Functions of innovation systems: A new approach for analysing technological change

The central idea of this paper is that innovation systems are a very important determinant of technological change. We describe that the emergence of a new innovation system and changes in existing innovation systems co-evolve with the process of technological change. Therefore, it is necessary to create more insight in the dynamics of innovation systems. Traditional methods of innovation system analysis that mainly focus on the structure of innovation systems have proven to be insufficient. Therefore, we propose a framework that focuses on a number of processes that are highly important for well performing innovation systems. These processes are labeled as ‘functions of innovation systems’. After explaining this framework and embedding it in existing literature, we propose a method for systematically mapping those processes taking place in innovation systems and resulting in technological change. This method can be characterized as a process analysis or history event analysis. Clarifying examples are taken from the empirical field of Sustainable Technology Development.     

Who visits the Kruger National Park,and why? identifying target markets

This study identified viable target markets at South Africa’s most renowned nature reserve, the Kruger National Park, using market segmentation based on demographic characteristics. International, domestic, and local nature tourists were surveyed and categorized into three distinct clusters. The results show that block clustering based on visitors’ demographic characteristics is a useful research tool for producing a clear visitor profile and showed that during the process of market segmentation it is necessary to establish the relationship between a particular segmentation base and visitors' behavior and preferences. This is useful information for managing this Park, and other similar parks, more sustainably.     

Does the Life Course Savings Scheme Have the Potential to Improve Work–Life Balance?

To improve individuals' work–life balance, trade unions, employers' organizations, governments and the European Commission currently promote a life course perspective in activating labour market policies. In 2006, the Life Course Savings Scheme (Levensloopregeling) was introduced in the Netherlands, which aims to increase labour participation and to improve the work–life balance over the life course. What can we learn from the Dutch case? In 2006, actual participation in the scheme was with 6% much lower than expected. Participation rates were higher among males, full timers, older employees, the higher‐income groups and persons with a partner. However, our multivariate analyses of data for over 500,000 civil servants show that the higher participation rates of males, full timers and older employees are related to the higher earnings of these groups, and that after control for earnings, participation is higher among females, part timers and the young. This indicates that the scheme has a potential to contribute to the work–life balance over the life‐cycle.     

The interplay between outbound team strategy and market information processing in the course of ‘really new’ NPD projects

The purpose of the study is to explore how and when outbound team strategy – reaching out to other parts of the organization – plays a role in market information processing in really new NPD. Prior research mainly focused on intra-team factors, such as cross-functional integration, affecting market information processing in NPD. We conducted a comparative longitudinal case-study of two really new NPD projects, Shield and Anti-resist, in one chemical firm using in-depth-interviews and archival data. Case findings suggest that lack of market information processing in Shield compared with Anti-resist was rooted in differences in outbound strategies between the two projects rather than intra-team factors. While the literature has praised decentralization for enhancing information processing and creativity, we conclude that this comes with the responsibility of individual NPD teams to proactively reflect on their own marketing actions along the way in really new NPD. This implies that managers better recognize team behavior and adapt their control mechanisms to incorporate outbound team strategies.