Innovation Strategies Of Companies Research Articles

The Influence of Company Innovation Strategies and Organizational Culture on Employee Performance

One of the key factors in creating competitive advantage is the company's innovation strategy. An effective innovation strategy can help companies identify new business opportunities, develop innovative products or services, and improve employee performance. In the current era of increasingly fierce competition and globalization, innovation is very important for business success and continuity. Companies that use a successful innovation approach can gain competitive advantage, improve operational efficiency, and meet changing market demands. In that context, this thesis aims to examine the influence of company innovation strategy (X1) and organizational culture (X2) on employee performance (Y) at a family corporate. This research uses a quantitative method using a questionnaire as a data collection instrument. Data obtained from 92 employee respondents at a family corporate were analyzed using multiple linear regression techniques to determine whether a dependent variable is influenced by one or more independent variables. The research results show that the significance value of the Innovation Strategy variable is 0.037, which is smaller than the significance level which is generally set at 0.05. This implies a partially significant influence between Innovation Strategy and Employee Performance. In other words, the Innovation Strategy variable makes a significant contribution to variations in Employee Performance. These findings provide a strong basis for concluding that organizations need to pay attention to and strengthen the implementation of Innovation Strategy as part of a broader management strategy. Therefore, an appropriate approach is needed in an effort to improve employee performance, so that all PT Rise Jaya employees can understand the innovation strategy and organizational culture so that they can be even better in the future.

YENİLİK STRATEJİSİNİN UYGULANMASINDA REKABET YOĞUNLUĞU VE TEKNOLOJİK İŞBİRLİĞİNİN ETKİLERİ

The last half century has been a period in which businesses compete with each other through innovations and inventions. Businesses that make more inventions and innovations can get ahead of their competitors, and those that can't either lag behind in the competition or disappear. In this respect, innovation strategy, which has an important place among competitive strategies, has an important place in the success of businesses. For this reason, understanding the success factors in the implementation of the innovation strategy is gaining more and more importance every day. In this study, designed from this point of view, it is aimed to examine the effects of technological collaboration, which is a source of innovation, and the intensity of competition in the implementation of innovation strategies of enterprises. In the study, the findings obtained from the analysis of the least square structural equation analysis of the data collected with the help of questionnaires from 268 managers working in production enterprises in the provinces of Istanbul, Ankara, Bursa and Kocaeli are included. According to the findings, the intensity of competition is an important determinant that increases the implementation of innovation strategies. In addition, the increasing intensity of competition leads companies to technological collaboration and increases the level of collaboration. It has been observed that the level of implementation of innovation strategies of companies with an increased level of technological collaboration has also increased. In the study, it was also observed that technological collaboration has a positive moderator effect on the relationship between the intensity of competition and the level of innovation strategy implementation.

Environmental Regulations and Industrial Enterprises Innovation Strategy: Evidence from China

ABSTRACT This study examines whether environmental regulations affect innovation strategy of industrial enterprises. We show that strict environmental regulations negatively impact the innovation strategy of industrial enterprises, which leads the firms to be conservative, suggesting that the Porter hypothesis is not realized at this stage. We further demonstrate that environmental regulations have a long-term negative impact on company innovation strategy. Our findings are robust to when adjusting innovation strategy metrics and estimation method. In addition, strict environmental regulations have a more significant negative impact on heavy pollution enterprise. Overall, our results provide clear policy implications by revealing that achieving a win-win situation between environmental protection and enterprise innovation in emerging markets remains a challenge.

Investigating SMEs Performance: Innovation, Leadership, or Investment Driven?

The main objective of this study is to find out how much influence the leadership orientation and innovation strategies affect the level of SMEs investment, which has implications for improving firm performance. This research uses structural equation modeling (SEM) analysis tools to test hypotheses. While the data in this study were processed using AMOS software. However, before testing, a goodness-of-fits model test is used to determine whether the data used is following the SEM model. This study uses a data collection tool in the form of a questionnaire that is calculated for each variable; the study sample is Central Java and DI Yogyakarta SMEs. Empirically all the hypotheses in this study is supported, then this research can be concluded as follows, improving the performance of SMEs can be achieved through the implementation of the company's innovation strategy, the company's ability to invest and the company's foresight in conducting high leadership orientation. The better application of innovation strategy and the strength of SME entrepreneurs in their leadership orientation and their courage in increasing investment to increase the company's innovation capability, it will have implications for improving business performance.

