Ran Global Perspectives on Technological Innovation ~ VOL. 1

1. Auflage 2013
ISBN: 978-1-62396-060-5
Verlag: Information Age Publishing
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 517 Seiten

Reihe: Contemporary Perspectives on Technological Innovation, Management and Policy

Managing technological innovations and related policy and strategy issues have been a central focus of the new millennium. This book series presents an interdisciplinary scholarship and dialogue on the management of innovation and technological change in a global context from a variety of perspectives, including strategic, managerial, behavioral, and policy issues. Papers selected in this volume have four prominent themes: the wide spread interests and the global application of the technological innovation; the practicality of the research on technological innovation implementation to foster success and financial growth; the sociotechnical challenges behind innovation and creativity that might outweigh the benefits; and the new principles/practices/perspectives on our understanding of the technological innovation. Contributed by prominent scholars and practitioners from around the world in innovation, management and policy area, this book will become a very useful read for anyone who is interested in learning the most contemporary perspectives on the subject.

Autoren/Hrsg.

Ran, Bing

Inhaltsverzeichnis

1;Global Perspectives on Technological Innovation;2
1.1;A Volume in Contemporary Perspectives on Technological Innovation, Management, and Policy;2
1.2;Series Editor: Bing Ran, Pennsylvania State University at Harrisburg;2
2;CONTENTS;6
2.1;1. Comparing Pre- and Post-Internet Technologies for the Management of the Supply Chain: A Technology Acceptance Model View;6
2.2;2. Technological Innovation in Organizational Networks: Designing and Implementing a Multipublisher E-Book Program in a Public University;6
2.3;3. How Do New Innovation Paradigms Challenge Current Innovation Policy Perspectives?;6
2.4;4. The Acceptance and Extent of Use of Information Technology From the Greek Tourist Offices;6
2.5;5. Overcoming Innovation Barriers: Alliance Portfolio Characteristics and Technological Innovations;6
2.6;6. Technology Versus Work Versus Life;6
2.7;7. Towards a New Conceptualization of Technology Transfer Management;6
2.8;8. Uncovering the High End Disruption Mechanism: When the Traditional Start Up Wins;7
2.9;9. Cheap Solutions: Managing a Coproducing Crowd of Strangers to Solve Your Problems;7
2.10;10. Liminality and the Ethical Challenges Presented by Innovative Medical Procedures;7
2.11;11. Patent Wars: Staying Ahead of the Curve;7
2.12;12. What Really Impacts Local Business Climate: Evidence of the Need for Entrepreneurship-Friendly Policy and Entrepreneurial Role Models;7
2.13;13. Technology and its Impact on Higher Education;7
2.14;14. Business Models and Innovation Activities Within New Industries: The Case of Medical Biotechnology;7
2.15;15. Managing Innovation in Software Engineering in Japan;7
2.16;Contemporary Perspectives on Technological Innovation, Management, and Policy;3
2.17;Global Perspectives on Technological Innovation;4
2.17.1;Edited by;4
2.17.2;Bing Ran Pennsylvania State University At Harrisburg;4
2.17.2.1;Information Age Publishing, Inc.;4
2.17.2.2;Charlotte, North Carolina • www.infoagepub.com;4
2.17.2.3;Preface;8
2.17.2.3.1;Bing Ran;8
2.17.2.3.1.1;1. What are the current research interests and the global applications of the technological innovation?;8
2.17.2.3.1.2;2. What is the practicality of the research on technological innovation implementation to foster success and growth?;8
2.17.2.3.1.3;3. What are the sociotechnical challenges behind innovation and creativity that might outweigh the benefits?;8
2.17.2.3.1.4;4. What are some of the new principles/practices/perspectives on our understanding of the global technological innovation?;8
2.18;CHAPTER 1;12
2.18.1;Comparing Pre- and Post-Internet Technologies for the Management of the Supply Chain;12
