976 resultados para Innovation strategy
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This exploratory study presents a comparison between two samples of microenterprises. One sample is formed by companies involved in product innovation during the current economic crisis and the other is formed by companies not involved in product innovation during the same period. The comparison analyzes which internal factors, supported by the literature as the influential factors of small business innovation, are significant when explaining the main differences between innovative microenterprise and non-innovative ones. The results suggest that the factors related to the organization and activity of the company are the factors which explain the differences between these two types of firms, rather than those factors related to micro-entrepreneurs own profile.
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En un mundo donde el cambio es constante y cada vez más vertiginoso, la innovación es el combustible que utilizan las empresas que permite su renovación constante y, como consecuencia, su supervivencia en el largo plazo. La innovación es sin dudas un elemento fundamental para determinar la capacidad de las empresas en crear valor a lo largo del tiempo, y por ello, las empresas suelen dedicar esfuerzos considerables y recursos de todo tipo para identificar nuevas alternativas de innovación que se adapten a su estrategia, cultura, objetivos y ambiciones corporativas. Una forma específica para llevar a cabo la innovación es la innovación abierta. Esta se entiende como la innovación que se realiza de manera conjunta con otras empresas o participantes del ecosistema. Cabe la aclaración que en este documento se toma la definición de ecosistema referida al conjunto de clientes, proveedores, competidores y otros participantes que interactúan en un mismo entorno donde existen posiciones de liderazgo que pueden cambiar a lo largo del tiempo (Moore 1996). El termino de innovación abierta fue acuñado por Henry Chesbrough hace algo mas de una década para referirse a esta forma particular de organizar la innovación corporativa. Como se observa en el presente trabajo la innovación abierta es un nuevo paradigma que ha capturado el interés académico y empresarial desde algo más de una década. Se verán varios casos de innovación abierta que se están llevando a cabo en diversos países y sectores de la economía. El objetivo principal de este trabajo de investigación es el de desarrollar y explicar un modelo de relación entre la innovación abierta y la creación de valor en las empresas. Para ello, y como objetivos secundarios, se ha investigado los elementos de un Programa de Innovación Abierta, los impulsores 1 de creación de valor, el proceso de creación de valor y, finalmente, la interacción entre estos tres elementos. Como producto final de la investigación se ha desarrollado un marco teórico general para establecer la conexión entre la innovación abierta y la creación de valor que facilita la explicación de la interacción entre ambos elementos. Se observa a partir de los casos de estudio que la innovación abierta puede abarcar todos los sectores de la economía, múltiples geografías y empresas de distintos tamaños (grandes empresas, pequeñas y medianas empresas, incluso empresas de reciente creación) cada una de ellas con distinta relevancia dentro del ecosistema en el que participan. Elementos de un Programa de Innovación Abierta La presente investigación comienza con la enumeración de los distintos elementos que se encuentran presentes en los Programas de Innovación Abierta. De esta manera, se describen los diversos elementos que se han identificado a través de la revisión de la literatura académica que se ha llevado a cabo. En función de una serie de características comunes, los distintos elementos se agrupan en cuatro niveles diferentes para lograr un mejor entendimiento de los Programas de Innovación Abierta. A continuación se detallan estos elementos § Organización del Programa. En primer lugar se menciona la existencia de una estructura organizativa capaz de cumplir una serie de objetivos establecidos previamente. Por su naturaleza de innovación abierta deberá existir cierto grado de interacción entre los distintos miembros que participen en el proceso de innovación. § Talento Interno. El talento interno asociado a los programas de innovación abierta juega un rol fundamental en la ejecución y éxito del programa. Bajo este nivel se asocian elementos como la cultura de innovación abierta y el liderazgo como mecanismo para entender uno de los elementos que explica el grado de adopción de innovación en una empresa. Estrechamente ligados al liderazgo se encuentran los comportamientos organizacionales como elementos diferenciadores para aumentar las posibilidades de creación de innovación abierta. § Infraestructura. En este nivel se agrupan los elementos relacionados con la infraestructura tecnológica necesaria para llevar a cabo el programa incluyendo los procesos productivos y las herramientas