Classifying Innovation

Miller, Lawrence K.; Miller, Ruth H.

doi:10.1142/s0219877012500046

Cited by 11 publications

(4 citation statements)

References 38 publications

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“…The literature regarding innovation focuses on the identification of possible classifications regarding this concept (Miller and Miller, 2012). The most famous are: (1) the distinction between administrative innovation or technical developments concerning the organizational process involved (Daft , 1978;Kimberly and Evanisco, 1981;Damanpour, 1987); (2) the differentiation between product innovation or process innovation regarding the specific object of innovation (Utterback and Abernathy, 1975); (3) the distinction between incremental innovation and radical innovation, relative to the level of technological advancement imprinted within the organization (Ettlie et al, 1984;Dewar and Dutton, 1986;North and Tucker, 1987).…”

Section: Am As An Innovation Process 11the Innovation Processmentioning

confidence: 99%

Additive Manufacturing in SMEs: Empirical Evidences from Italy

Marzi

Zollo

Boccardi

et al. 2018

Int. J. Innovation Technol. Management

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Research on innovative technological methods in SMEs' production processes is progressively receiving attention. However, little is known about the emerging phenomenon of Additive Manufacturing (AM), which may represent a significant strategic lever for fostering a company's competitiveness and performance, especially for SMEs. Our aim is to investigate the effects of AM on SMEs' production process, in order to better understand the relative outcomes of such an innovative technique. We used latent content analysis for empirically analyzing SMEs present in one of the most important Italian gold jewelry districts. Our findings suggest that the AM introduction in a company's production process effectively results in many positive outcomes, such as process innovation, customer satisfaction, costs, revenues, profits, and competitive advantage. Specifically, there is a positive linkage between AM and a company's performance. Hence, such an innovative technique may be interpreted as a viable growth strategy for SMEs. Theoretical and managerial implications are discussed.

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Section: Am As An Innovation Process 11the Innovation Processmentioning

confidence: 99%

Additive Manufacturing in SMEs: Empirical Evidences from Italy

Marzi

Zollo

Boccardi

et al. 2018

Int. J. Innovation Technol. Management

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“…However, innovation basically should contain a novelty. Innovation has various forms and some authors classify them in numerous types from simple to complex classification (Hartley, 2005;Miller & Miller, 2012;Walker, 2006). Walker (2006) simply classifies innovation models into three types, such as product, process, and ancillary innovations.…”

Section: ) Mpepmentioning

confidence: 99%

Research Innovation Model at the Office of Religious Research and Development Semarang

Sofanudin¹,

Wahyudi²

2018

J. Bina Praja

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This research aimed to explore research innovation model in the Office of Religious Research and Development (RRD), Ministry of Religious Affairs (MORA) in Semarang. Research innovation model includes new ideas, practices, and methods in research field to further enhance the quality of research. The new ideas, practices, and methods consist of things that have been implemented, existed and practiced by the research institutions. This research used the qualitative approach and fact-finding method. The data were collected in several ways, such as experience and observation, interview, and secondary data. The result revealed the leader of the Office of RRD Semarang ideas concerning the importance of establishing quality-based policy research. In practice, those ideas were implemented in at least four forms of innovation which are the existences of (1) The Research's Internal Quality Guarantor Team, (2) Electronic Journals, (3) Collaborative Research and Development, (4) Policy Brief, and (5) MPEP Team. Those innovations were considered as a process and product innovation. Finally, it concluded that the leadership factor had a significant role in this organization to create such innovations.

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“…There are various ways to classify innovations (Miller & Miller 2012); one way to revive innovativeness and create a dynamic dominant logic is to make intrapreneurship the basis upon which the organisation is conceptualised (Morris, Kuratko & Covin 2008;Sharma & Chrisman 1999). Innovation is a multidimensional phenomenon and the development of an innovation is frequently modelled as a process.…”

Section: Intrapreneurship and Innovationmentioning

confidence: 99%

An empirical study of desired versus actual compensation practices in determining intrapreneurial behaviour

Madu

Urban

2014

SA j. hum. resour. manag.

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Orientation: Past research recognises that human resources management practices may influence innovative behaviour, particularly as compensation systems can be used as a tool to increase intrapreneurial activity.Research purpose: The aim of this study is to determine the relationship between actual versus desired compensation practices and elevated intrapreneurial behaviour. This is in line with research that focuses on how to promote business innovation, rather than merely research whether innovation is desirable for businesses or not.Motivation for the study: Recognising that entrepreneurial actions are the bedrock of intrapreneurial behaviour and that these behaviours may be critical to the long-term vitality of a firm and economy, it is important to facilitate the empirical study of them in an underresearched, emerging market environment. Moreover, compensation such as reward preferences and variable pay schemes remain controversial in terms of their costs versus contributions, and these constructs deserve more empirical research.Research approach, design and method: The study employed a quantitative research design, using a cross-sectional and empirical approach with primary data sources. A structured webbased instrument rendered a sample of 209 respondents from a diverse set of businesses. Canonical correlational analysis was carried out to test the hypotheses.Main findings: The results reveal that a gap exists between an employee’s perception of desired compensation practices and the actual compensation practices. The results further highlight that non-outcome-based measures like pay risk, job risk and expectations of success play a role in determining whether employees decide to be intrapreneurial or not.Practical/managerial implications: Due to the potential impact rewards have on intrapreneurial behaviour, it is necessary to design relevant compensation systems as part of organisational architecture in order to foster intrapreneurship.Contribution: In response to calls to unveil innovation practices in developing countries and in acknowledging a contingency relationship between compensation practices and intrapreneurship, this article is one of the first studies to test the relationship between actual versus desired compensation practices and elevated intrapreneurial behaviour in an emerging market context.

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Classifying Innovation

Cited by 11 publications

References 38 publications

Additive Manufacturing in SMEs: Empirical Evidences from Italy

Additive Manufacturing in SMEs: Empirical Evidences from Italy

Research Innovation Model at the Office of Religious Research and Development Semarang

An empirical study of desired versus actual compensation practices in determining intrapreneurial behaviour

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