Abstract: The Portuguese footwear industry had in the last five years a remarkable performance in the exportation values, the trade balance and others economic indicators. After a long period of difficulties and with a strong reduction of companies and employees since 1994 until 2009, the Portuguese footwear industry changed the strategy and is now a success case between the international players of footwear. Only the Italian industry sells footwear with a higher value than the Portuguese and the distance between them is decreasing year by year. This paper analyses how the Portuguese footwear companies innovate and make innovation, according the classification proposed by the Oslo Manual. Also, analyses the strategy follow in the innovation process and shows the linkage between the type of innovation and the strategy of innovation. The research methodology was qualitative and the strategy for data collection was the case study. The qualitative data will be analyzed with the MAXQDA software. The economic results of the footwear companies studied shows differences between all of them and these differences are related with the innovation strategy adopted. The companies focused in product and marketing innovation, oriented to their target market, have higher ratios “turnover per worker” than the companies focused in process innovation. However, all the footwear companies in this “low-tech” industry create value and contribute to a positive foreign trade of 1.310 million euros in 2013. The growth strategies implemented has the participation of the sectorial organizations in several innovative projects. And it’s obvious that cooperation between all of them is a critical element to the performance achieved by the companies and the innovation observed. The Portuguese footwear sector has in the last years an excellent performance (economic results, exportation values, trade balance, brands and international image) and his performance is strongly related with the strategy in innovation followed, the type of innovation and the networks in the cluster. A simplified model, called “Ace of Diamonds”, is proposed by the authors and explains the way how this performance was reached by the seven companies that participate in the study (two of them are the leaders in the setor), and if this model can be used in others traditional and “low-tech” industries.
Abstract: This is a conceptual paper on the application of open
innovation in three case examples of Apple, Nintendo, and Nokia.
Utilizing key concepts from research into managerial and
organizational cognition, we describe how each company overcame
barriers to utilizing open innovation strategy in R&D and
commercialization projects. We identify three levels of barriers:
cognitive, behavioral, and institutional, and describe the companies
balanced between internal and external resources to launch products
that were instrumental in companies reinventing themselves in
mature markets.
Abstract: The search for competitive advantages as one of the
main activities of a company has become a principle of contemporary
theories on Strategic Management. Innovation facilitates a company's
adaptation to the global competitive environment, representing the
important strategic role that it has to play in relation to managerial
performance and, as such, underlines the growing importance of
innovation and the use of a company's technological assets. This
paper therefore studies the effect in the results of four dimensions of
technological innovation strategy on a sample of Spanish wineries,
situated in the Castilla La-Mancha region of Spain, all of which are
registered under the La Mancha Designation of Origin (DO).
Abstract: The aim of the paper is based on detailed analysis of
literary sources and carried out research to develop a model
development and implementation of innovation strategy in the
business. The paper brings the main results of the authors conducted
research on a sample of 462 respondents that shows the current
situation in the Slovak enterprises in the use of innovation strategy.
Carried out research and analysis provided the base for a model
development and implementation of innovation strategy in the
business, which is in the paper in detail, step by step explained with
emphasis on the implementation process. Implementing the
innovation strategy is described a separate model. Paper contains
recommendations for successful implementation of innovation
strategy in the business. These recommendations should serve mainly
business managers as valuable tool in implementing the innovation
strategy.
Abstract: The goal of this research is discovering the
determinants of the success or failure of external cooperation in small
and medium enterprises (SMEs). For this, a survey was given to 190
SMEs that experienced external cooperation within the last 3 years. A
logistic regression model was used to derive organizational or strategic
characteristics that significantly influence whether external
collaboration of domestic SMEs is successful or not. Results suggest
that research and development (R&D) features in general
characteristics (both idea creation and discovering market
opportunities) that focused on and emphasized indirected-market
stakeholders (such as complementary companies and affiliates) and
strategies in innovative strategic characteristics raise the probability of
successful external cooperation. This can be used meaningfully to
build a policy or strategy for inducing successful external cooperation
or to understand the innovation of SMEs.