necesarias para la gestión cotidiana. § Instrumentos. Por último, se mencionan los instrumentos o vehículos que se utilizan en el entorno corporativo para implementar innovación abierta. Hay varios instrumentos disponibles como las incubadoras corporativas, los acuerdos de licenciamiento o las áreas de capital de riesgo corporativo. Para este último caso se hará una mención especial por el creciente y renovado interés que ha despertado tanto en el entorno académico como empresarial. Se ha identificado al capital de riesgo corporativo como un de los elementos diferenciales en el desarrollo de la estrategia de innovación abierta de las empresas ya que suele aportar credibilidad, capacidad y soporte tecnológico. Estos cuatro elementos, interactuando de manera conjunta y coordinada, tienen la capacidad de crear, potenciar e incluso desarrollar impulsores de creación de valor que impactan en la estrategia y organización de la empresa y partir de aquí en su desempeño financiero a lo largo del tiempo. Los Impulsores de Creación de Valor Luego de identificar, ordenar y describir los distintos elementos presentes en un Programa de Innovación Abierta se ha avanzado en la investigación con los impulsores de creación de valor. Estos pueden definirse como elementos que potencian o determinan la capacidad de crear valor dentro del entorno empresarial. Como se puede observar, se detallan estos impulsores como punto de interacción entre los elementos del programa y el proceso de creación de valor corporativo. A lo largo de la presente investigación se han identificado 6 impulsores de creación de valor presentes en un Programa de Innovación Abierta. § Nuevos Productos y Servicios. El impulsor de creación de valor más directo y evidente en un Programa de Innovación Abierta es la capacidad de crear nuevos productos y servicios dado que se relacionan directamente con el proceso de innovación de la empresa § Acceso a Mercados Adyacentes. El proceso de innovación también puede ser una fuente de valor al permitir que la empresa acceda a mercados cercanos a su negocio tradicional, es decir satisfaciendo nuevas necesidades de sus clientes existentes o de nuevos clientes en otro mercado. § Disponibilidad de Tecnologías. La disponibilidad de tecnologías es un impulsor en si mismo de la creación de valor. Estas pueden ser tanto complementarias como de apalancamiento de tecnologías ya existentes dentro de la empresa y que tengan la función de transformar parte de los componentes de la estrategia de la empresa. § Atracción del Talento Externo. La introducción de un Programa de Innovación Abierta en una empresa ofrece la oportunidad de interactuar con otras organizaciones del ecosistema y, por tanto, de atraer el talento externo. La movilidad del talento es una característica singular de la innovación abierta. § Participación en un Ecosistema Virtuoso. Se ha observado que las acciones realizadas en el entorno por cualquiera de los participantes también tendrán un claro impacto en la creación de valor para el resto de participantes por lo tanto la participación en un ecosistema virtuoso es un impulsor de creación de valor presente en la innovación abierta. § Tecnología “Dentro--‐Fuera”. Como último impulsor de valor es necesario comentar que la dirección que puede seguir la tecnología puede ser desde la empresa hacia el resto del ecosistema generando valor a partir de disponibilizar tecnologías que no son de utilidad interna para la empresa. Estos seis impulsores de creación de valor, presentes en los procesos de innovación corporativos, tienen la capacidad de influir en la estrategia y organización de la empresa aumentando su habilidad de crear valor. El Proceso de Creación de Valor en las Empresas Luego se ha investigado la práctica de la gestión basada en valor que sostiene la necesidad de alinear la estrategia corporativa y el diseño de la organización con el fin de obtener retornos financieros superiores al resto de los competidores de manera sostenida, y finalmente crear valor a lo largo del tiempo. Se describe como los impulsores de creación de valor influyen en la creación y fortalecimiento de las ventajas competitivas de la empresa impactando y alineando su estrategia y organización. Durante la investigación se ha identificado que las opciones reales pueden utilizarse como una herramienta para gestionar entornos de innovación abierta que, por definición, tienen altos niveles de incertidumbre. Las opciones reales aportan una capacidad para la toma de decisiones de forma modular y flexible que pueden aplicarse al entorno corporativo. Las opciones reales han sido particularmente diseñadas para entender, estructurar y gestionar entornos de múltiples incertidumbres y por ello tienen una amplia aplicación en los entornos de innovación. Se analizan los usos potenciales de las opciones reales como complemento a los distintos instrumentos identificados en los Programas de Innovación Abierta. La Interacción Entre los Programas de Innovación Abierta, los Impulsores de Creación de Valor y el Proceso de