Strategic Innovation Management Research Articles

РАЗВИТИЕ МЕТОДОЛОГИИ СТРАТЕГИЧЕСКОГО ИННОВАЦИОННОГО МЕНЕДЖМЕНТА МЕЖДУНАРОДНОЙ ОРГАНИЗАЦИИ: СИСТЕМНЫЙ ВЗГЛЯД

Strategic innovation management is becoming particularly relevant in the context of the continuous complication of the management system and the growing intensity of innovative development of international organizations. The purpose of the study is to develop the methodology of strategic innovation management of an international organization. The methodological basis was a systematic analysis of the principles of the formation and functioning of strategic innovation management in an organization, the process structure of its endogenous and exogenous areas. As a result of the study, alternative trajectories for managing the configuration of strategic innovation management were identified, making it possible to involve various functional areas of an international organization in managing the innovation strategy. It has been proven that planning an innovation strategy must be justified by an innovation-added analysis of the external macro and microenvironment, strategy and structure of the organization “as is”. In order to successfully implement an innovation strategy, it is necessary to appropriately develop and direct the non-strategic part of innovation management. The organization's achievement of future states determined by the innovation strategy must be monitored, which may cause adjustments or development of the innovation strategy. Introduced innovations should be supported and their synergies with planned innovations taken into account. The procedure for using research results in the practice of organizational management is presented. The prospects for the development of the methodology of strategic innovation management are described from the perspective of justifying the correlated formation of an integral management system through the development of the subsystem of strategic innovation management and the functioning of the latter in the context of other subsystems.

Realization of an organization's dynamic capabilities in the system of strategic innovation management: theoretical and conceptual analysis

The study of innovation management in an organization at the strategic level becomes particularly relevant in the context of the evolution of the theory of strategic management from the resource-based to the post-industrial paradigm, as well as the focus on people, knowledge and experience as sources of innovation. The growing openness of organizations and innovativeness in the development of competitiveness create the need for a systematic approach to managing dynamic capabilities. As part of the theoretical analysis, the problems of a systemic view of innovation management in an organization are considered, as well as key trends in defining the concept of strategy in the context of resource-based and post-industrial theories. Namely, the definition of the concept of a system used is given and the signs of consistency in relation to innovation management are described: structuredness, interconnectedness, focus, integrity, self-development of the corresponding management systems. The concept of strategy is defined in terms of the strategic states and processes of the organization: as a result of innovation and operational processes, a transition occurs from past states to future ones. The necessary terms of the concept of dynamic capabilities are described. The results of the study, carried out, in turn, within the framework of the dissertation research, determine the role of innovation and strategic innovation management in the implementation of the concept of the organization's dynamic capabilities: innovation management implements high-level dynamic capabilities of the organization, and strategic innovation management implements the dynamic capabilities of the innovation management system. Based on the recursive transfer of structure, the controllable factors of endogenous strategies of innovation and strategic innovation management are considered. Namely, the content of products, core competencies, dynamic capabilities, organizational routines, resources and factors of production as controlled factors of endogenous strategies of innovation and strategic innovation management systems is revealed. The sequence of questions that make up the order of applying the results in practice is given. The main goal of applying the research results in practice is to identify and manage the primary sources of the formation and development of high-level dynamic capabilities of organizations.

Trade policy uncertainty and the patent bubble in China: evidence from machine learning

ABSTRACT This paper draws upon resource dependence theory and investigates how trade policy uncertainty affects firm strategic innovation management in China. Adopting a novel machine learning approach called Word2Vec, we construct and validate a measure of firm-level managers’ perceived trade policy uncertainty (TPU). We find that TPU has a positive effect on the number of total patent applications, but this positive effect is totally driven by low-quality patents instead of high-quality patents. Moreover, we document that firms have stronger incentives for such strategic innovation behavior when the underlying firms are more financially constrained, and/or when the management is more myopic.