Innovative strategies for development of international companies in the conditions of globalization

Methods. The study is based on structural and functional analysis, which allows to implement the principle of systematization and thus to follow the process of formation and implementation of innovative development strategies of international companies. In addition, in the research process we used such methods as: abstraction – in clarifying the essence of the concepts of «strategy» and «innovation strategy», typology– in identifying modern innovative development strategies; classification – in identifying factors influencing the variability of innovation strategy. Results. In the process of research, the concepts of «strategy» and «innovation strategy» are generalized. The advantages and disadvantages of innovation strategies are analyzed on the example of international companies. The types and characteristic features of modern innovation strategies of international companies are classified. It is revealed that the most effective is the innovative strategy of companies when internal and external factors of influence in a certain period are taken into account in the process of its implementation. The factors that significantly influence the formation of flexibility of the company’s innovation development strategy in the context of globalization are analyzed. Novelty. It is substantiated that the process of generating an innovation strategy in the context of globalization occurs through the consistent transformation of the “idea” into a finished product. It is demonstrated that the innovation strategy must be flexible, and in the face of market changes must be quickly transformed into a new strategy that ensures the innovative development of the company. Practical value. The experience of international companies that are leaders in innovative development shows the need to apply an innovative strategy, as it is the key to long-term success of the company and a means of ensuring its competitiveness in the face of global challenges.

Innovation planning

The report examines theoretical assumptions regarding the nature and importance of innovation. Regardless of the diversity we see in terms of defining different types of innovation, we can come to the conclusion that all definitions have one common feature and it relates to focusing on the presence of something new and different. Innovation planning processes are discussed by indicating that they are aimed at defining specific actions so that the objectives set out in the company's innovation strategy can be achieved. The most important functions of planning are to coordinate the efforts of the participants in the innovation process and to link business objectives and opportunities for future development. Emphasis is placed on the importance of innovation for each organization and the necessary investment of efforts for appropriate innovation planning that provides competitive advantages.

Innovation strategies in the Brazilian sugar–energy industry

Purpose The purpose of this paper is to analyze the innovation strategies of the sugar–energy industry in Central-Southern Brazil with regard to its resource structure and results. Design/methodology/approach The data were collected through a questionnaire covering the three-year period from 2015 through 2017. The results were extracted based on a combination of factor analysis and multiple regression analysis. Findings The innovation strategies of Brazilian sugar–energy companies are characterized as defensive and imitative based on the resources dedicated to innovation and the implementation of innovation with respect to products, processes, eco-innovation and cost reductions. Research limitations/implications The sample is representative, but it does not cover all companies in the Brazilian sugar–energy industry. The data were acquired using a survey, and the results could not be compared to the financial results of the companies. Practical implications Sugar–energy companies need to define their innovation strategies, as these strategies lead to different results that can be achieved only through the management of resources dedicated to the generation and implementation of innovations. Managers and analysts need to know the profile of these innovation strategies to evaluate the effectiveness of the results based on the resources that were invested. Originality/value This study presents an exploratory model that identified two factors related to innovation efforts and three results. It is possible to define the innovation strategies of companies in the Brazilian sugar–energy industry, which is one of the most competitive in Brazil.

STUDI HUBUNGAN ANTARA MODAL MANUSIA, MODAL SOSIAL, DAN MODAL KEUANGAN DENGAN STRATEGI INOVASI PERUSAHAAN UKM

This study draws on the conceptual framework of the relationship between human capital and innovation strategies and the relationship of social capital on innovation strategies and the relationship between financial capital and innovation strategies. This research is a literature study and the development of a conceptual framework on SMEs as an analysis.
 The results of the study succeeded in formulating three prepositions, namely a) a positive relationship between human capital and the company's innovation strategy; b) positive relationships between social capital and SME company innovation strategies; c) positive relationships between financial capital and the company's innovation strategy. The higher human capital, social capital, and financial capital, the better the formulation and implementation of innovation strategies in SME companies.

Innovation strategies of Swiss firms: identification, dynamics and intra-industry heterogeneity

The study aims at providing new evidence with respect to the still unresolved question, whether the innovation behaviour of firms reflects industry-specific characteristics ('technological regime approach'), or whether it is the outcome of firm-specific strategies to gaining a competitive edge ('strategic management view'). To this end, the author firstly identifies a set of innovation strategies (cluster analysis), whose adequacy he evaluates using the 'economics of innovation' as reference. Secondly, the author investigates the dynamics of innovation strategies to get some insights into structural change of the economy. Thirdly, he examines, based on a large number of 4-digit industries, the intra-industry heterogeneity of innovation strategies. Finally, the author analyses in a production function framework the relative importance of a company's innovation strategy and its industry affiliation as determinants of firm performance. The third part of the paper tends to support the 'strategic management view' (high intra-industry heterogeneity), while the final one is rather in line with the 'technological regime approach' (industry affiliation is more important as a factor determining firm performance). These opposite findings indicate that a company has a certain room of manoeuvre to choose an innovation strategy in line with its specific capabilities, but some structural characteristics at industry level restrict its strategic options.