Creación de Valor A modo de conclusión del presente trabajo se puede mencionar que se ha desarrollado un marco general de creación de valor en el entorno de los Programas de Innovación Abierta. Este marco general incluye tres elementos fundamentales. En primer lugar describe los elementos que se encuentran presentes en los Programas de Innovación Abierta, en segundo lugar como estos programas colaboran en la creación de los seis impulsores de creación de valor que se han identificado y finalmente en tercer lugar como estos impulsores impactan sobre la estrategia y la organización de la empresa para dar lugar a la creación de valor de forma sostenida. A través de un Programa de Innovación Abierta, se pueden desarrollar los impulsores de valor para fortalecer la posición estratégica de la empresa y su capacidad de crear de valor. Es lo que denominamos el marco de referencia para la creación de valor en un Programa de Innovación Abierta. Se presentará la idea que los impulsores de creación de valor pueden colaborar en generar una estrategia óptima que permita alcanzar un desempeño financiero superior y lograr creación de valor de la empresa. En resumen, se ha desarrollado un modelo de relación que describe el proceso de creación de valor en la empresa a partir de los Programas de Innovación Abierta. Para ello, se han identificado los impulsores de creación de valor y se ha descripto la interacción entre los distintos elementos del modelo. ABSTRACT In a world of constant, accelerating change innovation is fuel for business. Year after year, innovation allows firms to renew and, therefore, advance their long--‐term survival. Undoubtedly, innovation is a key element for the firms’ ability to create value over time. Companies often devote considerable effort and diverse resources to identify innovation alternatives that could fit into their strategy, culture, corporate goals and ambitions. Open innovation refers to a specific approach to innovate by collaborating with other firms operating within the same business ecosystem.2 The term open innovation was pioneered by Henry Chesbrough more than a decade ago to refer to this particular mode of driving corporate innovation. Open innovation is a new paradigm that has attracted academic and business interest for over a decade. Several cases of open innovation from different countries and from different economic sectors are included and reviewed in this document. The main objective of this study is to explain and develop a relationship model between open innovation and value creation. To this end, and as secondary objectives, we have explored the elements of an Open Innovation Program, the drivers of value creation, the process of value creation and, finally, the interaction between these three elements. As a final product of the research we have developed a general theoretical framework for establishing the connection between open innovation and value creation that facilitates the explanation of the interaction between the two. From the case studies we see that open innovation can encompass all sectors of the economy, multiple geographies and varying businesses – large companies, SMEs, including (even) start--‐ups – each with a different relevance within the ecosystem in which they participate. Elements of an Open Innovation Program We begin by listing and describing below the items that can be found in an Open Innovation Program. Many of such items have been identified through the review of relevant academic literature. Furthermore, in order to achieve a better understanding of Open Innovation, we have classified those aspects into four different categories according to the features they share. § Program Organization. An organizational structure must exist with a degree of interaction between the different members involved in the innovation process. This structure must be able to meet a number of previously established objectives. § Internal Talent. Internal talent plays a key role in the implementation and success of any Open Innovation program. An open innovation culture and leadership skills are essential for adopting either radical or incremental innovation. In fact, leadership is closely linked to organizational behavior and it is essential to promote open innovation. § Infrastructure. This category groups the elements related to the technological infrastructure required to carry out the program, including production processes and daily management tools. § Instruments. Finally, we list the instruments or vehicles used in the corporate environment to implement open innovation. Several instruments are available, such as corporate incubators, licensing agreements or venture capital. There has been a growing and renewed interest in the latter, both in academia and business circles. The use of corporate venture capital to sustain the development of the open innovation strategy brings ability, credibility, and technological support to the process. The combination of elements from these four categories, interacting in a coordinated