СТРАТЕГІЧНЕ УПРАВЛІННЯ ІННОВАЦІЙНІСТЮ БІЗНЕС-ПРОЦЕСІВ ПІДПРИЄМСТВА

The article examines and summarizes the concepts and basics of enterprise business process management. The effective functioning of the enterprise depends on the implementation of a complex of business processes, their integrity and consistency in business processes. The details of their strategic management are taken into account. The purpose of the article is to research and establish the peculiarities of the formation and implementation of strategic management of business processes in the conditions of the development of the innovative orientation of enterprises. The stages of business process development are considered in detail. Enterprise strategy depends on strategic innovation management, which is the key to achieving competitive advantage in a complex and competitive market. There are questions about the need to develop a strategic model for managing innovative development, which will contribute to stimulating economic activity, increasing competitiveness, and motivating the introduction of innovations into business processes. In the modern business environment, the technology of production activities determines the business processes that make up an innovative enterprise, which is the result of the combination and optimization of various business processes. Innovative elements are crucial to creating and maintaining a financially stable business policy. For the effective management of business processes in the organization, it is extremely important to create a management system that allows evaluating strategic goals and determining the effectiveness of all business processes in achieving these goals. A management tool is to create and use metrics that measure how well business processes are performing, covering all aspects of operations. Innovation is related to the concept of sustainable development, and it is appropriate for companies to constantly monitor and respond to changes and ensure an acceptable level of risk, so that companies can combine their existing resources and capabilities to use them as efficiently as possible. By improving business processes, companies can gain a competitive advantage and fully utilize their resources. Therefore, the issue of its strategic management is gaining more and more importance.

АКТУАЛЬНІ ПРОБЛЕМИ МЕНЕДЖМЕНТУ ТА БЕЗПЕКОВОЇ ДІЯЛЬНОСТІ В УМОВАХ СУЧАСНОСТІ

The article deals with the current problems of management and security activities in modern conditions. Therefore, wartime management requires a unique set of skills and approaches that differ from conventional crisis management. The ability to make quick decisions, adapt to changing circumstances and maintain transparent communication channels with the team are critical to success. While there is no one-size-fits-all solution, following the fundamental principles allows leaders to navigate the war and steer their organizations toward resilience and success. The article proves that wartime management involves careful navigation in conditions of numerous changes, which requires adaptability, foresight and strategic planning. The stages of development of scientific concepts of management were studied and the need for management and working personnel of a specific level of digital skills and abilities was proven, which indicates the constant need for training and personal development of management. Modern challenges in the field of management include a number of topical problems that affect the effectiveness and development of organizations in war conditions: digital transformation; globalization and international management; human capital and talent management; constant changes and agility; strategic innovation management; diversity and inclusion; stability and efficiency of management processes; logistical difficulties and occupational safety. These problems require constant study, analysis and implementation of new strategies and approaches to achieve successful management in the modern business environment. Therefore, wartime management requires a unique set of skills and approaches that differ from conventional crisis management. The ability to make quick decisions, adapt to changing circumstances and maintain transparent communication channels with the team are critical to success. While there is no onesize-fits-all solution, following the fundamental principles allows leaders to navigate the war and steer their organizations toward resilience and success. Thus, wartime management involves careful navigation in conditions of numerous changes, which requires adaptability, foresight, and strategic planning.

Fuzzy Predictive Modeling for the Hierarchical Structure of Strategic Innovation Management

Total interpretive structural modeling (TISM) constructs a hierarchical structure with interpretations of nodes and interrelationship links. While TISM performs qualitative research when conceptual modeling is preferred, it lacks quantitative capabilities at present. Conducting a quantitative study on TISM is difficult, especially when the model elements are qualitative. TISM enables the development of a predictive model based on fuzzy set theory. The proposed methodology benefits from using surrogate variables to quantify qualitative variables and fuzzy set theory to simulate the hierarchical model. The proposed method is exercised to conduct a simulation-based study on the existing hierarchical model of strategic innovation to generate multiple scenarios. Additionally, through simulation and scenario building, relevant decisions can be made to enhance productivity and performance in particular functional areas. In this article, multiple scenarios generated by the simulation provide a comprehensive view of the system's behavior in new ventures, which aids in the multicriteria decision-making process.

Implementation of industrial enterprises’ green innovation strategy under technology spillover

ABSTRACT In recent years, advanced emerging technologies have paved the way for new opportunities in green innovation strategies within industrial enterprises. This research aims to examine the impact of technology spillover on the strategic management of industrial enterprises’ green innovation initiatives and evaluate the role of government intervention. By employing an evolutionary game model and simulation approach, we identify a direct relationship between industrial enterprises’ strategic choices in green innovation and the degree of technology spillover. With significant technology spillover, industrial enterprises demonstrate an increased tendency to access innovation resources and technical support, leading to a preference for breakthrough green innovation strategies. Enhanced innovation capabilities and a higher innovation cost elasticity coefficient help reduce the risks associated with breakthrough green innovation, further amplifying the positive effects of technology spillover on such initiatives. Moreover, when the government provides considerable cost subsidies and incentive funds, industrial enterprises show a stronger predilection towards breakthrough green innovation strategies. This research adds to the body of knowledge concerning technology analysis, strategic management of green innovation, and the sustainable progression of industrial enterprises.

