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Although many reports showed that the mobile Internet market has great potential to appeal to a broader range of users, there are few studies on mobile Internet behavior. In this paper, we mainly researched the effects of mobile Internet user's motivation orientation on behavior, drawing on regulatory focus theory and combining with individual innovation, perceived risk, perceived value and connection quality. Then we used the Structural Equation Model to verify the hypothesis. The results showed that mobile Internet user's motivation orientation directly influences individual innovation and usage intention. Compared with the prevention focus users, promotion focus users' innovation is higher and their intention to use mobile Internet is more intense. These results could provide further guidance for mobile Internet providers' operation strategies. [ABSTRACT FROM AUTHOR]

The concept of innovation is hard to define and, consequently, difficult to put into practice. The actual complexity of innovation, we argue, is taken for granted. Our focus is on analyzing the very complexity of innovation, its dynamics and potential for practice. We take innovation as linked to creativity, by the processes of learning, thinking and knowing. Consequently, we analyze the complexity of innovation as a time-related process. We take the ensemble of two partners and their interaction as a basic dynamic unit for innovation. Modelling this unit within the new framework of complexity shows innovation to be a self-generative kind of process, depending on the conditions. That's why we call these conditions "the conditions of possibility for innovation". These conditions, which are closely linked to facilitating the quality of interaction and relationships between the partners in interaction within the ensemble, may be shown to unravel innovation as a nonlinear generative process with potential nonlinear effects over time. For practice this means that we need to take the notion of architecting interaction as foundational for innovation. We show innovation to be a complex process at both the individual and the collective level. Architecting interaction at both levels, both within and between ensembles, is to be taken as the key for architecting the dynamics of innovation, with the promise of nonlinear effects over time. We mean the promise of effects like bootstrapping each other within small communities of learners, with effects like the 'butterfly effect' and the 'snowball phenomenon'. These effects are expected to bring the partners in interaction beyond their comfort zone into the Zone of Generativity. We argue here that, by architecting interaction and the conditions of possibility, we may encourage innovation as a generative process, thereby opening the space of the possible, with the promise of enabling these potential nonlinear effects. Henceforth, we may also speak about guiding innovation, guiding the very complex process of innovation. [ABSTRACT FROM AUTHOR]

The article presents abstracts of conference papers related to technology and innovation management. "Deploying Intellectual Capital for Architectural Innovative Capabilities," by Mohan Subramaniam; "Exploring Industry Implications of Organizational Learning," by David R. King; "The Fragility of Knowledge Sharing: A Behavioral Approach," by Georg Von Krogh; "When Do Acquisitions Facilitate Technological Exploration and Exploitation?," by Paul Almeida.

Interruptions of employees' work activities occur frequently in the course of the innovation process. How interruptions affect innovation outcome, however, remains poorly understood, with some studies suggesting positive, and others negative effects. This paper proposes that this paradox can be resolved by the concept of temporal adaptability-the capability of coping with temporal crises characterized by uncertainty, time pressure, and fragmented work rhythm, in an effective manner. We introduce and conceptualize the construct of temporal adaptability, as well as demarcate it from related though different concepts. We then explicate how temporal adaptability may help to understand the paradoxical effects of interruptions on idea generation and idea implementation during the individual innovation process. As temporal adaptability prevents cognitive closure (Webster & Kruglanski, 1994) whilst promoting both exploration and exploitation (Rosing, Frese, & Bausch, 2011), it poses a requirement for the innovator to optimally manage interruptions for improved innovation outcome. We conclude by discussing theoretical and practical implications of the proposed theoretical framework. [ABSTRACT FROM AUTHOR]

I examine how political skill affects employee career success as well as an employee's ability to successfully initiate innovation within an organization. Integrating a sociopolitical view on innovation with the interactionist perspective on creativity and innovation, I find that employee political skill is positively related to both successful innovation initiation and career success, with successful innovation initiation mediating the relationship between political skill and career success. Moreover, I find that the number of structural holes an employee has in their social network moderates the relationship between political skill and successful innovation initiation such that the relationship is stronger when an employee has a network rich in structural holes. Hypotheses were tested in a large micro-processor manufacturing firm using a sample of 114 employees responsible for generating technological innovations in support of the development of computer microchips. Implications for theory and future research directions are discussed. [ABSTRACT FROM AUTHOR]

Integrating employment relationships, psychological empowerment, and individual innovation theory, this study develops a multilevel conceptual model linking employment relationships with individual innovation. To test this model, we use survey data on 82 job functions and 934 employees from a large Flemish service organization. The results highlight the role of variables at the job level. The first job-level context variable concerns employment relationships. The findings show that employment relationships with high job requirements and/or offered inducements affect psychological empowerment, which in turn influences individual innovation. The second job-level context variable concerns job complexity. The findings show that job complexity operates as a cross-level moderator of the link between psychological empowerment and individual innovation. These findings underscore recent claims that multilevel linkages and the job-level context matter in explaining individual innovation in service organizations. [ABSTRACT FROM AUTHOR]