Model Of Innovation Process Research Articles

Approach to Weighting the Success Criteria of Toll Road Project of Government Cooperation with Business Entities Procurement Model

In providing funding for toll road development projects, many developing countries are im-plementing PPP pro-curement schemes including Indonesia. This funding scheme is believed to be an innovative procurement process model and has good prospects for the future of the construc-tion industry in the world. However, in its implementation, the Indonesian government is currently faced with various problems that have the potential to have a negative impact on the management and development of toll roads in Indo-nesia. Therefore, the main objective of this research is to develop a method of evaluating the success of PPP-themed toll road projects and determining the current and future strategy of PPP-themed toll road development projects. Methodology This research, using an exploratory sequential mixed methods approach, involves four stages of research. Through a Systematic Literature Review (SLR) of reputable scientific journals from various countries, a questionnaire survey was developed. The survey results were analyzed using multivariate statistical methods with the help of Par-tial Least square analysis software (PLS-SEM), analytical hierarchy process (AHP) and Relative Importance Index (RII) methods. The results of this research found 20 critical success indicators and four dimensions of project success. This study produces a new way to assess the success of PPP-themed toll road projects that is very important and can inspire the government in making policies, legislation and regulations as well as innovative strategies in develop-ing PPP-themed toll roads.

Digital technology‐based business model design and innovation to address grand challenges: A process model

AbstractResearch SummaryThe question of how a new venture designs and innovates on its business model (BM) to leverage digital technology to address multiple grand challenges has received little attention in the literature. We address this through a longitudinal case study of a new social enterprise in China. We develop an accessing‐embedding‐strengthening‐expanding process model of BM design and innovation by which a venture may increase both the scale and scope of its impact as a complementor in ecosystems addressing grand challenges. We identify the specific actions and contingencies underlying this process. Our findings contribute to the understanding of BM design and innovation based on digital technologies and propose that assessment of a BM's impact on grand challenges may be in terms of scope as well as scale.Managerial SummaryHow may founders build a BM that exploits a technology's potential to address diverse sustainability challenges? Our study derives insights from one for‐profit Chinese venture whose founders had the explicit objective of leveraging remote sensing data and analytics to address important and diverse social and environmental challenges. We identify the steps in its ecosystem‐based strategy (accessing, embedding, strengthening, and expanding) by which the founders targeted and entered successive application ecosystems as a complementor. This strategy has enabled them to achieve financial goals and also increase their contribution to sustainability objectives in terms of both scale (vis‐à‐vis one grand challenge) and scope (across multiple grand challenges). We also identify the specific questions that the founders had to answer in the process of executing this strategy.

Innovative processes: economic and legal problems of realization, management and regulation

Problem setting. The scientific work is devoted to researching issues of regulation of innovation processes to achieve and increase the efficiency of innovation activity. In Ukraine, the strategy for the development of the sphere of innovative activity for the period until 2030 is aimed at increasing the use of innovations. A process approach was chosen to achieve the goals of the Strategy. However, it is necessary to generalize the problems using a systemic approach. Analysis of recent researches and publications. Since the middle of the 20th century. scientists have done a lot of work on defining the essence, structure and classifications of innovative processes, features of their management and regulation. A large number of works are devoted to the description, construction and improvement of innovative process models. In connection with the fact that the innovation process as an object of research is heterogeneous, in recent publications the critical rethinking of the theory and practice of management of innovation processes, increasing their efficiency, continues. Purpose of the research is the development of theoretical provisions and practical recommendations for structuring the economic and legal problems of management, implementation and regulation of innovation processes using a systemic approach to improve the state innovation policy and legal regulation of innovation activity. Article’s main body. The definition of the concept of the innovation process in the scientific literature and the international standard the Oslo Manual is considered. The Oslo Manual equates the innovation process with innovation activity. It has been specified that the management of innovative activities is an innovative process. To identify and strategically solve existing economic and legal problems of innovation processes, it is proposed to build a “black box” model according to the IDEF0 functional modeling standard. Models of innovation processes in the economy, at the enterprise, in clusters and ecosystems according to the IDEF0 standard have been developed. The economic and legal problems of innovation processes are structured by groups of problems of resources, executors, regulatory tools, international interaction, economic security of the state, collaboration, interaction of enterprises with the external environment, interaction of subjects in clusters and ecosystems, exercise of powers by authorities, protection of intellectual property rights, safety of innovations, performance and efficiency of innovative activities, informing about innovation processes, reporting of enterprises, reports of state regulators. An analysis of the completeness of the list of problems specified in the Strategy for the Development of the Sphere of Innovative Activity for the period up to 2030 was carried out. The directions for improving the state innovation policy and legal regulation of innovation activities in Ukraine are substantiated. Conclusions and prospects for development. The analysis of the Strategy for the Development of the Sphere of Innovative Activity on the basis of structured groups of problems allowed us to draw a conclusion about the state’s nonsystemic innovation policy, which poses a threat to the sovereignty of Ukraine. To get out of the critical situation, the government should revise the existing Strategy, taking into account the priority of protecting national interests and the safety of innovative products and innovative technologies for consumers and society. Regardless of measures to improve the Strategy, changes should be made to the national legislation regarding the harmonization of conflicting norms, bringing basic concepts and classifications into compliance with international standards, eliminating duplication of powers of authorities and defining a single regulator. Further research will be aimed at the scientific search for effective legal regulation solutions aimed at achieving performance and efficiency implementation of innovative processes in the national economy.