way, makes it possible to create, enhance and develop value creation drivers that may impact the company’s strategy and organization and affect its financial performance over time. The Drivers of Value Creation After identifying describing and categorizing the different elements present in an Open Innovation Program our research examines the drivers of value creation. These can be defined as elements that enhance or determine the ability to create value in the business environment. As can be seen, these drivers can act as interacting points between the elements of the program and the process of value creation. The study identifies six drivers of value creation that might be found in an Open Innovation Program. § New Products and Services. The more direct and obvious driver of value creation in any Open Innovation Program is the ability to create new products and services. This is directly related to the company’s innovation process. § Access to Adjacent Markets. The innovation process can also serve as a source of value by granting access to adjacent markets through satisfying new needs for existing customers or attracting new customers from other markets. § Availability of Technologies. The availability of technology is in itself a driver for value creation. New technologies can either be complementary and/or can leverage existing technologies within the firm. They can partly transform certain elements of the company’s strategy. § External Talent Strategy. Incorporating an Open Innovation Program offers the opportunity to interact with other organizations operating in the same ecosystem and can therefore attract external skilled resources. Talent mobility is a unique feature of open innovation. § Becoming Part of a Virtuous Circle. The actions carried out in the environment by any of its members will also have a clear impact on value creation for the other participants. Participation in a virtuous ecosystem is thus a driver for value creation in an open innovation strategy. § Inside--‐out Technology. Value creation may also evolve by allowing other firms in the ecosystem to incorporate internally developed under--‐utilized technologies into their own innovation processes. These six drivers that are present in the innovation process can influence the strategy and the organization of the company, increasing its ability to create value. The Value Creation Process Value--‐based management is the management approach that requires aligning the corporate strategy and the organizational design to create value and obtain sustained financial returns (at least, higher returns than its competitors). We describe how the drivers of value creation can enhance corporate advantages by aligning its strategy and organization. During this study, we were able to determine that real options can be used as managing tools in open innovation environments which, by definition, have high uncertainty levels. Real options provide capability for flexible and modular decision--‐making in the business environment. In particular, real options have been designed for uncertainty management and, therefore, they may be widely applied in innovation environments. We analyze potential uses of real options to supplement the various instruments identified in the Open Innovation programs. The Interaction Between Open Innovation Programs, Value Creation drivers and Value Creation Process As a result of this study, we have developed a general framework for value creation in Open Innovation Programs. This framework includes three key elements. We first described the elements that are present in Open Innovation Programs. Next, we showed how these programs can boost six drivers of value creation that have been identified. Finally, we analyzed how the drivers impact on the strategy and organization of the company in order to lead to the creation of sustainable value. Through an Open Innovation Program, value drivers can be developed to strengthen a company’s strategic position and its ability to create value. That is what we call the framework for value creation in the Open Innovation Program. Value drivers can collaborate in generating an optimal strategy that helps foster a superior financial performance and a sustained value creation process. In sum, we have developed a relationship model that describes the process of creating value in a firm with an Open Innovation Program. We have identified the drivers of value creation and described how the different elements of the model interact with each other.
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A new non-porous carbon material from granular olive stones has been prepared to be used as a reference material for the characterization of the pore structure of activated carbons. The high precision adsorption isotherms of nitrogen at 77.4 K and argon at 87.3 K on the newly developed sample have been measured, providing the standard data for a more accurate comparative analysis to characterize disordered porous carbons using comparative methods such as t- and αS-methods.
