Towards the Innovation Function

Zawislak, Paulo Antônio; Borges, Mauro; Wegner, Douglas; Santos, André L. M.; Castro-Lucas, Cristina

doi:10.4067/s0718-27242008000200002

Cited by 25 publications

(24 citation statements)

References 29 publications

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“…The Oslo Manual introduces a general definition for innovation which states: [...] innovation is the implementation of a new or significantly improved product (good or service), or a process, or a new marketing method; or a new organizational method in business practices, in the organization of the workplace or in external relations [...] (ORGANIZAÇÃO..., 2005, p. 55). Zawislak et al (2008) characterize innovation as the application of knowledge, which is capable of producing technical or organizational changes that offer advantages to companies. The applied knowledge may be new to the company, but not necessarily to its competitors, to the market or to the world (ZAWISLAK et al, 2008;PUERTO, 1999).…”

Section: Innovation Approaches Considering the Pdp Contextmentioning

confidence: 99%

“…Zawislak et al (2008) characterize innovation as the application of knowledge, which is capable of producing technical or organizational changes that offer advantages to companies. The applied knowledge may be new to the company, but not necessarily to its competitors, to the market or to the world (ZAWISLAK et al, 2008;PUERTO, 1999). This degree of novelty drives incremental innovations to the core of the innovation process in developing countries.…”

Section: Innovation Approaches Considering the Pdp Contextmentioning

confidence: 99%

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Innovation Potential Assessment of Conceptual Design Alternatives During PDP

Padilha¹,

Cziulik²,

Beltrão³

2017

Product (São Carlos, Online)

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Abstract:The quest for product differentiation, associated with shortening in the product life cycle, turns innovation an indispensable element for the organizations competitiveness in the market. Therefore, it is of fundamental importance to address innovation issues during the early stages of the Product Design Process (PDP). The conceptual design stage represents, within the whole design process, a phase in which many of important decisions regarding the new product being developed are taken. Therefore, issues inherent to innovation should be examined at this stage during PDP. The study aims at defining criteria oriented to innovation that can be applied for assessing and ranking conceptual alternatives, to identify the solution that presents the highest potential to become an innovative product in the market. The criteria and subcriteria were defined with support of literature and a reverse analysis. Next, these criteria were incorporated into a working framework named the API_PC Tool. To verify the framework functionalities, an experiment was conducted in a controlled environment, which aimed at simulating a design situation involving the selection of a conceptual design solution for a specific product context. Following, a questionnaire was applied to the participants in order to identify their perception regarding the usage of the proposed approach, as well as, its ability to identify the innovation opportunities during the early stages of PDP.

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Section: Innovation Approaches Considering the Pdp Contextmentioning

confidence: 99%

Section: Innovation Approaches Considering the Pdp Contextmentioning

confidence: 99%

Innovation Potential Assessment of Conceptual Design Alternatives During PDP

Padilha¹,

Cziulik²,

Beltrão³

2017

Product (São Carlos, Online)

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“…In order to understand the elements that impact innovation, Zawislak, Borges, Wegner, Castro-Santos and Lucas (2008) presented the concept "innovation function". For these authors, innovation is a function of entrepreneurship (will, desire, spirit, courage and vision to carry out new ideas), institutions (social-economic and cultural context in which entrepreneurs explore opportunities), capabilities (resources, skills, abilities and skills to turn ideas into products and services), and, capital (financial resources needed to sustain the entire process).…”