Innovation processes: from linear models to artificial intelligence

Abstract This study aims to map scientific publications, intellectual structure and research trends in the development of innovation process models and to characterise and compare them. Specifically, to identify the innovation process models and their characteristics, comparative analysis of the models, and predict the direction of development. A hybrid method was used, which involved many years of in-depth literature monitoring and comparative analysis based on a set of parameters developed by the authors. The results made it possible to identify and classify 15 various theoretical models of the innovation process (from M1 — linear to M15 with the AI contribution) development through categorisation according to five main features: C1 — complexity, C2 — openness, C3 — the role of technology, C4 — the participation of the market/users, and C5 — the form of presentation. This study identifies, explores, analyses and summarises the main ideas of innovation processes by identifying their models and characterising those specifics that can ensure international standards of excellence. The study provides an objective view of the existing innovation process models and the relevant studies that can guide managers in their decision-making innovation processes. This study is a first attempt at unveiling the evolution of knowledge in the field of existing innovation processes and their characteristics and comparative analysis. The presented models of innovation processes should constitute an indication for practitioners who can choose a model to be used in the economic practice of their organisation.

Model of innovation in agriculture 4.0 processes in the department of Cundinamarca, Colombia

Innovation in agriculture plays a fundamental role in the transition of said production towards more sustainable schemes, hence the importance of its study, especially in relation to production processes. The literature shows that although several studies have been carried out that examine the variables that intervene in the innovation processes in the agricultural sector, there is a lack of studies that examine the innovation processes in Colombia. This is why the fundamental objective of this research is to develop a model that explains the main factors that are related to process innovation in the agricultural sector, using concepts derived from organizational innovation process models developed in the literature. The factors identification methodology used a sample of 1,190 Agricultural Production Units (UPA) collected in the National Agricultural Survey, incorporating only producers from the department of Cundinamarca, Colombia. With this sample, and using for the analysis the variables that are developed in the literature, a principal components factorial analysis was carried out, as well as a second-order confirmatory factorial analysis. The factor analysis shows three latent factors, among them “Innovation in Raw Materials”, “Innovation in crops” and “Innovation in management of External Factors”, which, being the most significant for the process innovation process, should be considered as fundamental part of the government's public policies to facilitate its adoption in Colombian agriculture in the future.

Tools and Frameworks for Sustainable Business Model Innovation for German Steel, Cement, and Chemical Industries

In the decarbonization of the steel, cement, and chemical industries in Germany, green hydrogen is expected to play a crucial role. The utilization of green hydrogen in the production processes of said industries requires organizations to modify their business model, requiring sustainable business model innovation (SBMI). Numerous tools and frameworks that support organizations in the process of SBMI have been proposed in the literature in recent years. However, the applicability of these tools and frameworks for steel, cement, and chemical companies that intend to utilize green hydrogen to produce their goods remains unexplored. This paper aims to assess the suitability of SBMI tools and frameworks for steel, cement, and chemical companies planning to use green hydrogen in their production. It conducts a systematic literature review on SBMI tools and frameworks, reviews current green hydrogen projects in these industries, and evaluates the identified tools and frameworks using an evaluation matrix. Based on the evaluation, the Cambridge Business Model Innovation Process (CBMIP) was identified as the most suitable SBMI framework.

