Abstract: With the development of new technologies come additional opportunities for the founding of companies and new markets to be created. The barriers to entry are lowered and technology makes old business models obsolete. Incumbent companies have to be adaptable to this quickly changing environment. They have to start the process of digital maturation and they have to be able to adapt quickly to new and drastic changes that might arise. One of the biggest barriers for organizations in order to do so is their culture. This paper shows the core elements of a corporate culture that supports the process of digital maturation in incumbent organizations. Furthermore, it is explored how ideation and innovation can be used in a strategy in order to facilitate these core elements of culture that promote digital maturity. Focus areas are identified for the design of ideation strategies, with the aim to make the facilitation and incitation process more effective, short to long term. Therefore, one in-depth case study is conducted with data collection from interviews, observation, document review and surveys. The findings indicate that digital maturity is connected to cultural shift and 11 relevant elements of digital culture are identified which have to be considered. Based on these 11 core elements, five focus areas that need to be regarded in the design of a strategy that uses ideation and innovation to facilitate the cultural shift are identified. These are: Focus topics, rewards and communication, structure and frequency, regions and new online formats.
Abstract: This study aims at investigating factors in research
and development (R&D) growth and exploring the role of R&D
management in enhancing social innovation and productivity
improvement in Iran-s industrial sector. It basically explores the
common types of R&D activities and the industries which benefited
the most from active R&D units in Iran. The researchers generated
qualitative analyses obtained from primary and secondary data.
The primary data have been retrieved through interviews with five
key players (Managing Director, Internal Manager, General Manager,
Executive Manager, and Project Manager) in the industrial sector.
The secondary data acquired from an investigation on Mazandaran, a
province of northern Iran. The findings highlight Iran-s focuses of R
& D on cost reduction and upgrading productivity. Industries that
have benefited the most from active R&D units are metallic,
machinery and equipment design, and automotive.
We rank order the primary effects of R&D on productivity
improvement as follows, industry improvement, economic growth,
using professional human resources, generating productivity and
creativity culture, creating a competitive and innovative environment,
and increasing people-s knowledge.
Generally, low budget dedication and insufficient supply of highly
skilled scientists and engineers are two important obstacles for R&D
in Iran. Whereas, R&D has resulted in improvement in Iranian
society, transfer of contemporary knowledge into the international
market is still lacking.