Journal of Knowledge Management, Economics and Information Technology

This research provides a new theoretical approach to innovation. The work also provides data processed in recent years (2002-2006) to regions of European regions, providing relevant empirical evidence on the relationship between Human Capital, Technological Capital, Innovation Capital, Network Capital and Innovation. In econometric modeling is considered especially for the regions of the European Union.

  Networks and Innovation: An Economic Model for European Regions (2002-2006) (303.5 KiB, 134 hits)

Intellectual property consists of a firm of property values is included in intangible assets. These property values can be any of the items under the protection of industrial property in Romania (patents, trademarks, products or commercial, industrial designs, topographies of integrated circuits, know- how, etc..), Provided any copyright by Law 8/ 1996, including software, licensing or similar rights arising from commercial contracts.

  Progress through Technology Evaluation and Utilization of Business Results Research and Development-Innovation (700.2 KiB, 241 hits)

The object of this research is to identify the sources of risk in innovation projects and to determine whether they could be managed better. Due to the diversity of opinions and theories over the nature of risk, reaching an agreement about risk management is difficult. This will be a major problem if any effort is made to proactively manage ‘risk’ in naturally ‘risky’ areas such as innovation. Some risk management could be valuable, but perhaps too much, or inappropriate risk management might stifle innovation. It is necessary and valuable to consider the process of innovation from conceptualization to commercialization, how uncertainties are formed, how they are managed in that context, and how the techniques of risk management can be further deployed to enhance the success rate of innovation projects. Various approaches have been proposed to risk management in general, however the extent to which they are relevant for managing innovation is uncertain. Thus, during this paper, the general model of innovation and the process of risk management for managing the parameters which create the risk in these projects are explained.

  Management in the Innovation Project (896.5 KiB, 462 hits)

Commercialization of the university researches and innovations becomes more and more important in this era of volatile changes. Every day we could feel the challenges associated with this process in any knowledge based institute, such as universities, research centers, R&D centers, etc. Commercialization challenges are an integral part of these entities, and their managers are looking for some ways to handle them. In the present study, we used the Delphi method to find the main challenges and main solutions for commercialization of the university researches and innovations in Iran. After reviewing the literature, the challenges are considered and then the solutions are proposed. Finally, the paper concludes with a discussion of the research findings.

  Commercialization of University Research and Innovations in Iran: Obstacles and Solutions (735.5 KiB, 339 hits)

This research aims to analyze the degree of importance of investment and expenditure on innovation activities for entrepreneurial innovative capability, in the scope of Portuguese services firms. The literature review considers three main approaches regarding service innovation: assimilation, demarcation and synthesis. A conceptual model was proposed and several research hypotheses were empirically tested using secondary data, belonging to the 4th CIS 4, supervised by EUROSTAT. The method used will be the logistic regression model. According to the results obtained, the greater the financial investment in acquisition of machinery, equipment and software, in internal research and development, in acquisition of external knowledge, in marketing activities and other procedures, the greater the propensity for firms to innovate in terms of services. This study highlights the contributions that innovation activities can provide in what regards the development of innovation process, giving special emphasis to their service innovation.

  Innovation Activities in the Service Sector: Empirical Evidence from Portuguese Firms (783.3 KiB, 482 hits)

The competitive market is able to regulate simple innovative processes. In those of a more complex nature whose principal players may belong to either the same or a different firm a different form of organization is required: one which coherently defines rules and resources designed to avoid, in conditions of uncertainty, tensions arising between the different players which prevent their coordination. In this essay, the hypothesis that such organizations require both contract and leadership will be presented and discussed. The contract is required to en-­‐sure ex-­‐post efficiency, avoiding wastage of resources, and ex-­‐ante efficiency, i.e. mutual commitment between the different players in the innovative process. Leadership is required to progressively manage the conflicts that occur between contrasting visions of how best to proceed that emerge from different specializations, legitimized through a shared commitment. Notwithstanding such characterization, leadership may also not assume the same functions of contract. The contract may not be sufficient and require leadership, but strong leadership cannot replace contract. In such a case, there would be a risk of disengagement. An initial application of this simple model (leadership and contract) seems encouraging against competing theories conceiving contract or leadership as sufficient conditions for innovation.

  Conflict, Contract, Leadership and Innovation: An Interdisciplinary View (889.3 KiB, 341 hits)

As service organizations become increasingly aware that knowledge is among their most valuable strategic assets, they will try to develop and maintain the knowledge transfer through the organization and to make the employees understand the importance of knowledge and communication.

The paper highlights that advanced information and communication technologies, a dedicated knowledge sharing culture and a strong leadership based on continuous improvement and excellence models such is Lean Six Sigma are essential factors in facilitating knowledge transfer.

The Lean Six Sigma approach is necessary because service organizations and their employees need a methodology and a leadership approach for improving and resolving problems, which arise from organizational culture and knowledge transfer.

  Knowledge Transfer - The Key To Drive Innovation For Service Organizations Excellence (855.0 KiB, 1,019 hits)

“Free flow of ideas” is another component of the liberty confirmed by the EU Constitution who seeks to open without restrictions, for the benefit of all countries, of participation to the expansion of the European innovative heritage. The European Commission released on February 1 this year the first “scoreboard”1 on innovation performance for 2010. Corresponding to this report, the EU has failed to catch up with the gap that sets it apart from USA and Japan in the field of research and innovation (especially in the private sector).

The analysis of macroeconomic indicators shows developments, insufficiently fast, within the EU. However, given the economic crisis and its impact on all activities including on research, the efforts deserve to be highlighted. Currently, the EU is, however, before India and China (the most emerging countries of the world)2 trying to revitalize an area of innovation and research through considerable financial efforts.

  The Initiative “The Innovation Union” (200.5 KiB, 383 hits)