This paper examines the integration of the human and technological aspects of innovation management by modelling the innovation stimulus – innovation capacity relationship in determining innovation performance. The research framework developed in this study was tested amongst 194 managers of Australian firms. The survey responses indicate that both the relationships between innovation stimulus and innovation capacity and between innovation capacity and innovation performance are significant and strong. However, innovation stimulus does not show any direct effect on innovation performance, suggesting that its effect is mediated through innovation capacity. The overall practical implication that can be drawn from the findings is that to achieve high innovation performance, organizations first need to develop the behavioural and cultural context and practices for innovation (i.e. stimulus), and only within such conducive environments is it possible for organizations to develop innovative capacity in research and development and technology so as to more effectively deliver innovation outcomes and performance.

Relationships between innovation stimulus, innovation capacity, and innovation performance

This paper examines electronic data interchange (EDI) adoption and integration by US automobile industry suppliers. The paper constructs several hypotheses from the authors' literature survey and interviews with automotive industry managers, and tests these hypotheses using data from first- and second-tier automobile suppliers in the U.S. Their study shows: (1) the higher the frequency of transactions and the higher the percent sales to a customer, the more likely a supplier was to adopt EDI; (2) "buyer's push" seemed to be the most significant reason for suppliers' EDI adoption; (3) factors affecting EDI adoption were different from those affecting EDI integration and success; (4) managerial proactiveness seemed to be the most significant factor for EDI integration and success; and (5) the resource-dependency approach seemed to be more suitable than the transaction-cost approach for explaining EDI adoption.

Adoption of electronic data interchange: the role of buyer-supplier relationships

Tightening the belt: methods for reducing development costs associated with new product innovation

Article history: Received October 3, 2016 Received in revised format: October 22, 2016 Accepted December 8, 2016 Available online December 9 2016 Developing innovation, based on knowledge and technology, as a driving force of the economy, is necessary for survival and is required in having strong interactions within the globalized world of business. Innovation and technology development require an intertwined network of organizational interactions between public and private sector. The activities and interactions of these firms are the reasons for innovation development in the framework of innovation systems. Following strategies is of crucial necessity and importance in industries such as aerospace and remotely-piloted helicopters (RPH) with their complex characteristics, costly and time-consuming processes. Understanding the business environment and identifying the success factors is a significant step towards adopting innovative strategies and planning for technology development. The aim of this article is to evaluate the key success factors in technological innovation development of remotely-piloted helicopters (RPH) industry. The methodology used in this article is Best-Worst method which is considered as one of the most prominent and effective MCDM methods. Based on a case study and by reviewing the extant and relevant literature, the key success factors of technological innovation development of remotely-piloted helicopters (RPH) industry in Iran were identified. Then by applying the “Best-Worst” method and the experts’ opinions, the key success factors were analyzed and prioritized. Finally, some suggestions are made by considering the results of the study. Growing Science Ltd. All rights reserved. 7 © 201

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Investigation and evaluation of key success factors in technological innovation development based on BWM

Innovation activities have become globalised and open in ways that were unimaginable 20 years ago. These changes have brought new insight into research on innovation activities and specific innovation practices in organisations, including that previous research largely ignored small and medium-sized enterprises (SMEs). This paper tests a variance-based structural equation model (SEM) for selected antecedents and determinants of commercialisation enablers on a sample of 105 SMEs from Slovenia – a small, open, post-transition economy with a dominant SME sector. The main contribution of the paper lies in testing how two specific open innovation practices (open innovation information exchange and open innovation collaboration) impact the commercialisation enablers of high-tech SMEs through their innovation activities (antecedent) and their innovativeness (determinant). Both open innovation practices show statistically significant effect on high-tech SMEs’ innovativeness, thus supporting the idea that ...

/pdf/antecedents-and-determinants-of-high-tech-smes-2fdvjq6nbe.pdf

Antecedents and Determinants of High-tech SMEs’ Commercialisation Enablers: Opening the Black Box of Open Innovation Practices

Small and medium enterprises (SMEs) have re-emerged as an important part of modem economies, because of their flexibility and innovative ability. We undertook research to understand how US and Japanese manufacturing SMEs develop and implement new technologies, with emphasis on their external diffusion linkages. We specifically compared the sources and utilisation of new technologies by SMEs and their reasons for implementation. Sources of technology include: company affiliations, equipment sales representatives, parts vendors, public assistance programs, etc. The utilisation of new technology includes basic computer equipment, CAD/CAM, CIM, FMS, and others. Reasons for implementing new technologies include lower cost, higher quality, faster product development time, and lower WIP. Surveys were sent to SMEs in Kentucky and Tennessee and in Japan in seven major industrial groups. In this article, we discuss and contrast these US vs. Japanese responses.

A comparison of US and Japanese technology management and innovation

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A comparison of US and Japanese technology management and innovation