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Study on Technological Transfer and Innovation Network: Dynamic Capabilities of Industry Clusters  [cached]
Xinan Li
Research Journal of Applied Sciences, Engineering and Technology , 2013,
Abstract: Enterprises of China's industry clusters are facing pressures to continuously supply new innovative products with increasing speed to market. Various members among the industry clusters contact with each other through technological Transfer & Innovation “spillover”, which forms a technology transfer network. Numerous studies of the geographical distribution of China's cluster show that the technological Transfer and Innovation of clusters are with the nature of “Small World network”. This research highlights the characteristics of clusters transfer frequency and agglomeration degree among various nodes of technology transfer network with characteristic path length and clustering coefficient. Meanwhile, this study also studies the roles and functions of different members in the technology transfer network.
A Causal Decision Making Model for Knowledge Management Capabilities to Innovation Performance in Taiwan's High-Tech Industry
Chang,Hung-Fan; Tzeng,Gwo-Hshiung;
Journal of technology management & innovation , 2010, DOI: 10.4067/S0718-27242010000400011
Abstract: r&d and innovation is the source of technology companies' profit. if companies cannot be smoothly implemented technological innovation and r&d investments, then they can not strengthen their competitiveness. in the light of dynamic capabilities and absorptive capacities, we need an effective multi-criteria decision-making (mcdm) analysis tools to assess the impact of organizational innovation and performance factors so that we can promote organizational innovation performance requires. this study used multiple criteria decision analysis method- dematel, how influence as innovation performance on knowledge management capabilities of high-tech industry. result of this study, enterprises can access external knowledge and make amendments to the operating principle effectively and immediately, when enhanced absorptive capabilities. moreover, enhancing absorption capabilities will lead the improvement of dynamic capabilities to adapt to the rapidly changing competitive environment.
Rationality and Routines as Dynamic Capabilities? The Case of Property Investors
André Scharmanski,Martina Fuchs
Urbani Izziv , 2012,
Abstract: In their decision-making, companies often follow a particular mix of old and new routines. The global commercial property industry exemplifies the combination of long-standing with novel routines. Recently, investors have turned their attention to new, far-away and still opaque market regions. In contrast to traditional property investors these new, more professional investors seek a ‘rational’ foundation for their decisions based on methodologically confident, systematically calculable procedures. The application of ‘rational’, ‘scientific’ models means that actors use algebraic models and procedures based on models of rational choice, which have emerged from neoclassical economic science. We discuss rationality and routines with a specific focus on evolutionary approaches and concentrate on routines, including the concept of dynamic capabilities.
Strategic Capabilities, Innovation Intensity, and Performance of Service Firms  [PDF]
Lu-Jui Chen, Chun-Chung Chen, Wen-Ruey Lee
Journal of Service Science and Management (JSSM) , 2008, DOI: 10.4236/jssm.2008.12011
Abstract: This study developed and empirically tested a model examining the relationships among strategic capabilities, innova-tion intensity, and firm performance. Strategic capabilities include internal venturing capability and social relation-ship capability. Analyzing a sample of service firms from Taiwan, the study indicates that social relationships with other firms are important to facilitate innovative activities of service firms. Innovation intensity further helps service firms to improve a firm’s expected performance. However, internal resources capability does not show the expected effect on innovation intensity. And innovation intensity is also not related to a firm’s growth.
Regulatory and institutional developments in the Ontario wine and grape industry
Carew R, Florkowski WJ
International Journal of Wine Research , 2012, DOI: http://dx.doi.org/10.2147/IJWR.S33523
Abstract: ulatory and institutional developments in the Ontario wine and grape industry Original Research (1040) Total Article Views Authors: Carew R, Florkowski WJ Published Date September 2012 Volume 2012:4 Pages 33 - 44 DOI: http://dx.doi.org/10.2147/IJWR.S33523 Received: 03 May 2012 Accepted: 21 June 2012 Published: 26 September 2012 Richard Carew,1 Wojciech J Florkowski2 1Agriculture and Agri-Food Canada, Pacific Agri-Food Research Centre, Summerland, BC, Canada; 2Department of Agricultural and Applied Economics, University of Georgia, Griffin, GA, USA Abstract: The Ontario wine industry has undergone major transformative changes over the last two decades. These have corresponded to the implementation period of the Ontario Vintners Quality Alliance (VQA) Act in 1999 and the launch of the Winery Strategic Plan, "Poised for Greatness," in 2002. While the Ontario wine regions have gained significant recognition in the production of premium quality wines, the industry is still dominated by a few large wine companies that produce the bulk of blended or "International Canadian Blends" (ICB), and multiple small/mid-sized firms that produce principally VQA wines. This paper analyzes how winery regulations, industry changes, institutions, and innovation have impacted the domestic production, consumption, and international trade, of premium quality wines. The results of the study highlight the regional economic impact of the wine industry in the Niagara region, the success of small/mid-sized boutique wineries producing premium quality wines for the domestic market, and the physical challenges required to improve domestic VQA wine retail distribution and bolster the international trade of wine exports. Domestic success has been attributed to the combination of natural endowments, entrepreneurial talent, established quality standards, and the adoption of improved viticulture practices.
