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The concept of intellectual capital is increasingly recognized as one of the most important strategic assets of organizations. The significance of intellectual resources, which are now critical for every business unit, is underlined in this paper. Thus, this research aims to identify the effectiveness of intellectual capital and its components on organizational innovation at Sulaimani Polytechnic University in Sulaymaniyah Governorate from the point of view of the faculty members (academic and administrative staff). The study developed both theoretical and empirical sections. The descriptive approach was used to determine the effectiveness of intellectual capital, and the quantities of research methodologies were used to measure this effectiveness. The study aims to investigate the correlations and causal effects between intellectual capital and organizational innovation. Moreover, the study investigates the correlations and causal effects between human capital, structural capital, and relational capital on radical and incremental innovation in the organization. To achieve this, the 392 total samples were collected and analyzed by SPSS 22 software. The findings provide evidence that intellectual capital and its components have a positive and statistically significant effect on organizational innovation and its components. [ABSTRACT FROM AUTHOR]

This paper estimates the impact of the different proximity dimensions on the subsequent innovation performance of firms which received radical knowledge spillovers. The analysis for the case of biotechnology small- and medium-sized firms (SMEs) in Germany is based on a dataset covering the period from 1998 to 2017. Results indicate the positive impact of social and organizational proximity on the innovation performance of radical knowledge recipients. Geographical proximity has a negative impact, whereas for cognitive proximity a U-shaped relation is observed. The paper contributes to the innovation economics and economic geography literature by underlining the peculiarities of the effectiveness of radical knowledge spillovers. Additionally, the importance of policy support for SMEs across regions and technological fields is highlighted. [ABSTRACT FROM AUTHOR]

Over the past decade, manufacturing has become increasingly digitized via an array of new technological developments. This digitization is transforming the way products are designed, created and consumed. However, relatively little is known about the impact of digital manufacturing upon innovation management. This special issue on Digital Manufacturing and Product Innovation begins to address this deficit via a collection of seven articles. Collectively, these articles cover a broad range of innovation‐related topics, ranging from digital twins to corporate makerspaces. In this opening article, we provide a brief overview of digital manufacturing and its relation to innovation, a review of prior research in this domain, a summary of the articles in this special issue, and an agenda for future research. [ABSTRACT FROM AUTHOR]

How can a firm apply the appropriate interaction between exploration and exploitation with the goal of either radical or incremental innovation? In this study, we seek to answer this puzzling question by reframing exploitation and exploration as a duality of learning (i.e., two modes that are partial complementary for synergy as well as partial conflicting for tradeoff). Specifically, rather than assuming either a positive or negative interaction between exploration and exploitation as prior literature has done, our study highlights a novel pattern of inverted U-shaped interaction between exploration and exploitation for both radical and incremental innovations. With a Chinese sample of 508 firms, our empirical evidence supports our prediction of two patterns of inverted U-shaped interaction of exploration and exploitation. Such unique findings showcase the unique value of reframing paradox into duality from the meta-perspective of yin-yang balancing to shed new light on organizational ambidexterity and innovation management. [ABSTRACT FROM AUTHOR]

Companies innovate to increase revenues or reduce costs. The literature identifies two types of innovation approaches: incremental innovation, when an enterprise uses and “exploits” its current competencies, and radical innovation, which points out a company’s need to develop and “explore” new competencies. In product design and development through discontinuous innovation, fuzzy front end (ffe)— the most critical stage due to the difficulty of understanding and articulating the opportunities detected—has a decisive impact. Thus, through literature analysis, this reflective article allows a deeper understanding of ffe from two dimensions: i) Degree of innovation—incremental innovation vs. discontinuous innovation— and ii) Time—a project stage. To that end, we propose a framework of reference for ffe construct. The results enable academia to reduce the gap around the ffe construct and companies involved in innovation projects to better understand the nature of a project according to the degree of innovation of a new product, as well as how to proceed in order to reduce uncertainties; insights that could ultimately increase the chances of a new product becoming successful.

