Market and technology drivers: shaping an innovation strategy

Lattuch, Frank; Pech, Richard J.; Riemenschneider, Frank; Weigert, Matthias

doi:10.1108/jbs-05-2013-0034

Cited by 9 publications

(6 citation statements)

References 12 publications

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“…Understanding the success of a development project as social construction, we follow the common assumption that the appraisal of project management is based on the subjective perception of individuals or stakeholder groups within the project. This understanding relates back to Kelly's (1995) social constructivist theory and Festinger's (1954) theory of social comparison processes and has already been applied to change management theory (Greif, Runde & Seeberg, 2004;Jacobs et al, 2004) and innovation theory (Goffin & Koners, 2011;Lattuch et al, 2013). The authors found that performance figures need to be accepted and driven by key stakeholders within the project.…”

Section: Stakeholder Management In Large-scale Real Estate Projectsmentioning

confidence: 90%

Success Dimensions for Major Real Estate Projects: The Case of Stadium Development

Bernhold

Lattuch

Riemenschneider

2015

Baltic Journal of Real Estate Economics and Construction Management

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Although many stadiums in the top European football leagues have been constructed recently, a majority of European stadiums were built more than 35 years ago. New requirements and increased expectations by different stakeholder groups lead to complex challenges that stadium development teams face today. With a constructivist understanding of success, this article highlights critical success dimensions for stadium development projects such as (a) vision and expectation, (b) risk and feasibility, (c) project planning and design, (d) construction management, and (e) stadium operation. The influence of key stakeholder groups in these different project stages needs to be managed wisely when carrying out new development projects. The proposed framework discusses stakeholder influence and ways to manage it effectively. Managing stakeholder success perception through carefully designed project development stages helps project teams to be better prepared for this kind of real estate project.

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Section: Stakeholder Management In Large-scale Real Estate Projectsmentioning

confidence: 90%

Success Dimensions for Major Real Estate Projects: The Case of Stadium Development

Bernhold

Lattuch

Riemenschneider

2015

Baltic Journal of Real Estate Economics and Construction Management

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“…An approach using a framework remained a challenge for applying the NIS (Marín, 2014). On the other hand, numerous studies empirically investigated contemporary economic agents using PDM (Mendoza-Velazquez, 2017; Kharub and Sharma, 2017; Lattuch et al 2013; Bakan and Doğan, 2012; Bonte, 2004; Öz, 2002; Clancy et al 2001). For a better understanding of PDM, Ketels (2006) presented a portrayal of the rudimentary components of the theory by applying an analytical model from empirical datasets, where the author’s findings were from exogenous variables rather than chance variables.…”

Section: Literature Reviewmentioning

confidence: 99%

Understanding national innovation system (NIS) using porter’s diamond model (PDM) of competitiveness in ASEAN-05

Afzal

Lawrey

Gope

2019

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Purpose The purpose this study is to investigate national innovation systems (NIS) using Porter’s Diamond model (PDM) by examining the five founding member nations of the Association of South East Asian Nations (ASEAN) namely Indonesia, Malaysia, Philippines, Singapore and Thailand, for the period 2010-2014 (WCY 2015, WDI 2015). Design/methodology/approach PDM of competitiveness helps us understanding a nation’s competitive position in world trade. In exploring the empirical relationship between NISs and PDM, a non-parametric approach has been applied using the Malmquist Productivity Index (MPI). This study focused on representing the PDM in a simplified manner and endeavored to understand NIS more rigorously through PDM. The study has used several innovation input-output variables to investigate the efficiency and productivity of the countries concerned. The accuracy of the study has been enhanced by the use of MPI. Findings PDM is found efficacious in the practice and strengthening of NIS in the context of these countries’ competitiveness. This study found unchanged Total Factor Productivity (TFP) for Philippines, Singapore and Thailand; that is technological progress is yet to be obtained. Indonesia lags both in technical and technological progress. On the other hand, Malaysia is found to be over-using the existing input-output factors of NIS. Originality/value Many authors have attempted to measure competitiveness and NIS separately in the context of ASEAN or other South-East Asian countries. However, as yet, no empirical investigation has been conducted to assess the competitiveness of a nation by applying NIS-based analysis according to PDM.

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“…Evidently, for SMEs firms to sustain competitiveness and achieve superior performance they need to develop and standardize their innovation strategy (Srivastava, 2015). Therefore, through effective innovation strategy SMEs firms provides solution to the challenges of changing technology, skill and satisfactory price level for the customer (Lattuch, Pech, Riemenschneider, and Weigert, 2013). Thus, innovation strategy has been considered as an essential facilitator for firm's value creation in almost every sector (Dobni, Klassen, and Nelson, 2015).…”

Section: Innovation Strategymentioning

confidence: 99%

Towards Effective Innovation Strategy in Small and Medium Enterprises in African Developing Economies: The Role of Top Management Capability

Salisu¹,

Bakar²

2019

IJARBSS

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Globally, Business firms have recognized that to live and sustain competitive position in today's rapidly changing environment, it is indispensable to efficiently innovate. Nevertheless, the strategy adopted to innovate is what creates the difference between the winners and the losers in this competitive environment. The aim of this paper is to review and develop a conceptual framework that enhances innovation strategy for SMEs firms in developing countries of Africa. Due to the current pace of liberalization and globalization of trades, SMEs in developing economies of Africa needs to effectively advance, realign and standardize their strategies for continual innovations. It is therefore essential for SMEs firms in developing countries of Africa to think and act beyond their comfort area of operations in terms their innovation strategies to enhance their competitive position. This requires SMEs top managers to develop high managerial capability that reinforce in individual employee, groups and departments rules and values to effectively utilize, execute and carryout various business processes such as innovation, service quality and customer responsiveness. The paper concludes that competent management capability is essential to fashion effective innovation strategy that would makes SMEs in developing economies of Africa to compete favorably both at local and global fronts. If empirically validated would provide significant contributions to body existing literature and serve as valuable guides to managers and policies makers.

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Market and technology drivers: shaping an innovation strategy

Cited by 9 publications

References 12 publications

Success Dimensions for Major Real Estate Projects: The Case of Stadium Development

Success Dimensions for Major Real Estate Projects: The Case of Stadium Development

Understanding national innovation system (NIS) using porter’s diamond model (PDM) of competitiveness in ASEAN-05

Towards Effective Innovation Strategy in Small and Medium Enterprises in African Developing Economies: The Role of Top Management Capability

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