Netflix at a crossroad: a time for reinforcement or another reinvention?

Research methodology This case study is developed using secondary sources, including newspapers, periodicals and academic references. Case overview/synopsis This case study examines the challenges of a market leader in a changing industry and how that leader might respond. Growth was becoming exceedingly difficult for Netflix due to various external forces. For a company that relied on radical innovation to reinvent the video market industry and gain market dominance, Netflix appeared to be focusing on protecting its market position through strategies designed to reinforce its existing strengths and assets. Could Netflix maintain its leadership position and reignite growth by pursuing a reinforcement strategy, or was it time for another reinvention? Complexity academic level This case was written for strategic management classes at the graduate and undergraduate levels. The case was classroom tested with undergraduate business students in a strategic management course and masters-level organizational leadership students in a strategic innovation and change management course.

Exploring the use of innovation measurement in retail organisations: a multiple case study

ABSTRACT Innovation and its management in retail organisations is an emerging field, yet the measurement of innovation in this context remains challenging and under-researched. The study investigates innovation in large Swedish retail companies, focusing on monitoring and measurement of innovation performance. Through a qualitative, multiple case study, our findings reveal that retailers are aiming to become more active innovators. They are exerting a greater control over the innovation process, implementing a range of financial and non-financial indicators that encompass inputs, outputs, and the process itself. Innovation projects serve as vehicles for experimentation and learning about how to improve the structure of innovation efforts. However, challenges still arise when strategic objectives are not aligned with performance measurements across the organisation. Nonetheless, existing performance measurement practices can support innovation capability development in retail, especially in relation to culture and competence development and utilising external knowledge for open innovation. The paper advances theory by offering insights into how retailers gain more control of innovation through measurement, contributing to the growing landscape of strategic innovation management in retail. We propose a model, informed by theoretically built framework and empirical data, to guide retail organisations in defining new measurements that promote a holistic perspective to building innovation capability.

DISRUPTIVE AND SUSTAINING INNOVATION: DO THEY MATTER FOR TECHNICAL EFFICIENCY IN A FIRM’S PRODUCTION TECHNOLOGY?

This study explores the influence of disruptive and sustaining innovation on the technical efficiency of Norwegian firms and its implications for production efficiency. It employs stochastic frontier analysis with unbalanced panel data from manufacturing (7,056 observations) and service firms (6,066 observations). The results show that the individual effects of sustaining and disruptive innovation improve technical efficiency in firms’ production technologies with a superior effect from sustaining innovation. Additionally, it reveals that while hybridisation can be more beneficial for technical efficiency in manufacturing firms, service firms benefit more from sustaining innovation. In summary, it highlights that disruptive and sustaining innovation can optimize firms’ technical efficiency, and the specific effects vary by industry. Furthermore, the results indicate that manufacturing firms may respond to disruption effectively through hybridisation. Thus, the study contributes to the literature on innovation and business performance studies and provides valuable insights for business managers on strategic innovation management with production efficiency implications.

How do non-family CEOs influence family firm innovation performance?

PurposeWhile the relationship between non-family CEOs and corporate innovation in China has been widely studied, the results remain inconclusive. This study explores the relationship between non-family CEOs and corporate innovation in the context of intergenerational succession. It considers the background and background characteristics of non-family CEOs in an attempt to provide a theoretical foundation for human resource management and innovative strategic management that can be applied in the transformation of family companies.Design/methodology/approachThe authors develop, then test, a series of hypotheses using an econometric analysis of a large sample of Chinese listed family firms. To control for endogeneity problems, such as missing variables in the model and the selectivity bias of the sample, propensity score matching (PSM) model is applied to analyze the panel data of 452 listed family firms from 2009–2019.FindingsThis study first validates the mechanism by which non-family CEO background characteristics affect innovation performance in family firms. It then reveals the varying moderating effects of two stages of intergenerational succession (i.e. later-generation participation in management and later-generation take-over management) that influence the relationship between non-family CEOs and corporate innovation.Originality/valueThe study's findings based on upper echelon and imprinting theory complement and extend existing research by revealing the impact of non-family CEOs from different backgrounds, and also identifying the role of intergenerational succession in the relationship between non-family CEO background characteristics and innovation performance.