Technological strategies and sustainable management for small businesses in the Brazilian innovation context

Company innovation strategy and sustainable development are two related conceptual areas in the study of innovation management. The aim in this paper is to study the technological strategies and sustainable management of innovative small businesses, in the biotechnology, oil, pharmaceutical and shipbuilding sectors, within the Brazilian innovation context, in order to identify companies' characteristics, technological strategies used, the innovation policy instruments utilised, the partnerships developed, the sustainability management priority and the main protagonists. The results show that the innovation context can influence the development of enterprises, through a variety of factors, such as the institutional environment, the characteristics of the economic sector, sustainability management and established networks that affect the decision making and growth of these companies.

Leadership Innovation and Implement Organizational Change and Lead a New Initiative through Adoption of the Innovation and Change Management Practices for Shiraz Industries Private Limited Company: A Survey from Pakistan

Top management plays a pivotal role in adding value to the company by using smartly designed strategies, which can help strengthening the company’s position. In this report main emphasis is placed on leadership, innovation and change practices in Shiraz Industries private limited. This report identifies the problematic areas and suggests workable and doable solutions to solve the problems. To analyze and understand the company’s current position SWOT analysis is undertaken to identify the strengths and weaknesses internally of the company, and opportunities and threats externally of the company. Two models of innovation and change are used to propose and implement organizational change through adoption of the innovation and change management practices and lead a new initiative. The company top management has a bureaucratic style of doing the things in the company. The company has not proper structure and hierarchy especially no formal marketing department. By using the innovation Genome Framework, which gives the top management the clear understanding that they should give employees more freedom and the team, act should be more autonomous. And within the organization they should create sense of cohesion amongst the employees. Top management should look for measures of improvement not just the task accomplishment and goals. The Pentathlon Framework model of innovation is used to see the company innovation strategy and give the idea, prioritization and the implementation of complete process. The role of innovation, services and business process must be communicated to the workforce by the top management. Managers need to look at the things with and operate from a broader perspective especially when generating ideas, improving processes, products and services. Customers demand and need should be focused on and given priority. Goals can be achieved faster by effective cross-functional development testing and prototyping. Kotter’s change model and its implication can cater for the company’s sense of urgency, and, top management should take the pulse of their company employees. True leaders and key stakeholders in the company are to be identified for change. Create a powerful vision and to communicate amongst the masses, and people anxieties and concerns to be properly addressed. Top management should plan and create the short-term wins. McKinsey 7s models of change for what should be the company strategy and how the structure and system should be for the proper check and balance and exact job description for the work place. The shared values, style, staff and skilled and focused to achieve the desired goals. If the company applies all the above models strategy and implement, it is hopes that the company will definitely improve its performance.

The Effects of Decentralization in Strategy‐Making and National Culture on NPD Portfolio Planning

Traditionally, the understanding among scholars and practitioners has been that a portfolio of NPD projects is the expression of a firm's strategy and thus it must support the strategy. In keeping with this view, the current study focuses on new product development (NPD) portfolio planning, which is defined as a firm's effort to formulate portfolio decisions using a defined innovation strategy. Connecting portfolio decisions to a defined innovation strategy has been associated with higher innovation success. Surprisingly, empirical research indicates that portfolio decisions do not always support the company's innovation strategy. Furthermore, during recent years, an increasing number of authors underscore the importance of responsiveness and adaptability in portfolio decision‐making. The current study addresses these two issues by examining a direct effect of decentralization in strategy‐making on NPD portfolio planning, and a moderating effect of decentralization in strategy‐making on the relationship between NPD portfolio planning and NPD program success. The study also examines the influence of national culture on the proposed relationships. The theoretical model was tested using data from the 2012 PDMA Comparative Performance Assessment Study. Findings indicate that NPD portfolio planning positively influences NPD program success. Also, results revealed inverted U‐shaped direct and moderating effects, respectively, of decentralization in strategy‐making on NPD portfolio planning, and of decentralization in strategy‐making on the relationship between NPD portfolio planning and NPD program success. With regard to the moderating effect of national culture, results indicate that uncertainty avoidance does not moderate the relationship between NPD portfolio planning and NPD program success. Nonetheless, we found significant moderating effects of individualism and power distance on the curvilinear relationship between decentralization in strategy‐making and NPD portfolio planning.