Although the interrelationship between market orientation, innovation, and performance has been intensively examined in the literature, there is a lack of understanding of this in the contexts of small and medium enterprises (SMEs) operating in Vietnamese logistic industry. Thus, this study aims to draw upon the resource-based view to examine the mediating effects of incremental and radical innovation on the link between market orientation and organizational performance. Data collected from 153 logistic SMEs in Vietnam were used to assess the proposed model. Partial least square structural equation modelling was used to examine data. The results suggest that incremental and radical innovation partially mediate the link between market orientation and organizational performance. In this regard, this study contributes to logistic literature by showing the antecedents and consequences of innovation. In addition, this study contributes to market orientation literature by assessing the consequences of market orientation in Vietnam. This study also contributes to the refinement of resource-based view. Finally, this study also provides practical implications for managers manage logistic SMEs in Vietnam.

In recent years, meaning-driven radical innovation has attracted more widespread attention from design researchers than technology-driven radical innovation. This study aimed to better understand the essence of meaning-driven radical innovation. We compared 119 meaning-driven radical products selected from the 100 Great Designs of Modern Times (published by Fortune in 2020) as well as from three international design awards—the International Design Excellence Awards, Red Dot Product Design, and iF Product Design—with similar products during the same period on the market. We defined a product characteristic framework for meaning-driven radical innovation, including five categories: version, function, experience, scope, and architecture. The percentage of each category was analysed using the comments accompanying the winning of the awards. The results showed that meaning-driven radical products had significantly more vision and experience category characteristics than similar products. [ABSTRACT FROM AUTHOR]

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This research focuses on the part of sustainable development related to energy management and thus aims to find the missing piece in research on the role of owner gender diversity (OGD) in processes of energy management (EM) introduction and the creation of radical and incremental innovation. Employing the World Bank's Enterprise Survey 2019 data covering 4646 firms from 11 European countries, we confirm the hypothesis that OGD increases firms' chance to reach radical and incremental innovation. Contrary to the majority of prior studies, we reject the hypothesis that OGD increases firms' chance to introduce EM; rather, we empirically prove the positive effects of firms' value drivers and market pressure on EM. We also confirm the link between firms' introduction of EM and the creation of radical and incremental innovations. This study expands research into the gender diversity of the upper echelons, addressing recent calls to expand open innovation research into new research categories and identify the determinants of firms' introduction of EM. [ABSTRACT FROM AUTHOR]

More companies are using design to gain an advantage in today’s highly competitive business market. However, there are few empirical studies on its innovation impact on organizational performance. The purpose of this study is to clarify the relationship between the knowledge resources of companies, moderated by the degree of design activities, and innovation types. Based on the sensemaking organizational model, this study examines how companies’ knowledge resources mediate design activities and influence innovation. This study introduces design activities as a moderator to link the corporate knowledge resources’ (human, social, and organizational knowledge) impact to incremental and radical innovation. The sensemaking organizational model is extended through a human-centered lens. Analysis of 151 companies showed that human, social, and organizational knowledge had a selective impact on incremental and radical innovation. Interestingly, the findings supported the hypothesis that organizational knowledge enhances radical innovation through design activities. This paper bridges the gap between corporate knowledge resources and innovation moderated by design activities enhancing the sensemaking organizational model. It points to the need for design activities for creative problem-setting and enabling the discovery of problems found during the research phase through innovation. Long-term corporate activities increase knowledge resources and reduce the potential for radical innovation. Mechanisms that promote new connections between organizations and leverage corporate knowledge resources benefit radical innovation. This explains the managemental impact on the various knowledge resources in innovation and the role of design activities.

Abstract This paper introduces and motivates the Radical Technology Inquirer (RTI) methodology for anticipation of technological breakthroughs and their combined cross-sectoral and social impacts. The primary use of the methodology is long-term policy evaluation and design. The first version of the methodology was published in 2013. This paper reports the current RTI 2018 version, which is based on systematic collection of scientific and technological news and grounded on theory. It combines societal functions with technological opportunities by conceptualising 20 “global value-producing networks” GVNs and 100 “anticipated radical technologies” ARTs. The RTI methodology is participatory, using continuous crowdsourcing and stakeholder evaluations. Each GVN is characterised by a need and an existing and a novel way of satisfying that need and organising the societal function. The methodology combines existing and new foresight methods and concepts to achieve a holistic and transparent approach for anticipating technology-enabled transformative socio-technical developments of the next 20 years. In this anticipation effort, the focus is more on recent weak signals of emerging technological capabilities than on past strong signals, e.g. the diffusion of various technologies.

