• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.2
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• pp.129-146
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• 2014

In order to be successful in the very changeable competitive environment, the organization has to creative not only on the research and development but also on the Value Chain. Especially for the middle and small venture companies, they have to be creative on the Value Chain to get new profit. For the value innovation, kinds of factors which initiate the value innovation such as Meaningful Work, Risk Taking, Customer Orientation, Agile Decision-Making, Business Intelligence, Open Communication, Empowerment, Business Planning, Learning Organization and other similar factors should be included in the organization culture. By focusing on the above 9 factors with value innovation culture, the study practically analysis the effect of the Value Innovation Culture on the Individual Creativity, and the followings are the result of the study. Firstly, meaningful work, empowerment and risk taking are positively associated with expert knowledge which is one component of individual creativity. Secondly, open organization is confirmed to be positively associated with creative thinking skills. Thirdly, learning organization, empowerment and innovativeness are the factors which is positively associated with Intrinsic Motivation. These results have showed the employees' individual recognized Value Innovation Culture is confirmed to be helpful on inducing Individual Creativity.

• Asian Journal of Innovation and Policy
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• v.11 no.3
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• pp.293-319
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• 2022

By analyzing the adaptive capacity, market formation and policy direction as functional areas of Technological Innovation System (TIS), the article evaluates the progress of renewable energy transition in the Maldives, with the inclusion of ideas from Mauritius and Cabo Verde. On the policy direction in the Maldives, technology roadmaps produced with assistance from International Renewable Energy Agency (IRENA) and Asian Development Bank (ADB) are evaluated. Although there are inducing factors such as the Solar Risk Management Initiative, the progress of energy transition is hindered by the lack of technical capacity and local value chain. The findings indicate the importance of facilitating and establishing industry and knowledge networks, incorporating innovation policies, greater involvement of the local private sector along with international investors, and taking water-energy nexus to achieve complementary targets. The study adds value to knowledge by offering a simplified TIS framework, with a current insight of the energy transition in Small Island Developing States with a focus on the Maldives.

• The Journal of Information Systems
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• v.28 no.3
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• pp.159-202
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• 2019

Purpose The purpose of this study is to explain users' wearable healthcare device adoption using performance expectancy, effort expectancy, the hedonic motivation and price value of UTAUT2, and to identify the causal relationship between intention to use wearable healthcare device and innovation resistance formed by perceived risks. Design/methodology/approach The research model proposed in this study is based on UTAUT2(Extended Unified Theory of Acceptance and Use of Technology) and MIR(Model of Innovation Resistance). In specific, performance expectancy, effort expectancy, hedonic motivation and price value of UTAUT2 and innovation resistance formed by perceived risks of MIR are adopted in our research model. To validate the research model, we carry out the analysis of the survey data using Smart PLS 3.0 to test the hypotheses. Findings According to the empirical analysis results, this study confirms that the performance expectancy, effort expectancy, hedonic motivation, and price value have significant effects on the intention to use wearable healthcare devices. It also finds that perceived risk affects innovation resistance and in turn, innovation resistance affects the intention to use wearable healthcare devices.

• Journal of Digital Convergence
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• v.10 no.5
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• pp.167-175
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• 2012

The purpose of this paper is a study of the next generation innovation to deal with changing business environment in which the competition is getting fierce. The ultimate goal of a company is to sustain and grow by creating value or profit continuously. As the social or business environment changes, the way of creating profits also changes. Therefore, business management or innovation should be evolved in accordance with the value change, and this gives basis to the question "What would the next generation innovation be like?". This paper is not to give the definite answer to the next generation innovation, but to get discussion started. We hope that many ideas, critiques and opinions to this paper will make the next generation innovation clear.

• Asian Journal of Business Environment
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• v.11 no.1
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• pp.27-37
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• 2021

Purpose: This article aims to provide a balanced understanding of the structural conditions and social processes involved in the creation and diffusion of innovation. Research design, data and methodology: Drawing on organizational and economic sociology and strategic management literature, this article offers a conceptual framework that highlights the two dimensions of network structures: the vertical dimension focusing on power and legitimacy vs. the horizontal dimension highlighting information value. By organizing the literature on the functions and consequences of network, this paper advances a theoretical perspective in understanding the vast array of empirical studies on innovation involving network analysis. Results: Using the proposed framework, this article explains how the mechanisms of power, legitimacy, and information value work together with social structural factors, thus enriching our understanding of innovation. This study reveals that the information mechanism (horizontal dimension) has been most important in innovation creation and diffusion, and that trust, credibility, and legitimacy are operative in innovation diffusion. Conclusions: This paper contributes to the literature by responding to calls to extend existing frameworks to better account for the dynamics between innovation and network. In addition, this article highlights how conceptualizing innovation within the horizontal-vertical dimensions of network structures, creates new opportunities for future research.