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CO2 adsorption has been measured in different types of graphitic nanostructures (MWCNTs, acid treated MWCNTs, graphene nanoribbons and pure graphene) in order to evaluate the effect of the different defective regions/conformations in the adsorption process, i.e., sp3 hybridized carbon, curved regions, edge defects, etc. This analysis has been performed both in pure carbon and nitrogen-doped nanostructures in order to monitor the effect of surface functional groups on surface created after using different treatments (i.e., acid treatment and thermal expansion of the MWCNTs), and study their adsorption properties. Interestingly, the presence of exposed defective regions in the acid treated nanostructures (e.g., uncapped nanotubes) gives rise to an improvement in the amount of CO2 adsorbed; the adsorption process being completely reversible. For N-doped nanostructures, the adsorption capacity is further enhanced when compared to the pure carbon nanotubes after the tubes were unzipped. The larger proportion of defect sites and curved regions together with the presence of stronger adsorbent–adsorbate interactions, through the nitrogen surface groups, explains their larger adsorption capacity.
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A stratégiai gondolkodásmód a szervezetben működő egyének olyan kognitív sémáinak összessége, melyek alapjaiban befolyásolják a szervezet üzleti lehetőségeivel kapcsolatos feltevéseiket, valamint ezáltal a vállalati stratégiát és innovációt. Jelen tanulmány egy koncepcióalkotó munka, mely négy alapvető stratégiai gondolkodásmódot azonosít, amelyek mindegyike sajátos módon kapcsolódik az innovációhoz. Későbbi empirikus vizsgálathoz kapcsolódóan három feltevést azonosít, melyek a következőek: 1. Minél dinamikusabb a vállalat stratégiai gondolkodásmódja, annál radikálisabb innovációs kezdeményezéseket támogat. 2. Időben a vállalatok (a stabilitásra való törekvésük miatt) a statikusabb stratégiai gondolkodásmód felé mozdulnak el. 3. Minél konzisztensebb a vállalat stratégiai gondolkodásmódja, annál nagyobb mértékben kerül megvalósításra a tervezett stratégia. _____ Strategic mindset is the sum of those cognitive patterns of a group of individuals in an organization which fundamentally influence their assumptions about business opportunities. Four types of strategic mindsets can be distinguished which fundamentally influence the strategy and innovation capability of the firm. This paper is a conceptual framework which describes three assumptions such as 1. the more dynamic strategic mindset results the more radical innovation strategy; 2. in time strategic mindsets become more static; and 3. the more consistent strategic mindsets inside the firm, the greater possibility of the intended strategy is implemented. By this way it is a first step of a future research examining why start-up companies can lose their innovation capability and why large firms can keep it?
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This dissertation explores the complex interactions between organizational structure and the environment. In Chapter 1, I investigate the effect of financial development on the formation of European corporate groups. Since cross-country regressions are hard to interpret in a causal sense, we exploit exogenous industry measures to investigate a specific channel through which financial development may affect group affiliation: internal capital markets. Using a comprehensive firm-level dataset on European corporate groups in 15 countries, we find that countries
with less developed financial markets have a higher percentage of group affiliates in more capital intensive industries. This relationship is more pronounced for young and small firms and for affiliates of large and diversified groups. Our findings are consistent with the view that internal capital markets may, under some conditions, be more efficient than prevailing external markets, and that this may drive group affiliation even in developed economies. In Chapter 2, I bridge current streams of innovation research to explore the interplay between R&D, external knowledge, and organizational structure–three elements of a firm’s innovation strategy which we argue should logically be studied together. Using within-firm patent assignment patterns,
we develop a novel measure of structure for a large sample of American firms. We find that centralized firms invest more in research and patent more per R&D dollar than decentralized firms. Both types access technology via mergers and acquisitions, but their acquisitions differ in terms of frequency, size, and i\ntegration. Consistent with our framework, their sources of value creation differ: while centralized firms derive more value from internal R&D, decentralized firms rely more on external knowledge. We discuss how these findings should stimulate more integrative work on theories of innovation. In Chapter 3, I use novel data on 1,265 newly-public firms to show that innovative firms exposed to environments with lower M&A activity just after their initial public offering (IPO) adapt by engaging in fewer technological acquisitions and
more internal research. However, this adaptive response becomes inertial shortly after IPO and persists well into maturity. This study advances our understanding of how the environment shapes heterogeneity and capabilities through its impact on firm structure. I discuss how my results can help bridge inertial versus adaptive perspectives in the study of organizations, by
documenting an instance when the two interact.