Economic-Mathematical Model and Mathematical Methods for Substantiating the Choice of the Company Innovation Strategy

Objectives: The study considers mathematical methods applied to strategic management. The objective of this study is to develop economic-mathematical model to justify the innovation strategy selected by a company. Methods: Based on the suggested economic-mathematical model, the study develops a decision-making methodology for selecting the innovation strategy of a company. In the course of modeling, an innovation strategy is presented as an aggregate that consists of two-element formations that include the name of the strategy and the certainty factors that determine the degree of reliability of the selected strategy. Findings: Depending on the type of the company (production focused or scientific and innovative type), innovation strategies can be split into two sub-aggregates. In each of those sub-sets, innovation strategies are ranked based on their degree of aggressiveness. The choice of the innovation strategy is founded on the production rules of fuzzy logic, where the parameters are represented by the type of the organization and by the primary metrics of the innovation strategy components. Innovation strategy is decomposed into elementary indicators in such a way that the components of the company’s innovative potential are represented by the investment, scientific and resource potentials. In turn, such categories as administrative, financial, company geopolitical and foreign economic risks are regarded as probable strategic risks of the innovative development. Economic conditions of the company are predetermined by the industry sector development indicators and by the investment attractiveness of the host region. It has been proved that the informed decisions on innovation strategy can be made relying on formalized expertise and on precision of fuzzy algorithms. Applications/Improvements: Suggested methods could be implemented employing the relevant software. The study aims to help businesses operate under the conditions of high risks and uncertainties related to the available information.

INNOVATION STRATEGY ELABORATION AND IMPLEMENTATION IN COMMERCIAL ORGANIZATION

The article analyzes the meaning of company's innovation strategy which is considered as one of the functional strategies. It examines positive role of company’s motivate environment for innovation ideas creation and realization. The article explores number of case studies where effective influence of motivate environment on the whole company’s innovation activity is proved.

Environmental Factors Affecting Innovation Strategies of Companies: Customers and Suppliers Effect

We aim to identify the effect of customer characteristics, the effect of supplier characteristics and the effect of firm specific features on innovation level of firms. As the dependent variable has binary values, whether the firm makes innovation or not, the effects of independent variables on innovation activities are analysed by using binary logistic regression model. We have the following results from the earlier analysis of the data. The firms’ motivation for innovation is mainly affected by their customer's and supplier's characteristics. Specifically, we found that if the spans of the customer and supplier increase, firms are more likely to innovate. Furthermore, if the turnover is generated by few companies, firms are less likely to make product innovation. Likewise, if the firms have higher number of customers and suppliers, the innovativeness levels of the firms become higher.

Fuzzy multi criteria decision making approach to innovative strategies based on Miles and Snow typology

Innovation which utilizes both competitive and co-operative relationships can be defined as the improvement of some new products, services or systems. Generation of an innovation strategy is an essential challenge in today's competitive business world. Innovation provides a sustainable competitive advantage when the related activities become an indispensable element of the management within the company. In line with this issue, after a comprehensive literature review, five characteristic parameters of innovation are selected to analyze a company's innovation strategy. The determined parameters are the strategic orientation of a firm, the abilities of a firm, the cultural structure, the attributes of products, and the environment of competition. The data belonging to the leading companies of their sector are evaluated by using these parameters and with the help of Fuzzy Analytic Hierarchy Process. Based on both the conceptual and empirical research, organizations are classified according to the Miles & Snow typology.

Clusters as Geographically Bounded Organizational Fields: The Meaning of Proximity in the Basel Pharmaceutical Industry

Multinational enterprises have to organize their economic activities on different spatial scales ranging from global to local contexts. Firm clusters are the localized spaces where companies assemble the management, working and innovation processes in a socially embedded environment. The aim of this article is to conceptualize exchange processes between companies and the firm cluster as an interdependent construction process, in which internationalized players structure their local relationships for the purpose of economic benefits. With the concept of organizational fields, the construction of regional clusters will be analyzed as stabilized relations, networks and “logics of interaction” among specific actors. Although neo-institutional theory conceptualizes socio-cultural underpinnings of inter-firm-relationships on a global scale, proximate interactions of local actors remain a blind spot in this perspective. Therefore, ideas of cluster concepts are taken into account to fill this gap. To further enhance the distinctiveness of proximate network ties and interactions, a case study of the Basel pharmaceutical cluster was conducted. Based on interviews, participant observation and document analysis the different production and innovation strategies of companies both within and beyond a geographically bounded field are investigated. The characteristic features of proximate network ties could be explained by the cultural underpinnings of interactions and the meaning of localized social capital.

Public policies influencing innovation in the agrochemical, biotechnology and seed industries

The development and marketing of new products by the agrochemical, biotechnology and seed industries is strongly regulated by government policies. Relevant policies include those on science, technology and innovation, the environment and public health, and farm support. This survey of policies likely to influence company innovation strategy was conducted to provide essential background information, ahead of interviews within companies to determine actual influence. Since different policies interact, sometimes conflict and are subject to change, predicting their impact a priori is difficult. However, the survey suggested that environment and public health polices might be the most influential, as they become increasingly stringent