Strategic Innovation Management in U.S. Automobile Manufacturing: Electric Vehicles and Competitive Advantage

This study examined the role of strategic innovation management in the U.S. automobile manufacturing sector, focusing on the development and deployment of electric vehicles (EVs). Utilizing data from 2010 to 2020, the research sought to understand how innovation in electric vehicles contributed to competitive advantage among American manufacturers. Our analysis revealed that companies investing in EV technology experienced a 25% average increase in market share compared to those that did not. Moreover, investment in EV research and development correlated with a 30% rise in profitability over the same period. Companies like Tesla led the market, capturing 60% of the EV market share in the United States by 2020. Traditional manufacturers like General Motors and Ford were observed to gradually adapt to this trend, with GM committing to go fully electric by 2035. The study concluded that strategic innovation in electric vehicles was a critical factor for competitive advantage in the U.S. automobile manufacturing industry. Adoption of such strategies was found to be both environmentally sustainable and financially rewarding for companies willing to embrace this technological shift. Keywords: Strategic Innovation, U.S. Automobile Manufacturing, Electric Vehicles, Competitive Advantage, Market Share

Exploring the Role of Strategic Innovation Management Practices in Transforming State-Owned Enterprises in Malaysia: A Focus on Kuala Lumpur

Strategic Innovation Management is critical for firms that are in pursuit of improved efficiency and their reward is often an increase in their profits and their market share. Process of Strategic Innovation Management is strongly associated with organizational learning and refers to ability of organization to generate, accept and implement new ideas, processes, products or services. The primary goal of process innovation is to generate a notable increase in productivity or to drive down costs significantly. This approach can help organizations achieve major reductions in process cost, improvements in quality, service levels and other business objectives. Strategic Innovation Management is contributor to creation of new markets and products for the market, however even after the benefits of Strategic Innovation Management has been established the impact of Strategic Innovation Management on efficiency of State Owned Enterprises has remained misunderstood. The specific objectives of the study were; to establish the effect of Service innovation on the efficiency of State Owned Enterprises in Kuala Lumpur City, to establish the effect of product innovation on the Efficiency of State Owned Enterprises in Kuala Lumpur City. The study used a desk study review methodology where relevant empirical literature was reviewed to identify main themes. Result findings from literature-based review indicated that innovation had positive and significant influence on the efficiency of State Owned Enterprises. It was recommended that innovation information should be available particularly to regulatory and advisory bodies for guidance to the State Owned Enterprises on the need to craft and employ sound strategies geared towards continuously embracing innovativeness since innovation leads to improved financial efficiency. Keywords: Product Innovation, Service Innovation, Efficiency.

Rare but problematic: Tesla’s rare metals supply chain headache

Research methodology This case was developed through secondary sources in response to the environmental concerns being raised in legal actions, company documents, online forums, trade press articles and academic research relative to Li mining practices, a key material in Li-ion batteries. The case focuses on Tesla’s actual and potential response to the environmental and humanitarian concerns being raised with its battery supply chain Case overview/synopsis Tesla was one of the world’s leading producers of Li-ion batteries which were critical to its EV and battery offerings. Unfortunately, sourcing rare earth metals, such as Co and Li, which are key components in these batteries, raise several environmental and social concerns. This case highlights senior leadership considerations critical to environmental, social and governance (ESG) issues, including environmental tradeoffs and issue management. The case highlights the complexity of strategic decision-making in innovative and ESG contexts and challenges the students to contextualize the trade-offs behind each decision and the potential impact to associated stakeholders. Complexity academic level Level: Upper undergraduate and masters. Majors: Management; technology & innovation management; environmental science; science, technology & society; supply chain management; business ethics. Courses: Strategic management (social issues in management, strategic management, technological innovation); technology & society; ethics, supply chain management. Time: 60- or 90-minute class session. Supporting texts (depending on course context): Strategic Management of Technological Innovation. Schilling, M. McGraw Hill, 2017. Contemporary Strategy Analysis. Grant, R. Wiley, 2017. Society, Ethics & Technology. Winston, M., Edelbach, R. Cengage, 2014. Principles of Supply Chain Management. Wisner, J., Tan, K., Leong, G. Cengage, 2019.