Investigating the impact of digital transformation on manufacturers’ Business model: Insights from Swedish industry

Digital transformation (DT) triggers a fundamental technological shift in industry enabling the creation of smart and connected factories. DT is not only a technology-driven innovation approach: it also requires changes of the Business Model (BM). Despite this, there is a lack of comprehensive studies that examine how aspects of manufacturing digitalisation align with the Business Model Innovation (BMI) process. To address this gap, this paper analyses the DT journey of several Swedish medium and large firms through semi-structured interviews with staff involved in such process. The empirical findings reveal that the BM elements addressing value creation and strategy aspects are the most affected by DT. Additionally, this study identifies the links among such elements. The findings are compiled in a holistic framework that can serve as a blueprint for practitioners seeking to adopt digital technologies in their production environments. This holistic approach aims at supporting practitioners to understand the BMI process triggered by DT and consequently aligning their manufacturing strategy with the BM’s components.

Совершенствование моделей инновационного процесса в нефтегазодобывающей отрасли

The evolution of innovation models in the oil and gas industry is crucial for ensuring competitiveness and sustainability in the rapidly changing global market. The article presents research results on advancing models of the innovation process as applied to enterprises in the Russian oil and gas industry. The research is based on the analysis and further development of ideas from various Russian and foreign authors regarding the use of the integrated network model of the fifth generation of the innovation process – 5G. The proposals formulated in the article are grounded in the potential opportunities of digitizing oil and gas enterprises and utilizing new digital tools. In this regard, taking into account the specifics of the innovation process in the oil and gas industry, the author’s version of the innovation process model is proposed, on the basis of which it is possible to reasonably plan, organize and digitalize the management of innovative processes of enterprises. The research results contribute to expanding the range of methodologically sound models of the innovation process and are aimed at enhancing the management of innovation processes in strategically important sectors of the Russian economy. By aligning with the principles of the fifth generation of innovation models and leveraging digital technologies, this model aims to enhance the competitiveness and resilience of the Russian oil and gas industry in the global market landscape.

Towards a Circular Solar Power Sector: Experience with a Support Framework for Business Model Innovation

The rapid expansion of the global solar photovoltaic (PV) market as part of the transition to a low-carbon energy future will increase both demand for raw materials used in PV product manufacturing as well as future PV panel waste volumes. There is an urgent need for solar industry businesses to adopt circular business models, and to support this process through targeted tools and methods that can facilitate the innovation process of such models. This paper employs an action-oriented case study methodology, drawing on insights garnered from five demonstrator cases that have applied and validated a Circular Business Model Innovation (CBMI) framework within the PV sector. Results show how this framework was applied in practice during the ideation, design, experimentation, and scaling phases of the innovation process. Specifically, results show how an experimental and iterative approach was found critical to assess viability, desirability, and feasibility of circular business strategies. The study’s empirical testing of tools with the context of a Circular Economy complements earlier theoretical conceptualizations of business model innovation processes. It illustrates how using multiple tools can provide firms with complementary insights in each stage of ideation, design, testing, and scaling of business models. It is recommended that policy makers and business leaders endorse such co-creative and experimental approaches to foster learning and business model innovation, thereby catalysing the transformation of an entire renewable energy industry sector towards Circular Economy.

Simulation-based business model innovation process for business-to-business contexts

Innovating service-oriented business models in industrial business-to-business (B2B) contexts presents a complex and risky endeavor. Recently, System Dynamics (SD) modelling and simulation has been suggested as a tool for prototyping and experimentation in business model innovation (BMI). However, knowledge of how to best utilise SD in BMI is scarce. Therefore, our research objective was to develop a new simulation-based approach for BMI, particularly for B2B contexts. We conducted a two-and-a-half-year action design research study with two industrial firms, Alpha (start-up) and Beta (incumbent firm). We developed and simulated new service-oriented business models as part of the two BMI teams. Our study resulted in the simulation-based BMI process containing phases, tools/techniques, and goals. Our findings demonstrate that SD, as a dynamic and visual modelling language, facilitates collaborative and cognitive activities during BMI, such as communication, design, evaluation, and decision-making.