2.18.1.1;A Technology Acceptance Model View;12
2.18.1.1.1;Damien Power;12
2.18.1.2;Abstract;12
2.18.1.3;Introduction;13
2.18.1.4;Definitions;13
2.18.1.5;Literature Review;15
2.18.1.5.1;Cognate Theory;15
2.18.1.5.2;Perceived Ease of Use;16
2.18.1.5.3;Perceived Usefulness;17
2.18.1.5.4;Cost/Benefit of Technology;17
2.18.1.5.4.1;Contribution of Technology to Organizational Outcomes;18
2.18.1.6;Method;20
2.18.1.6.1;Background;20
2.18.1.6.2;Variables and Statistical Tests Used;21
2.18.1.6.3;Demographic Items;21
2.18.1.6.4;Supplementary Tests;23
2.18.1.7;Data Analysis and Findings;23
2.18.1.7.1;Comparison of Demographics;23
2.18.1.7.2;Industry Sector;23
2.18.1.7.3;Company Size;23
2.18.1.7.4;Position of the Respondent in the Organization;24
2.18.1.7.5;Comparison of Usage between Technologies;24
2.18.1.7.5.1;Discussion;27
2.18.1.7.6;Comparison of Usage over Time;28
2.18.1.7.6.1;Discussion;28
2.18.1.7.7;Perception of Cost vs. Benefit;28
2.18.1.7.7.1;Discussion;31
2.18.1.7.8;Contribution to Organizational Outcomes;31
2.18.1.7.8.1;Discussion;31
2.18.1.7.8.2;Supplementary Tests and Further Discussion;32
2.18.1.8;Implications for Public Policy;35
2.18.1.8.1;Practice;35
2.18.1.8.2;Theory;36
2.18.1.8.3;Directions for Future Research;36
2.18.1.8.4;Limitations of the Study;37
2.18.1.9;Conclusion;37
2.18.1.10;Acknowledgment;37
2.18.1.11;References;37
2.18.2;Table 1.1. Comparison of Distribution of Respondents Based on Industry Sector;23
2.18.3;Table 1.2. Comparison of Distribution of Respondents Based on Company Size (no. of Employees);24
2.18.4;Table 1.4. Comparison Extent of Adoption of EDI and Internet Based Technologies: Survey 3;26
2.18.5;Table 1.3. Comparison of Distribution of Respondents Based on Position Held in the Organization;24
2.18.5.1;Figure 1. 1. Comparison of usage of EDI technologies (Survey 1) with internet technologies (Survey 3).;26
2.18.6;Table 1.5. Comparison of Number of Organizations That Could be Identified as Adopting One or Both of the Types of Technologies—Survey 1 and Survey 2;27
2.18.6.1;Figure 1. 2. Comparison of mean scores—change in usage of internet based technologies between Survey 2 and Survey 3.;29
2.18.7;Table 1.6. Comparison of Perceptions of Cost vs. Benefit From Implementation of the Technologies for the Three Surveys (**Denotes Significant at .01 Level);29
2.18.8;Table Survey 3: Comparison of Perceptions of Contribution to Improved Performance From Implementation of Internet and Pre-Internet Technologies for the Management of the Supply Chain—Values Shown are Adjusted R2 (*denotes significant at .05 level);32
2.18.8.1;Figure 1. 3. Comparison of extent of use of the internet as part of respondents’ functional role in the organization.;30
2.18.8.2;Figure 1. 4. Comparison of impediments to adoption of Internet based technologies for the management of the supply chain—Surveys 2 and 3 (all differences significant at .01 level apart from Customer Capability).;34
2.18.8.3;Figure 1. 5. Comparison of pressures for process change as a result of adoption of Internet based technologies for the management of the supply chain—Surveys 2 and 3.;34
2.19;CHAPTER 2;42
2.19.1;Technological Innovation in Organizational Networks;42
2.19.1.1;Designing and Implementing a Multipublisher E-Book Program in a Public University;42
2.19.1.1.1;Carolyn Wilson Green and Tracy A. Hurley;42
2.19.1.2;Abstract;42
2.19.1.3;Introduction;43
2.19.1.4;Theoretical Framework of the Study;44
2.19.1.4.1;Technological Innovation Systems;44
2.19.1.4.2;Orchestration of Innovation Networks;46
2.19.1.4.3;Wakes of Innovation in Project Networks;47
2.19.1.5;Research Method and Setting;48
2.19.1.5.1;The Multipublisher E-Book Program;49
2.19.1.5.1.1;1. Increase student access to course-related material.;49
2.19.1.5.1.2;2. Substantially reduce student expenses for required course materials.;49
2.19.1.5.1.3;3. Engage students through the incorporation and use of electronic course content.;49
2.19.1.5.1.4;4. Develop and disseminate a sustainable and replicable program and program-related information.;49