This study investigates the impact of High-Performance Work Systems (HPWS) on radical and incremental innovation in the services industry. Insights from the Social Exchange Theory (SET) and Ability-Motivation-Opportunity (AMO) Framework have been used to assess the role of social capital (SC) as a mediator between HPWS, radical innovation (RI), and incremental innovation (II). By using a simple random sampling technique, 328 responses were received from respondents in Pakistan's banking sector firms. For data analysis, structural equation modeling was applied. The results of the study show that HPWS is a significant driver of II, but not RI, in banking sector firms. Moreover, SC plays the role of mediator in the HPWS-innovation link. Outcomes of the study extend the understanding of the “black-box” (i.e., the transmission mechanism between systems of human resources(HR) practices and innovation). It also contributes to understanding HPWS, SC, II, and RI in the context of Pakistan's banking sector. This study expands on earlier research in the areas of HPWS, SC, and Innovation. It supports the view that internal SC enables RI and II. Prior studies indicated that HPWS drives innovations, yet there has been no clear explanation about the mechanism of this effect. By providing empirical evidence on the mediating role of SC, this study expands on existing literature. Empirical validation of an association between HPWS RI, and II contributes to theory by supporting the tenets of the AMO Framework. Unlike prior research that focused on short-term financial outcomes, this study used RI and II as alternate indicators of organizational performance. Our study expanded the literature into the services sector. Furthermore, we contributed to the methodology by conceptualizing HPWS as a high-order formative construct, resulting in significant model parsimony. Insights from our study are relevant to managers because it shows that HPWS implementation not only helps banks to attract, develop, and retain talent but also facilitates the development of SC, which is critical for enabling the innovation capability of the firm. Top managers need to consider internal SC in the design of HPWS because carefully designed HPWS drives SC. This enables idiosyncratic relationships among members of the organization. Thus, the firm gets a competitive advantage that is harder to be copied by competitors. First, data were collected from a single industry. It will be useful to know the effects of multiple industries in future research. Second, this study did not differentiate between different dimensions of SC, i.e., structural, cognitive, and relational. It will be interesting to see how these dimensions relate to HPWS and innovation in future research.

There is a lack of study examining the relationship between high-involvement HRM practice and innovation capability as mediated by knowledge sharing. So, the motivation of this paper is to study and explore potential intermediating roles of explicit and tacit knowledge sharing in linking high-involvement HRM practice and innovation capability under the possible moderator of market turbulence. Analysis of Moment Structures was used to measure validation and test the structural model based on the questionnaire surveys of 333 participators in 119 Vietnamese manufacturing and service enterprises from May to July 2021. The collected data were inspected and analyzed using SPSS and AMOS software version 22. The result advocates the proposed hypotheses relating to the intermediating role of KS in the HRM practices-innovation relationship. It spotlights the crucial character of market turbulence in driving the domination of high-involvement HRM practice on incremental and radical innovation. This paper remarkably increases the insights of the precursor role of high-involvement HRM practice, intermediating mechanism of KS activities, and the regulating influence of market turbulence in predicting and fostering radical and incremental innovation, thereby pushing forward the theory of HRM and innovation management.

Innovation in the Russian defense industry has drawn significant international attention since Russian President Vladimir Putin’s state of the nation address of March 1, 2018. While the first part of the address covered the usual ground of planned economic policies, the second part was an extended presentation of Russian defense industry achievements. What Putin left outwas as important as what he highlighted, and provides a clear picture of Russia’s prioritization of radical over incremental innovation, sometimes to the detriment of current battlefield readiness. This research brief discusses Russia’s successes and failures in modernizing its weapons systems since 2000.