IMPLEMENTATION OF THE MARKETING TOOLKIT OF STRATEGIC MANAGEMENT OF INNOVATIONS IN THE PROCESS OF ENSURING THE EFFICIENCY OF THE MACHINE-BUILDING ENTERPRISE’S FOREIGN ECONOMIC ACTIVITY

The article emphasizes the importance of strategic innovation management in the process of ensuring the effectiveness of the enterprise’s foreign economic activity. The necessity of implementing marketing tools and its role in the strategic management of innovative and foreign economic processes of the enterprise is highlighted. The obtained results of the analysis of the latest research and publications allowed us to conclude that modern trends have led to changes in scientific interests regarding the study of priority areas of enterprise activity and prerequisites that determine the success of their development. When ensuring the efficiency of foreign economic activity, it is appropriate for machine-building enterprises to develop a system of strategic management of innovations. The list of conditions that expand the scope of application of marketing tools in strengthening the innovative activity of the machine-building enterprise in the system of foreign economic activity is highlighted: formation of a motivational environment; implementation of Industry 4.0 technologies; use of alternative sources of investment; development of the potential of innovative activity; information provision and database formation; expansion of foreign economic relations; development of communications and creation of digital platforms; development of organizational culture. The marketing toolkit should take into account the influence of globalization trends, changes in the environment of resource provision, structural transformations of the national economy, etc., which allows to successfully solve the tasks and create the necessary prerequisites for strengthening the innovative activity and development of the enterprise’s foreign economic relations. The advantages of marketing tools and the consequences of refusing their implementation for machine-building enterprises in the development of innovative and foreign economic activities are given.

Strategic Management of Research and Innovation Projects: A Systematic Literature Survey

The informality of Strategic Research Project Management procedures is still a reality in several health science and technology institutions in Brazil, with a recognized negative impact on innovation management. The objective of this work is to verify the scientific and academic production related to the methodologies of strategic management of research projects and innovation in health in the databases of journals in the last 10 years, in the period from 2011 to 2021. The methodology used was the systematic review of literature based on the criteria of Tranfield, Denyer, and Smart (2003) to ensure the scope and impartiality of the research. The question that guided the selection of articles in this study was: “What are the main methodological references for the strategic management of research projects and innovation in health proposed in the scientific literature?” The databases defined for searches were Pubmed, SciELO, and Lilacs. 90 records were screened and reviewed by crossing keywords, descriptors, and eligibility criteria listed in research and innovation. The data collected for screening referred to specific information on the source/article/document (title, authors, journal, year, language) and main characteristics of the study (population profile, research context, objective, methodology used), as well as identification of emerging themes and additional notes. We conclude that, despite the interest in publications on the subject in question, the application of strategic management in research and innovation projects in Health is still emerging not only in Brazil but also in other countries recognized for the development of this area of study. The systematic review made it possible to identify the main practices described in scientific articles, which may help in assessing the implications and benefits generated using these strategies.

Management psychology in the application research of human resources management of small and medium - sized enterprises

Tencent is one of the most successful Internet companies at present. QQ used to be the symbol of a generation of Internet users, and its users basically include all Chinese Internet users. Tencent has achieved unprecedented glory. Due to the promotion of economic globalization, the development of information technology and the fierce competition brought by the rise of many Internet companies, Tencent is facing great challenges. However, Tencent has a firm foothold in many Internet companies, which is closely related to its innovative management mode. Therefore, it is of great significance to study its innovative strategic management from the perspective of management psychology. In the 1990s, Tencent was officially established. After years of development, Tencent has become a leader in the Internet industry. Tencent is responsible for a wide range of business, including Tencent QQ, Tencent video, Tencent News, Tencent game platform, etc.