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This paper provides an exploratory study of how rewards-based crowdfunding affects business model development for music industry artists, labels and live sector companies. The empirical methodology incorporated a qualitative, semi-structured, three-stage interview design with fifty seven senior executives from industry crowdfunding platforms and three stakeholder groups. The results and analysis cover new research ground and provide conceptual models to develop theoretical foundations for further research in this field. The findings indicate that the financial model benefits of crowdfunding for independent artists are dependent on fan base demographic variables relating to age group and genre due to sustained apprehension from younger audiences. Furthermore, major labels are now considering a more user-centric financial model as an innovation strategy, and the impact of crowdfunding on their marketing model may already be initiating its development in terms of creativity, strength and artist relations.
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Part 4: Transition Towards Product-Service Systems
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El concepto de administración ha venido cambiando constantemente a través del tiempo y de las ideologías de diferentes autores que han marcado dicho concepto, en donde se ha podido establecer de mejor forma el significado que ésta ciencia tiene con la innovación y la estrategia. El objetivo de este trabajo es mostrar los fundamentos teóricos de la administración, la innovación y la estrategia, para así mostrar los alcances e impactos que estos tienen en las organizaciones visitadas durante la misión empresarial al Silicon Valley, principalmente a YouTube y Google. Para cumplir con dicho objetivo se realizaron encuestas a diferentes trabajadores pertenecientes a las organizaciones, obteniendo así, información valiosa para el estudio realizado. Con la información obtenida de la entrevistas, se logró recopilar información pertinente que permitió concluir que la innovación es un pilar fundamental para el buen funcionamiento de las empresas pertenecientes al Silicon Valley y así mismo ser base indispensable para la creación y formulación de las principales estrategias de las empresas.
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La innovación social es un tipo de innovación que promueve la búsqueda de soluciones enfocadas a los problemas que se presentan en la sociedad. Estas soluciones generan además un valor agregado que ayudan al crecimiento del país. En Colombia este tipo de iniciativas han empezado a tener una gran importancia y han empezado a promover condiciones de vida más favorables y justas que buscan generar un beneficio a la sociedad y contribuir al desarrollo del país. A partir de la historia de la innovación social, ejemplos y grandes literatos en la administración y la sociología, comprenderemos la importancia de la innovación en nuestro país.
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Innovation is recognized by academics and practitioners as an essential competitive enabler for any company to survive, to remain competitive and to grow. Investments in tasks of R&D have not always brought the expected results. But that doesn't mean that the outcomes would not be useful to other companies of the same business area or even from another area. Thus, there is much knowledge already available in the market that can be helpful to some and profitable to others. So, the ideas and expertise can be found outside a company's boundaries and also exported from within. Information, knowledge, experience, wisdom is already available in the millions of the human beings of this planet, the challenge is to use them through a network to produce new ideas and tips that can be useful to a company with less costs. This was the reason for the emergence of the area of crowdsourcing innovation. Crowdsourcing innovation is a way of using the Web 2.0 tools to generate new ideas through the heterogeneous knowledge available in the global network of individuals highly qualified and with easy access to information and technology. So, a crowdsourcing innovation broker is an organization that mediates the communication and relationship between the seekers - companies that aspire to solve some problem or to take advantage of any business opportunity - with a crowd that is prone to give ideas based on their knowledge, experience and wisdom. This paper makes a literature review on models of open innovation, crowdsourcing innovation, and technology and knowledge intermediaries, and discusses this new phenomenon as a way to leverage the innovation capacity of enterprises. Finally, the paper outlines a research design agendafor explaining crowdsourcing innovation brokering phenomenon, exploiting its players, main functions, value creation process, and knowledge creation in order to define a knowledge metamodel of such intermediaries.