It is important to assess the factors that affect firms' strategies for environmental improvement. Taking China's pilot of officials' off-office accountability audit of natural resource assets (hereafter accountability audit) that commenced in 2014 as an exogenous shock to government audits of leading officials, we use a difference-in-differences method (DID) to examine the impact of government audits on firms' green innovation strategies. Our results show that the accountability audit increases the proximity between firms' previous and present green innovation fields and enhances incremental rather than radical green innovation. Furthermore, these influences are stronger in the case of pressure from local governments for firms to adopt environmental protection measures, government control of firms, and market performance pressures than in other cases. In addition, the accountability audit drives investment in environmental protection toward green innovation in existing fields. Finally, the accountability audit increases firms' economic value added and disclosure of social responsibility information. Overall, our study provides evidence that firms conduct similar and known green innovations in response to government audits. [ABSTRACT FROM AUTHOR]

Copyright of Revista do Serviço Público (Civil Service Review) is the property of Revista do Servico Publico and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The literature identifies incremental and radical innovation. In product design and development with a High Degree of Innovation (HDI), different authors identify the difficulties encountered in the Fuzzy Front End (FFE), which is the most critical stage due to the difficulty in understanding and articulating the opportunities detected, but that have a decisive impact on the future product. Personal Health Equipment (PHE), in turn, is designed to improve the lives of people in vulnerable conditions. They are highly regulated products, and their development is considered complex and dynamic since it requires integrating several technologies. The research aimed to synthesize an FFE model for the PHE sector, called DTRIZ, specific to HDI. TRIZ and Design Thinking (DT) methodologies were thus integrated; TRIZ emphasizes technological evolution, and DT has a user-centered approach. The model was conceived with the help of bibliographic research, and later, it was validated by four practical applications with companies in the PHE sector. The validation allowed us to determine how the model proposed supports the clarification of the problem and the search for innovative solutions from the user's perspective and from the technological point of view. [ABSTRACT FROM AUTHOR]

Incremental innovation has become the norm as the influence of business and management disciplines and functions have come to dominate research and practice—for example, standard processes for product development, design-thinking to improve existing user practices and superficial business model variations. Such incremental approaches to managing innovation have merit, and can result in significant cumulative changes over time. However, the way in which such incremental innovation is resourced, organised and managed is fundamentally different to that for radical innovation, which is critical to address more significant commercial and social challenges. The cases of new product development (NPD) and business model innovation (BMI) are examined to identify the challenges researchers and managers face. We argue that to acquire a deeper understanding of how radical innovation works, more ambitious cross-disciplinary research is needed, rather than the current direction of travel in the literature towards single discipline studies and standard processes that apply primarily to incremental commercial innovations. [ABSTRACT FROM AUTHOR]

Negative organizations, where powerful people manage to keep a negative strategy in place, one which does not benefit the firm but perpetuates their power, is a reality discussed herein. Positive organizations, led by positive leaders who do not feel threatened by brilliant employees who have brilliant ideas, may be less prominent than we think and should not be taken for granted. Following thirty years of working in organizations, both large and small, the author has come to realize that the status quo tends to be very strong, and that innovating and disrupting that balance is not only dangerous but seldom succeeds. More research is necessary in this field to prove this theory right. This article aims to point readers and researchers in the right direction and to challenge one to think just how negative organizations may be. The article is based on the experience of the author; on a look at the case of Nokia (the former handheld mobile phone division), seen to be a negative organization; as well as on in-depth personal interviews with three experts (a purposive sample) on the topic of positive versus negative organizations; and, finally, the results of two surveys (n = 116—millennials; and n = 115—Generation Z) are shared. A total of 94.8% of the Generation Z respondents (109 respondents in total) believe negative organizations to exist (where the status quo may prevail over innovative individuals and innovation to the detriment of the global organizational strategy), which is seen to be very encouraging for this research study. [ABSTRACT FROM AUTHOR]

