for each firm), the results show that when an individual head of R&D engages heavily only in creativity, too many new, risky ideas may come and when he/she engages heavily only in attention-to-detail, he/she may suffer through a lack of novel ideas. Both approaches limit individual's contribution to enhancing product innovation – financial performance relationship. The results also show that an individual head of R&D needs to engage in high levels creativity and attention-to-detail in the pursuit of enhancing product innovation to achieve superior financial performance. 相似文献
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Katerina Nicolopoulou Mine Karataş-Özkan Christopher Vas Muhammad Nouman 《R&D Management》2017,47(3):368-384
In the context of incubators, particularly those that are driven to achieving social objectives, this paper investigates core processes that support the development of social innovation. Social innovation, as this paper argues, is underpinned by a new form of social collaboration and engagement built upon strong forms of sharing knowledge and learning. Coupled with this is the element of social capital reinforced by entrepreneurship and leadership that promotes sustainability in the community. These factors drive innovative thinking and ways of engaging among stakeholders in order to create new forms of socio-economic impact. Such value-creating activity occurs in firms that operate within incubators involving a wide range of stakeholders who work through networks to co-create and meet social challenges. Through a case study of a social incubator and an incubatee, we demonstrate the core processes that irradiate the argument on social innovation. The contribution of this paper is threefold: First, social innovation is an emerging area of research, of which there is a dearth in terms of examining the processes empirically. We address the gap in this field by demonstrating the value of social collaboration and engagement using different innovation models. Second, we establish links between social innovation and incubation using the concept of social capital. This allows us to achieve our third contribution: exemplification of a dyadic value-based partnership and collaboration processes between an incubator and an incubatee, through activities driven by social innovation that aim to have social impact. The paper concludes with practice implications and suggests directions for future research. 相似文献
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Mehmet Bilal Ünver 《Telecommunications Policy》2019,43(2):154-170
One of the key factors for a thriving cloud computing market is the ‘interoperability’ between the relevant hardware and software that govern the cloud services. While a complete interoperability means different cloud users being able to exchange the management tools, server images and other software, this is infrequently realised because users are locked into (proprietary) cloud ecosystems. This (problem of vendor lock-in) is potentially accompanied with another problem revolving around the content delivery networks being integrated with the distinct clouds along with possible harms to media pluralism as well as interoperability. In view of these concerns, this study focuses on competition law, standardisation and regulatory policies, and elaborates on to what extent cloud interoperability needs to be secured under EU legal fora. Overall, it is found that vendor lock-in might be attended by ‘coupling’ and complex ‘layering’ strategies, whereas efficiency and/or security based justifications would arise as the counter-balancing reasons. Based on the findings, the study concludes that while focusing on the vertical (i.e., vendor lock-in) concerns, a comprehensive viewpoint needs to be upheld, allowing efficiencies (i.e., proprietary enhancements) based on the architectural design and innovations, obviating narrowly-fashioned (i.e., foreclosure-based) interventions such as in Microsoft case. It is also underlined that cloud interoperability has a content dimension that would require a broader perspective, extending to horizontal concerns and requirements within the context of EU policy making strategies. 相似文献