Towards retail innovation and ambidexterity: insights from a Swedish retailer

PurposeIncumbent retail organisations need to develop new capabilities to adapt with the increasingly competitive retail landscape. Despite the growing relevance of innovation in retail practice, the strategic management of innovation in retailing is still vastly under-researched. This explorative study thus aims to investigate how incumbent retail firms can organise for innovation from an organisational ambidexterity perspective.Design/methodology/approachA single-case study of an established Swedish retail firm was conducted from December 2016 to July 2018 and followed up in June 2021. The authors followed the process of implementation of organisational changes aimed to increase innovation in the company, particularly the introduction of a digital marketing initiative and a corporate innovation hub. Data collection was based on nine semi-structured interviews and participant observations and unstructured interviews from 13 meetings and workshops. An abductive approach to data analysis was followed, iteratively comparing theoretical concepts and empirical data using open, axial and selective coding to distil findings into aggregated themes.FindingsGiven the inherently limited formalisation of innovation processes in most retail organisations, structural ambidexterity appears to be necessary when the aim is radical, strategic retail innovation. Structural mechanisms are able to safeguard the space and resources to focus on long-term research and projects with higher risk and uncertainty; however, integration of innovation activities to the mainstream organisation is critical. Pursuing contextual ambidexterity, wherein instead of structural solutions, employees are empowered to divide employees' time between innovation-related and efficiency-related tasks, is more likely related to retail innovations that are incremental and operational.Originality/valueThe paper contributes to the emerging topic of strategic management of innovation in retailing, by explicating how incumbent retailers can organise for innovation depending on the type of innovation that is aimed for, using organisational ambidexterity as a novel perspective.

How Transformative Business Model Renewal Leads to Sustained Exploratory Business Model Innovation in Incumbents: Insights from a System Dynamics Analysis of Case Studies

The digital era and mounting sustainability pressures have reinforced incumbents’ need to respond to radical innovation through business model innovation. Despite advancements in the literature on incumbent business model innovation, there are still open debates regarding strategies for achieving systematic innovation and poor integration between the literature on managing multiple business models and the strategic management of business model innovation. To address these gaps, we investigated three Brazilian incumbents that developed systematic business model innovation processes and analyzed their evolution. We followed a multiple case study methodology, deploying system dynamics as an analytical lens. Our findings showed that the evolution of innovation departments from business model renewal to exploration is based on a systemic tension between solving the core problems of the business and creating openness to innovation, innovation capabilities, and resources. By assigning the innovation departments a vital role in the renewed business model and exploring synergies to manage multiple business models, the companies create a “buffer” to sustain exploratory business model innovation. We suggest that the strategy for conducting business model renewal matters, especially when the renewal is transformative, aiming to shape the future. We contribute to incumbent business model innovation theory by showing the system dynamics behind the evolution from business model renewal to exploration and by connecting the management of parallel business models to the strategic management of business model innovation.

The influence of strategic innovation management on firm innovation performance in the Indonesian mid-size telecommunication industry

Background: The telecommunication industry was one of the Indonesian government's priorities in the national development plan 2015-2035. “Primary Industry” was the term for the priority industries with the central role as the prime mover in the future national economy. Various natural, human, technological, innovative, and creative resources were imperative in supporting the underlining national industry development plan. Strategic innovation management refers to the entire sequence of innovation practices, including competition mechanism analysis, such as creating an innovative vision, business strategy alignment, disseminating strategy at an entire organizational level, market tendency, technology, and competitor’s action. Firm innovation performance refers to the measurement of innovation efficiency (the number of new products, product novelty, new product development speed, and new product success rate) and innovation profitability (new product revenue proportion, quality enhancement, cost reduction, and value improvement) conducted by the firm. This study investigates the effect of Innovation Strategy, Organizational Structure, Innovation Culture, Technological Capability, and Customer-Supplier Relationship (these were the practice of Strategic Innovation Management mentioned in various literature) on Firm Innovation Performance. Methods: A quantitative method, from a practical perspective, was employed to investigate the causal relationship between strategic innovation management and firm innovation performance. Data was gathered through a validated and reliable questionnaire disseminated to 90 respondents. It included a representative from the four sub-sectors of the telecommunication industry, namely fixed networks, wireless networks, telecommunication services, and special telecommunication. Results: The survey found that firms within the telecommunication industry already employed Strategic Innovation Management practices. Moreover, this study also found that Innovation Culture, Technological Capability, and Customer-Suppler Relationship significantly influence Firm Innovation Performance. Conclusion: The implementation of Strategic Innovation Management in the mid-size companies within Indonesia's telecommunication industry appears to be relatively high. It indicates that firms within the industry were able to strategically compete by implementing Strategic Innovation Management.