Managers of manufacturing firms have important tasks in choosing novel technology solutions for the firm's production process. The emergence of ideas for radical manufacturing technology innovations and managers' proactive search for radical ideas and concepts for developing production processes have not been well understood. This study concentrates on managers' search practices at the front end of radical manufacturing technology innovations. We analyzed managers' practices in the early phase of nine radical manufacturing technology innovation projects across three firms. Radical manufacturing technology innovations require acknowledging both process innovations for the manufacturer and product innovations for the equipment supplier. The findings of this study revealed alternative patterns regarding the use of directed and autonomous search processes, internal and external information sources and open and closed supplier searches. This study offers new knowledge on the nature of the information processing task that managers face and on the search practices that managers use at the front end of radical manufacturing technology innovations. The study contributes by differentiating the managers' search practices based on the specific innovation scope in terms of the technology, equipment and production concept. Propositions are offered concerning the drivers and use of managers' search practices at the front end of radical manufacturing technology innovations. [ABSTRACT FROM AUTHOR]

Purpose: Developing radical innovation usually involves working with new markets and technologies, which brings high uncertainty and risk. Developing personal innovations due to high uncertainty results in unforeseen problems and happenings. The motivation of employees who are in the direction of conservatism rather than innovation is an important challenge in the growth of big corporates. This study examines how managers motivate individuals to innovate radically. Therefore, managing the motivating factors of the individual sector has an important contribution to radical innovation capability. Methodology: This research presents a theoretical model of managing personal motivation in individual innovation development. The model is tested and analyzed by investigating four present companies.Findings: The findings show managers can impact the initial level of individual motivation and affect development tasks' success by assigning external aims and providing organizational support. These methods could be found at different levels: personnel, project teams, and the organization.Originality/Value: Based on this study, it can be said that using skills and abilities in performing job tasks and promoting functional innovation is effective.

Sport in the function of general globalization of society at all levels of decision-making and all its segments is an unavoidable part of progress that directly affects technological development, culture, health, living standards, prestige, competitive supremacy of national economy and culture, respecting modern methods of groups and individuals to which partial interventions are economically unprofitable. Radical innovation is a long-term process that is vertically projected from the lowest to the highest level, respecting the latest technological advances, world standards and norms of strategic planning, staffing, dispersion, lobbying, competitiveness, market size and quality control of products and services. In cases of sudden disruption of the entire system and imbalance at the global level when recovery deadlines are not sufficient, extremely radical measures are introduced in order to stop negative tendencies. These measures are limited in scope and most often relate to alarming conditions caused by wars or natural disasters, and in the last two years caused by the epidemic and pandemic of the Corona virus, which first appeared in Wuhan, China in December 2019. The Chinese government declared a "state of emergency" on January 20, 2020. China managed to end the impact of the epidemic in a short time with measures such as curfew, work from home, mandatory wearing of masks when leaving home and shopping, wearing protective clothing, which even applied to pets. However, the policies pursued by countries against corona viruses differed (Ozturk 2021: 54). As can be seen, the corona virus is one of the most severe epidemics in human history. None of the epidemic diseases such as SARS and Ebola that people have experienced in modern times has threatened to cause a change in the world order. Although there are many claims, assumptions, and conspiracy theories regarding each stage, such as the occurrence, spread, and consequences of corona viruses, another important question is whether scientific data are consistent and systematic (Öztürk 2021: 54). Due to the deadly and respiratory virus that is spreading around the world, people are under great stress and their psychology is negatively affected by isolation and existential fears that are only an addition to life's worries (Öztürk 2021: 56). Such processes require urgent intervention and modulation of temporary measures that do not tolerate the democratization of the decision-making process and are based exclusively on the discourse of adapting to the new situation and require rapid transformation. Interventionism in such extremely radical modulation can be structural and / or commercial in nature as both contain quantum qualifications, creative and innovative elements of sport development and are found in education, public health and cultural fields. Recognizing multiculturalism as cultural pluralism with national signs, through the expansion of sports and sports competitions as its emphasized components, globalization is rapidly expanding to modernize processes and becomes a paradigm and model for other segments of society as a whole.

Aim/purpose – In this paper, we explore the contribution of Human Resource Management Systems (HRMS) to innovation in SMEs. We consider two HRMS with different orientations: Commitment HRMS (focusing on long-term career development to increase employees’ creativity) and Collaboration HRMS (focusing on the use of external human capital to achieve innovation). We believe that SMEs’ radical and incremental innovation follow different paths from a configurational perspective. We want to understand how the two HRMS influence radical and incremental innovation, consequently, we explore the contributions of Commitment HRMS and Collaboration HRMS.