Regulatory and institutional developments in the Ontario wine and grape industry  [cached]
Carew R,Florkowski WJ
International Journal of Wine Research , 2012,
Abstract: Richard Carew,1 Wojciech J Florkowski21Agriculture and Agri-Food Canada, Pacific Agri-Food Research Centre, Summerland, BC, Canada; 2Department of Agricultural and Applied Economics, University of Georgia, Griffin, GA, USAAbstract: The Ontario wine industry has undergone major transformative changes over the last two decades. These have corresponded to the implementation period of the Ontario Vintners Quality Alliance (VQA) Act in 1999 and the launch of the Winery Strategic Plan, "Poised for Greatness," in 2002. While the Ontario wine regions have gained significant recognition in the production of premium quality wines, the industry is still dominated by a few large wine companies that produce the bulk of blended or "International Canadian Blends" (ICB), and multiple small/mid-sized firms that produce principally VQA wines. This paper analyzes how winery regulations, industry changes, institutions, and innovation have impacted the domestic production, consumption, and international trade, of premium quality wines. The results of the study highlight the regional economic impact of the wine industry in the Niagara region, the success of small/mid-sized boutique wineries producing premium quality wines for the domestic market, and the physical challenges required to improve domestic VQA wine retail distribution and bolster the international trade of wine exports. Domestic success has been attributed to the combination of natural endowments, entrepreneurial talent, established quality standards, and the adoption of improved viticulture practices.Keywords: Ontario, wine, quality standards
Stability of contracts in the Brazilian wine industry
Zylbersztajn, Decio;Miele, Marcelo;
Revista de Economia e Sociologia Rural , 2005, DOI: 10.1590/S0103-20032005000200008
Abstract: a variety of contracts between wineries and grape growers are observed in brazil. this study addresses the concept of coordination of food chains, particularly the stability of contractual relationships. a qualitative analysis of industry-farmers contracts is presented, followed by a quantitative analysis testing transaction cost economics-based hypothesis. scale, location, age of vineyard, and the cooperative organizational form are addressed in terms of the effect on the stability of contracts. vertical and horizontal coordination are addressed. data come from a sample of 139 grape-growers that supplied 10 major wineries. the results show that more stable contracts or vertical integration are characteristic of high quality wine production, where the need for strict contractual coordination is more relevant, i.e. risk of hold up losses is larger. we test the hypothesis that site specificity and quality-related specific investments are associated with more stable contractual architectures. farmers' cooperatives present poorer performance but tend to hold more stable relationships with their members, possibly the result of adverse selection, since specialized farmers prefer to maintain contracts with investor-owned wineries, instead of farmers' cooperatives. conclusions are presented in the final part.
Alliance Capabilities and External Opportunity-Recognizing Integrative Capabilities: Creating Competitive Advantage in eLearning Innovation  [PDF]
Peiwen Liao
American Journal of Industrial and Business Management (AJIBM) , 2016, DOI: 10.4236/ajibm.2016.65057
Abstract: This research develops an external opportunity-recognizing integrative capabilities perspective to explain how firms create competitive advantage in eLearning innovation using structural equation modeling analysis. The results revealed that both alliance capabilities and external opportunityrecognizing integrative capabilities had significant positive impact on eLearning innovation. Additionally, the results showed that external opportunity-recognizing integrative capabilities had a stronger impact on eLearning innovation than learning capacities. The core contribution of this paper is to provide insights into the external resource renewal processes; it delivers a deeper understanding of how firms employ external opportunity-recognizing integrative capabilities to develop new resource positions and how they create competitive advantage in eLearning innovation on the basis of external resources.
Developing Human Capital Capabilities of Top Management Team for CoPS Innovation  [PDF]
Yuhui GE, Weizhong YANG
Journal of Service Science and Management (JSSM) , 2009, DOI: 10.4236/jssm.2009.23027
Abstract: Top management team (TMT) play key roles in many industries and firms. Human resources is continuously developed and considered to be a competitive advantage. Traditional research on TMT has, however, paid scant attention to the human capital capabilities of TMT needed for firms. Furthermore, traditional work on TMT of firms pays limited attention to its specific traits in complex products and systems (CoPS) innovation. In the present paper, we explore the development of human capabilities of TMT observed in CoPS innovation firms. We developed a model for analysis the human capital capabilities of TMT for CoPS Innovation, and suggested that a dynamic interplay between the development of human capital capabilities of TMT and the changing CoPS innovation environment, and human capital capabilities of TMT for CoPS innovation could be developed through team learning. And we formulated an empirical research framework for the analysis of factors affecting the human capital capabilities of TMT for CoPS innovation. Four key factors were identified and extracted by using factor analysis, and these resulting factors were related to the performance of CoPS innovation by using a multiple regression analysis method. The proposed framework identified four blocks of human capital capabilities of TMT for CoPS innovation, namely technology innovation management, risk management, organization management and relationship network management. The paper argues that TMT for CoPS innovation firms are only able to effectively harness and develop their human capital capabilities by team learning and integrating these four building blocks within the team.
INNOVATION IN THE CONSTRUCTION INDUSTRY  [cached]
Martino Tangkar,David Arditi
Civil Engineering Dimension , 2000,
Abstract: In this paper%2C existing innovation models are reviewed. The influence of technology and market-driven schools of thought on the creation and diffusion of innovation is examined. Incremental vs. radical models and autonomous vs. systemic models are considered in the context of the construction industry. The concept of %93technology adoption life cycle%94 is investigated to understand better the acceptance of new technology by key parties. A new model of innovation is proposed. In this model%2C the transformation process of invention into adoption flows through a cyclical mechanism encompassing six phases%3A 1%29 need%2C 2%29 creation%2C 3%29 invention%2C 4%29 innovation%2C 5%29 diffusion%2C and 6%29 adoption. This model clearly shows the interaction of the three most influential domains%3A users%2C changes%2C and the environment. The model also takes into consideration the influence of technology and market-driven forces on the creation and diffusion of innovation. As a consequence of their particular function in the construction activity%2C construction management firms should perform as catalysts in the generation and diffusion of technological advances in the Abstract in Bahasa Indonesia : Innovation%2C+invention%2C+innovation+models%2C+technology+adoption+life+cycle%2C+construction+management.+
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