• Journal of Service Research and Studies
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• v.7 no.3
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• pp.71-91
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• 2017

The purpose of this study is to suggest directions for enhancing competitiveness of corporate management by examining how individual creativity and organizational members' value innovation culture perception affect innovation behavior and knowledge sharing, and how innovation behavior and knowledge sharing affect organizational innovation performance and management outcomes In order to achieve these research objectives, the measurement variables of each variable were extracted through previous research and 423 valid samples were analyzed using SPSS 22.0 statistical package program and LISREL 9.1 to verify a hypothesis. As a result of this study, it was found that the creative thinking skills of the individual creativity, the meaningful tasks of the value innovation culture recognition, and the risk - taking culture have a significant influence on the innovation behavior. Only the meaningful tasks of organizational members' value innovation culture perception affect knowledge sharing. Innovation behavior has a significant effect on knowledge sharing and innovation performance, but not on business outcome. In addition, knowledge sharing has no significant effect on innovation performance but has a significant effect on business performance. Finally, we confirmed that innovation performance has a significant effect on management outcome.

• Journal of the Korean Society of Clothing and Textiles
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• v.34 no.1
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• pp.1-13
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• 2010

This study analyzes the innovation process of the value chain in the fashion industry. It examines the differences between traditional and FF-based methods that include value chain processes such as design, production, and distribution-sales process. In the literature review and case studies, general propositions were drawn from each innovative stage by a comparison analysis. First, design speed is the main factor to explain the impact of IT in the design process. Second, small quantity batch production becomes main stream by the adoption of a computer-integrated manufacturing system in the production process. Third, cost reduction and speedup improvement are results of innovation in the distribution process. Last, a customized interface provides important information that can integrate the value chain and make useful customer relationships in the sales process. Fast fashion is the best product of these procedural innovations in the overall value chain. Consequently, this study confirmed that the general propositions referred above were acceptable and adaptable in the case of ZARA in terms of fast fashion strategy.

• World Technopolis Review
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• v.5 no.1
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• pp.47-60
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• 2016

In today's digital non-linear global business environment, innovation initiatives are influenced by inter-organizational, political, economic, environmental, technological systems, as well as by decisions made individually by key actors in these systems. Network-based structures emerge from social linkages and collaborations among various actors, creating innovation ecosystems, complex adaptive systems in which entities co-create value. A shared vision of value co-creation allows people operating individually to arrive together at the same future. Yet, relationships are difficult to see, continually changing and challenging to manage. The Innovation Ecosystem Transformation Framework construct includes three core components to make innovation relationships visible and articulate networks of relational capital for the wellbeing, sustainability and business success of innovation ecosystems: data-driven visualizations, storytelling and shared vision. Access to data facilitates building evidence-based visualizations using relational data. This has dramatically altered the way leaders can use data-driven analysis to develop insights and provide ongoing feedback needed to orchestrate relational capital and build shared vision for high quality decisions about innovation. Enabled by a shared vision, relational capital can guide decisions that catalyze, support and sustain an ecosystemic milieu conducive to innovation for business growth.

• Asian Journal of Innovation and Policy
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• v.9 no.2
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• pp.133-144
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• 2020

Korean economy has experienced a very rapid growth largely due to the change of the innovation system since the last half century. The recent outbreak of COVID-19 impacts the global economy as well as Korea's innovation system. In order to understand the influence of the shock to the Korean technological system, we have forecast the future of the system combining qualitative and quantitative techniques such as expert panel, cross impact analysis, and scenario planning. According to the results, we have identified 39 driving forces influencing the change of Korea's technological innovation system. Four scenarios have been suggested based on the predetermined factors and core uncertainties. In other words, uncertainties of emergence of the regions and global value chains generate four scenarios: regional growth, unstable hope, returning to the past, and regional conflicts. The 'regional growth' scenario is regarded as the most preferable, whereas the 'regional conflicts' scenario is unavoidable. In conclusion, we put forward some policy implications to boost the regional innovation system by exploiting the weakened global value chains in order to move on to the most preferable scenario away from the return to the past regime.

• The Journal of Asian Finance, Economics and Business
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• v.10 no.2
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• pp.61-71
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• 2023

The purpose of this study is to examine the relationship between POS, JR, and Innovation, and to explore the role of job psychological empowerment as a mediator in this relationship. A structured questionnaire was distributed to 25 companies in the petrochemical industry. PLS-SEM 4 was used to analyze the data of 100 valid responses. These findings suggest that employee empowerment (EMPOW) fully mediates the relationship between job resourcefulness (JR) and Innovation (INNOV). The total effect of JR on INNOV is also significant, with a beta coefficient of 0.234 and a t-value of 3.375. However, when the mediating influence of EMPOW is taken into account, the effect of JR on INNOV is no longer significant, with a beta coefficient of 0.100 and a t-value of 1.610. This suggests that EMPOW plays a key role in the relationship between JR and INNOV and that JR may not have a direct impact on Innovation. The study informs the development of interventions or strategies for promoting Innovation in organizations by identifying key factors that facilitate or inhibit the innovation process. The study further contributes to the development of new theories or models on the relationship between perceived organizational support, job resourcefulness, psychological empowerment, and Innovation.