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This article provides a theoretical and empirical analysis of a firm's optimal R&D strategy choice. In this paper a firm's R&D strategy is assumed to be endogenous and allowed to depend on both internal firms. characteristics and external factors. Firms choose between two strategies, either they engage in R&D or abstain from own R&D and imitate the outcomes of innovators. In the theoretical model this yields three types of equilibria in which either all firms innovate, some firms innovate and others imitate, or no firm innovates. Firms'equilibrium strategies crucially depend on external factors. We find that the efficiency of intellectual property rights protection positively affects firms'incentives to engage in R&D, while competitive pressure has a negative effect. In addition, smaller firms are found to be more likely to become imitators when the product is homogeneous and the level of spillovers is high. These results are supported by empirical evidence for German .rms from manufacturing and services sectors. Regarding social welfare our results indicate that strengthening intellectual property protection can have an ambiguous effect. In markets characterized by a high rate of innovation a reduction of intellectual property rights protection can discourage innovative performance substantially. However, a reduction of patent protection can also increase social welfare because it may induce imitation. This indicates that policy issues such as the optimal length and breadth of patent protection cannot be resolved without taking into account specific market and firm characteristics. Journal of Economic Literature Classification Numbers: C35, D43, L13, L22, O31. Keywords: Innovation; imitation; spillovers; product differentiation; market competition; intellectual property rights protection.
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The objective of this master’s thesis was to examine the role of preannouncing in innovation launch strategy. Preannouncing was studied from three different angles that were preannouncement usage, preannouncement timing and preannouncement goals and from two different perspectives that were the firm’s internal strategy and the external circumstances. The firm’s internal strategy encompassed the product strategy the firm had chosen. The external circumstances consisted of the industry, the nature of competition and the nature of market. Additionally, the product’s performance in the short term was studied in order to be able to speak out whether it is advantageous to preannounce. The empirical study was conducted as a partial replication study. The data for the empirical part was collected with a wide mailing and Internet enquiry in October 2008 – June 2009. Sample (N = 713) consisted of Finnish firms representing different industries and innovation activities. The data collection produced 272 answers and thus, the final response rate of the study was 38.15 %. The data was analyzed by using Microsoft Excel and statistical analysis program SAS Enterprise Guide. As a conclusion, the major results indicate that even if the firms use preannouncing quite often (54.8 % of the respondents), preannouncing behavior cannot be explained by industry. However, out of other external circumstances, the customer related turbulence affects on preannouncing usage. It was also revealed that the product type has an effect on preannouncing behavior. Additionally, preannouncement timing was noticed to differ according to audiences (distributors and end users).
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This study focuses on the integration of eco-innovation principles into strategy and policy at the regional level. The importance of regions as a level for integrating eco-innovative programs and activities served as the point of interest for this study. Eco-innovative activities and technologies are seen as means to meet sustainable development objective of improving regions’ quality of life. This study is conducted to get an in-depth understanding and learning about eco-innovation at regional level, and to know the basic concepts that are important in integrating eco-innovation principles into regional policy. Other specific objectives of this study are to know how eco-innovation are developed and practiced in the regions of the EU, and to analyze the main characteristic features of an eco-innovation model that is specifically developed at Päijät-Häme Region in Finland. Paijät-Häme Region is noted for its successful eco-innovation strategies and programs, hence, taken as casework in this study. Both primary (interviews) and secondary data (publicly available documents) are utilized in this study. The study shows that eco-innovation plays an important role in regional strategy as reviewed based on the experience of other regions in the EU. This is because of its localized nature which makes it easier to facilitate in a regional setting. Since regional authorities and policy-makers are normally focused on solving its localized environmental problems, eco-innovation principles can easily be integrated into regional strategy. The case study highlights Päijät-Häme Region’s eco-innovation strategies and projects which are characterized by strong connection of knowledge-producing institutions. Policy instruments supporting eco-innovation (e.g. environmental technologies) are very much focused on clean technologies, hence, justifying the formation of cleantech clusters and business parks in Päijät-Häme Region. A newly conceptualized SAMPO model of eco-innovation has been developed in Päijät-Häme Region to better capture the region’s characteristics and to eventually replace the current model employed by the Päijät-Häme Regional Authority. The SAMPO model is still under construction, however, review of its principles points to some of its three important spearheads – practice-based innovation, design (eco-design) and clean technology or environmental technology (environment).