Circular Business Model Frameworks: A Review

The circular business model (CBM) concepts are vast, interconnected, and emerging. Research to date has been somewhat fragmented, and there would be value in focusing on the systemic identification of the connectivity of the topics around CBM. Furthermore, the business model innovation (BMI) process and business model implementation were identified as two separate spectra of research that should be seen collectively and added to the literature. This article reviewed 256 articles (solely focusing on “CBM frameworks”) published between 2007 and mid-2022, collected from the Scopus database, and analyzed using the content analysis method to identify the research gap/s. Results showed that under circular business model innovation (CBMI), the innovation process and their associated process modeling, archetypes, tools, experimentation, digitalization, and innovation via the inclusion of circular economy (CE) principles and sustainability in BMI were highlighted. From the CBM adoption/implementation perspectives, business ecosystem, technological innovation, product lifecycle management, CBM value dimensions (e.g., value proposition, value creation, and delivery), organizational capabilities, and dynamics were investigated. Topics around sustainability and circularity principles, strategies and organizational performance, CBM value streams, digitalization, and product-service systems were topical issues of the circular supply chain (CSC). A conceptual framework for gaining circular competencies integrating all elemental issues throughout the CBM development process (e.g., innovation, adoption within CSC) has been progressed. Based on the review, this article defined a circular business model as a business model that fundamentally applies one or more of the principles of CE at various product/service/material lifecycle stages, for which sustainability-focused technological innovation, collaboration among business ecosystem partners, and enhanced dynamic capabilities of any organization are prerequisites. Several research gaps were identified with potential avenues for future research directions, which will be helpful for policymakers, business organizations, and researchers.

MANAGEMENT OF INNOVATION PROCESSES

Irma Chkhaidze E-mail: chkhaidze.irma@bsu.edu.ge Associate Professor, Batumi Shota Rustaveli State University Batumi, Georgia https://orcid.org/000-0003-4430-181X Lela Devadze E-mail: devadzelela@gmail.com Doctoral student in Business Administration, Assistant, Batumi Shota Rustaveli State University Batumi, Georgia https://orcid.org/0000-0002-1900-8024 Abstract. In the article, it has been studied models of “1G-Technology Push”, 2G-attracting the market”, “3G-R&D and market coupling”,“4G-Integrated Business Processes”,“5G-system integration and network” on the one hand. Consecutive phases of failure and development of the essence of artificial intelligence from its origin to the present day on the other hand. It`s been analyzed the convergence of the development of innovation process models with the phases of formation and development of artificial intelligence. “6G-open innovation model” of innovation process has been reviewed as an actual issued in the article, the formation and development of which is related to the period of popularization of artificial intelligence, and recognition of the advantages of artificial intelligence, which takes into account the generation and rapid processing of large and varied data in a short time interval. Based on the results of research, existing and expecting trends of the development of artificial intelligence in the world market has been analyzed, which are characterized by significant growth trends and can have a positive impact on achieving the rates of economic growth of the country, region, on increasing the level of employment, developing the business sector, gaining competitiveness. The research determined the existing level of development of artificial intelligence, factors, conditions and opportunities for hindering the development. Keywords: innovation, innovative processes, artificial intelligence, management. JEL classification: O.03.032.

Circular and Sustainable Multi Business Model Innovation and Development:

The circular economy is used as a concept to advance and push the green and sustainability transition process in businesses to a more circular, green, resource effective economy. However, it has turned out to be much more complex to innovate, develop, implement, operate and not least measure Circular and Sustainable business models for businesses – especially for SME’s and Startups – although the approach – by many – is emphasized as “easy” strategies and implementation. Achieving Circularity and Sustainability (environmentally, economically and socially parameters) – at the same time – related to business models has not yet been clearly defined, shown, proven and measured. Achieving environmental, economic and social goals – equal to sustainability – at the same time – the ”triple bottom line” approach – in a circular perspective is a great dilemma to many businesses because the parameters often conflict each other. Advanced sensor technologies, 5G and 6g technologies gives great hope to be able to make it more visual and transparent to what businesses are really doing and strategically want to do. Advanced technology could help to visualize the process and the dilemma – in close to real time. Advanced sensor, 5G, 6G technologies imbedded in Business Model’s (BM) and Circular Sustainable Multi Business Model Innovation and Development processes gives hopes for a new leadership and management era together with better measurement tools, practice, and approaches. It also gives hope to a higher speed on circular and sustainable transition – visualizing and thereby hopefully preventing greenwashing. The EU project Greenbizz II A and B’s vision is to speed up the Circular and Sustainable Multi Business Model Innovation and Development (CSMBMID) process in SME’s and Startups together with their business value network. The aim is to achieve and implement Scope 3 – but under the goal to also create at the same time effectiveness, efficiency and sociality in CSMBMID. By reengineering AS IS BM’s – and designing Circular and Sustainable Business Models (CSBM) – the vision of Greenbizz II A and B are however very complex by nature. It requires a manifold of activities, different network constellations and not least further research, innovation and development of sensors, 5G and 6G technologies, learning and traning and a CSMBMID Brain. Greenbizz II A and B build on top of EU Greenbizz 1 project, as Green, Economic and Social parameters are seeked measured and achieved together with circularity at the same time in a new “Circular Sustainable Triple Bottom Line” measurement framework. A new advanced monitoring smartboard using advanced sensors and wireless technologies prototyped in SMEs/Startups – and their business value networks – will be prototyped and tried to be implemented from 2024 – 2026 in 96 SME and Startup businesses. The paper discuss through 3 case examples in different Business Model ecosystems contexts, challenges to do CSMBMID and how advance sensor, 5G and 6G technologies is expected to help and support circular sustainable BM transition in businesses. It points to how CSBM’s can be innovated, developed and implemented supported by advance sensor, artificial intelligence, deep learning, persuasive technologies, Multi Business Model Innovation pattern analysis and libraries of BM archetypes.

Management of innovation processes in agriculture

Agriculture is one of the most critical sectors of the economy of the Republic of Kazakhstan. Therefore, the development of its innovativeness in the formation of public policy needs new methods of its formation is one of the most discussed issues among scientists and politicians. Thus, it is relevant to consider methods of management of innovation processes in agriculture as an integral part of the effectiveness of innovation in enterprises and the industry as a whole and to determine which of them can be used most effectively in the Republic of Kazakhstan. The primary method of the study was modelling, given the number of built and analysed models shown in the work; other methods worth mentioning are analysis, formalisation, forecasting, the historical method, and others. Thus, the research considered some basic models describing the management of innovation processes in agriculture. It was highlighted that they all have their strengths and weaknesses in one way or another. Nevertheless, there are universal principles for building models of innovation process management that should be followed. For example, the interaction between the subjects of the model should be effortless and transparent. At the same time, they should receive sufficient amounts of qualitative information from the external environment. Considering them, as well as addressing the general features of the development of the Republic of Kazakhstan and its agricultural sector, it is possible to achieve significant success in solving the described problems. The research also analyses some methods of building management models of innovation processes. The work brings new knowledge to the theory of management as well as provides an opportunity to find methods to improve the management of innovation processes in agriculture.

ТЕОРЕТИЧЕСКИЕ ОСНОВЫ ИННОВАЦИОННОГО СОТРУДНИЧЕСТВА ОРГАНИЗАЦИЙ

The article examines the theoretical aspects of innovative cooperation based on a retrospective analysis of scientific ideas about the essence of innovations and their classification. Special attention is given to the study of the essence and content of organizational (managerial) innovations. Various models of innovation processes are analyzed, on the basis of which a conclusion is made about the need for their combination. Based on the results of the study, the author substantiates the prospects of inter-organizational innovative interaction, and also points out the need to involve participants represented by government bodies and universities in the interaction schemes.