Section: Theories and Models Of Firm Innovationmentioning

confidence: 99%

Innovation: crucial factor for the internationalization of SMEs

Navarrete-Hinojosa¹,

Olea-Miranda

Rodríguez-Carvajal³

et al. 2016

International Journal of Social Science Studies

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Market globalization has brought profound changes in the way in which relations between people, companies and countries are established. Particularly for companies, these changes have manifested in an increase in international operations, which on one hand press local micro, small and medium firms (SMEs) to improve their products and processes, so that they do not be displaced by foreign companies, but on the other, this new environment offers them opportunities to access foreign markets.There are several approaches to understand the elements that influence the internationalization of firms; some of them are based on the input directly to the foreign market. In the case of SMEs, additionally, it has been proposed as a mechanism of internationalization, their direct participation in global value chains (GVC). One of the ways for consolidate the participation of SMEs in GVCs is through innovation.The purpose of this article is to present a model based on innovation, which summarizes the ideas of several authors as a factor explaining the internationalization of SMEs, particularly in the sectors of metalworking and information technology, located in the state of Sonora, Mexico. Considered factors are entrepreneurial orientation, organisational competitions, institutions and capital. To validate the hypothesis and use of the proposed model, a survey was applied to 116 SMEs from Sonora; using a logistic regression technique, a probability function was calculated. Results can help to understand some of the elements that are present in this complex process of integration of SMEs in global value chains.

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“…This dichotomy makes it difficult to determine exante the impact of inter-firm collaboration on firm innovation performance. Innovation can be defined as the application of knowledge to generate technical or organizational changes capable of offering advantages to the firm that accomplishes them (Zawislak et al, 2008). It consists of the research, discovery, experimentation, development, imitation, and adoption of new products, new productive processes, and new forms of organizing resources (Dosi, 1988).…”

Section: Knowledge Flowmentioning

confidence: 99%

Supplier-Buyer Networks and Buyer's Innovation

Ahuja

Boccardelli

D'Alise

2013

AMPROC

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To my family, my brother-in-law Paolo, and to Valerio with infinite gratitude for reasons they know well ACKNOWLEDGMENTSNow that I am at the end of the path of my PhD program, it is a pleasure to contemplate this important and meaningful experience. At the same time, I would like to show my gratitude for the great care and the support that I received from numerous people at different periods of time. It has been both an exacting and educational journey, and I was lucky to have had the pleasure of meeting and interacting with so many eminent professors, some of whom were members of the dissertation committee. They have made essential and precious contributions to my growth. To those people, I would like to express my deepest gratitude.First and foremost, I would like to thank Professor Fontana, an outstanding figure and my point of reference even before I began the doctorate program. During the degree course and under his guidance, I was able to approach and accomplish my first thesis experiences; without him, I would never have started my PhD program. Since he encouraged me to pursue my present research path, he played a decisive role in my choice. I had the opportunity to benefit from his experience and reassuring guidance.The fulfillment of this work was made possible thanks to my very good interaction with the members of my dissertation committee.I am particularly grateful to Professor Boccardelli for several important reasons. He helped me to achieve a crucial breakthrough in my studies, and it is in large part due to him that I have achieved results. As Director of the Doctoral Program, he undertook a leading role in the orientation process. I would like to thank him for his psychological support and firm encouragement: he always expressed faith in my abilities when sometimes I was in doubt. During some crucial steps in the execution of my work, his valid intervention helped me to find solutions and persevere. His essential contributions induced me to find alternatives to some points in a lasting and fruitful exchange of ideas. He played a decisive role during the difficult starting steps when I was identifying and defining my research problem and he made the difference when suggesting how to direct my ideas towards goals. Furthermore, he helped me to define the model by turning my attention to key matters combining a pragmatic approach with the capability of seizing shades. During the final stage, he provided advice about data processing. On several occasions, he made time to answer to my questions. I also owe a debt of thanks to him for my wonderful opportunity to conduct my research for this thesis at the University of Michigan for a year. It has been an absorbing and educational experience. Professor Boccardelli has been and will remain an important point of reference.I will never be able to fully thank Professor Ahuja for having assisted me during this long period at his university. It is an honor that he agreed to be part of my dissertation committee. I owe a great debt to him for all of the opportuni...

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Towards the Innovation Function

Cited by 25 publications

References 29 publications

Innovation Potential Assessment of Conceptual Design Alternatives During PDP

Innovation Potential Assessment of Conceptual Design Alternatives During PDP

Innovation: crucial factor for the internationalization of SMEs

Supplier-Buyer Networks and Buyer's Innovation

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