Managing Innovation: Understanding International Innovation

Abstract

Globalization is the main economic phenomenon of the last centuries. Since the late 1980s, multinational companies (MNCs) from Europe and North America are shifting their production to Asian countries, especially to China and other Asian countries. Due to the growing markets in Asia, R&D was shifted there as well to appropriately adapt new products to local needs, but at a very low level (Edler et al., 2003). However, this is changing in recent years through frugal and reverse innovation (Agarwal et al., 2017). At the same time, these countries earned a huge amount of know-how, based on these technology transfers, and unbelievable amounts of foreign currency reserves (Klossek et al., 2012). In recent years, before the background of internationalization of these companies, the situation turned upside down (Schueler-Zhou and Schueller, 2009). Global companies invest in Asian R&D capabilities not only to adopt products on local needs but rather to use foreign knowledge sources and scientific capabilities (Veugelers, 2005; Brem and Freitag, 2015). Because on a macroeconomic level, from 2009 to 2010, Chinese expenses for R&D, which are already at a comparatively high level, increased by 38.5%. The average of this study was about 9.3% (Jaruzelski et al., 2011). Another study by the United Nations revealed that 62% of all interviewed persons named China as their favorite new R&D site; 41% stated the USA, 29% India (UNCTAD, 2005). On the microeconomic level, there is another trend of growing Research and Development (R&D) activities in Asian countries, to develop their own innovation capabilities, which are not dependent on foreign companies anymore (

A Storytelling Methodology to Facilitate User-Centered Co-Ideation between Scientists and Designers

“…This leads to unexpected constraints, conflicts, needs, and desires, hence sowing potentially new seeds for solutions. This can be compared to the study of extreme users who think and use solutions in extraordinary ways, which leads to novel insights and the design of sounder solutions [66,67]. Furthermore, including difficulties, constraints, and satisfactions promotes creative thinking by encouraging the participants not to consider existing products or services, but rather to find latent opportunities in the future [36].…”

Management of an Integrated Model of Innovation in Maritime Trade

“…For the successful implementation of innovations, various methods for the formation of marketing plans are proposed, in particular, a multi-level innovation marketing plan is considered by such authors as Brem et al (Brem, Tidd, & Daim, 2019), Stefan (Stefan, 2021), Diaz, and others (Dias, Salmelin, Pereira, & Dias, 2018). Also, special attention is paid to building a communication system when introducing innovative solutions in enterprises, Rogers and others (Rogers & Shoemaker, 1971) pay attention to intercultural interactions, since specialists from various parts of the world are often involved in high-quality innovation processes at present.…”