The corporate entrepreneurial and innovation processes for business sustainability: A critical overview and conceptual process model development

<abstract> <p>Entrepreneurship is a process that transpires over time. Every entrepreneurial journey is a unique process that is difficult to replicate in the exact way it happened. Entrepreneurial activities in an existing organization can, over time, form a specific staged process that allows a more structured way from generation to implementation of new ideas. Through its supporting structure, corporate entrepreneurship channels ideas through a process that helps people stay focused, systematic, and efficient in value creation. Entrepreneurship and innovation activities in this process are undeniably linked; however, the two disciplines do not address them uniformly. Therefore, the research describing the corporate entrepreneurial and innovation processes is not aligned. In this study, we aimed to analyze entrepreneurship and innovation process approaches comparatively in an existing business context and to propose the triple-bottom-line corporate entrepreneurial (conceptual) process model for innovation and business sustainability. We provided insight into the dynamics of the entrepreneurial process in the existing business over time: A roadmap to evaluate the enablers and the critical elements for the innovation to transform and sustain. We proposed a harmonized stage model of the corporate entrepreneurial innovation process, where stage output artifacts mark the progression of the process, making it measurable. We provided conclusions from the literature review, a generalized model, and propositions on critical aspects of the entrepreneurial innovation process to happen, transform, and sustain.</p> </abstract>

Foundations, the status quo, and future trends of the business model innovation process knowledge base

Foundations, the status quo, and future trends of the business model innovation process knowledge base

How Digital Technologies Enable Business Model Innovation in the Energy Sector: An Empirical Study of Italian Energy Service Companies

The evolution of digital technologies has been expanding the business opportunities that firms can tap by leveraging such technologies. Business model innovation triggered by digital technologies allows firms to extend the scope of products and services they offer and create new markets. This trend is particularly relevant in the energy sector. However, little is known about how actually energy firms’ business models evolve because of the adoption of digital technologies. Therefore, this article aims at shedding light on the business model innovation process enabled by digital technologies in the energy sector. To this aim, eight Italian energy service companies that innovated their business model by adopting digital technologies are analyzed. The empirical analysis allows to spot an archetypal business models innovation process enabled by digital technologies in the energy sector. The study contributes to the literature on business model and business model innovation by highlighting how digital technologies may promote the evolution of business models and by spotting an archetypal business models innovation process that can be implemented accordingly. It also contributes to the emerging literature on digital transformation, by showing how digital technologies can be exploited by energy firms to improve their value creation, delivery, and appropriation mechanisms.

Manufacturing Innovation: A Heuristic Model of Innovation Processes for Industry 4.0

Despite the promising potential of Industry 4.0, the transition of the manufacturing industry is still very slow-paced. In this article, we argue that one reason for this development is the fact that existing foundational process models of manufacturing innovation are developed for steady-state conditions, not considering the complexity and uncertainty related to Industry 4.0. This lack of models built for the characteristics of Industry 4.0 further translates into a lack of operational approaches and insights into engaging with Industry 4.0 in practice. Therefore, this article presents a case study of developing a comprehensive Industry 4.0 solution and identifies key characteristics of the emerging process design. Based on the case study findings, we propose a heuristic model of an innovation process for manufacturing innovation. The proposed model uses an iterative process that allows experimentation and exploration with manufacturing innovation. The iterative approach continuously enhances knowledge levels and incorporates this knowledge in the process to refine the design of the manufacturing innovation. Furthermore, the iterative process design supports partitioning the complexity of the manufacturing innovation into smaller parts, which are easier to grasp, thereby improving the conditions for the successful adoption of manufacturing innovations for Industry 4.0.

The influence of sustainability and digitalisation on business model innovation: The case of a multi-sided platform for food surplus redistribution

While digital multi-sided platforms have been primarily investigated from a technical or economic perspective, the evolution of their business models over time and the significance of social and environmental sustainability for their success received relatively less attention. Through a longitudinal case study on the evolution of a digital platform for food surplus redistribution, we analyse how the business model of a multi-sided platform evolved to balance and integrate the objectives of economic viability with social and environmental sustainability goals. Data were collected through interviews with the platform stakeholders and then coded following the Gioia methodology. By adopting the lens of sociotechnical theory, we develop a set of four propositions to provide a generalisation of our findings to the broader literature on digital multi-sided platforms. Based on the results, we argue that the sustainable business model innovation process of a digital multi-sided platform must consider the mutual influence between business model innovation, sustainability dimensions internal to the business model, and the leverage of opportunities offered by digital technologies. Eventually, we underline the fundamental role of the platform leader in guiding such evolutionary process and its ability to generate benefits for all stakeholders through both sustainability and digitalisation levers.