2.19.1.6;Technological Innovation Systems and the Multilevel Framework in the E-Book Program;50
2.19.1.6.1;Landscape and Complementary Innovation Systems;51
2.19.1.6.2;Sociotechnical Regime;52
2.19.1.6.3;Textbook Publication;52
2.19.1.6.4;Textbook Adoption;53
2.19.1.6.5;Textbook Distribution;53
2.19.1.6.6;Niches;54
2.19.1.6.6.1;Network Orchestration Activities;55
2.19.1.6.7;Ensuring Knowledge Mobility;55
2.19.1.6.8;Managing Innovation Appropriability;58
2.19.1.6.9;Fostering Network Stability;59
2.19.1.7;Wakes of Innovation in the E-Book Program;60
2.19.1.7.1;Path Creation;60
2.19.1.7.2;Intercalation;61
2.19.1.7.3;Trading Zones;62
2.19.1.8;Discussion;63
2.19.1.8.1;Implications for Public Policy;64
2.19.1.8.2;Limitations of the Study;65
2.19.1.8.3;Directions for Future Research;66
2.19.1.9;Note;66
2.19.1.10;References;66
2.19.1.10.1;Figure 3. 1. Overview of Danish innovation policy.;77
2.20;CHAPTER 3;72
2.20.1;How Do New Innovation Paradigms Challenge Current Innovation Policy Perspectives?;72
2.20.1.1;Mette Praest Knudsen, Stoyan Tanev, Tanja Bisgaard, and Merethe Stjerne Thomsen;72
2.20.1.2;Abstract;72
2.20.1.3;Introduction;73
2.20.1.4;Innovation Policies in the Knowledge-Based Economy: A Danish Account;75
2.20.1.5;Overview of current initiatives and motivations;76
2.20.1.6;The International Agenda for Broad-Based Innovation Policies;79
2.20.1.7;The New Innovation Paradigms: An Overview of Current Research Trends;80
2.20.1.7.1;User-Driven Innovation;81
2.20.1.7.2;User Test;82
2.20.1.7.3;User Exploration;83
2.20.1.7.4;User Participation;83
2.20.1.7.5;User Innovation;83
2.20.1.7.6;The Status of the User-Driven Innovation Paradigm;85
2.20.1.7.6.1;Open Innovation;86
2.20.1.7.7;The Status of the Open Innovation Paradigm;88
2.20.1.7.7.1;Value Co-creation;89
2.20.1.7.8;The Status of the Value Co-creation Paradigm;91
2.20.1.7.8.1;A Comparative Analysis of the Three Paradigms;92
2.20.1.8;Overview of existing policy recommendations related to the three paradigms;94
2.20.1.9;A discussion of Danish policies issues relevant to the three innovation paradigms;96
2.20.1.9.1;Innovation Support;96
2.20.1.9.2;Innovation Networks;99
2.20.1.9.3;Education and Competencies;99
2.20.1.9.4;Entrepreneurship;101
2.20.1.9.5;IPR Issues;101
2.20.1.10;The IPR challenge;102
2.20.1.11;Conclusion and recommendations;105
2.20.1.12;References;108
2.20.1.12.1;Figure 3. 2. Division between ministries’ innovation policies.;78
2.20.1.12.2;Figure 3. 3. Open innovation integrated in the value chain.;88
2.20.2;Table 3.1. Overview of Policy Recommendations Related to User-Driven Innovation;95
2.20.3;Table 3.3. Overview of Policy Recommendations Related to Value Co-creation;99
2.20.4;Table 3.2. Overview of Policy Recommendations Related to Open Innovation;97
2.20.5;Table 3.4. List of Danish Innovation Programs;100
2.20.6;Table 3.2. Continued;98
2.21;CHAPTER 4;112
2.21.1;The Acceptance and Extent of Use of Information Technology From the Greek Tourist Offices;112
2.21.1.1;Nikolaos Pappas;112
2.21.1.2;Abstract;112
2.21.1.3;Introduction;113
2.21.1.4;Literature Review;115
2.21.1.4.1;Information Technology and Tourism;115
2.21.1.4.2;The Use of IT in Tourist Offices;116
2.21.1.5;Research Methodology;117
2.21.1.5.1;Research Characteristics;117
2.21.1.5.2;Selection of Variables;117
2.21.1.5.3;Questionnaire Design;118
2.21.1.5.4;Research Sample and Data Analysis;118
2.21.1.6;Research Findings;118
2.21.1.6.1;Profile of the Sample;118
2.21.1.6.2;Spearman’s “r” Analysis;119
2.21.1.6.3;IT and B2B;119
2.21.1.6.4;Threats and Opportunities;124
2.21.1.7;Conclusions;126
2.21.1.8;References;128
2.21.2;Table 4.1. Provision of IT in Business to Business Operations;121
2.21.3;Table 4.2. Training and Education of Employees on IT;122
2.21.4;Table 4.3. Threats and Opportunities from IT Use;125
2.22;CHAPTER 5;132
2.22.1;Overcoming Innovation Barriers;132
2.22.1.1;Alliance Portfolio Characteristics and Technological Innovations;132
2.22.1.1.1;Manish K. Srivastava, Olga Bruyaka, and Devi R. Gnyawali;132
2.22.1.2;Abstract;132
2.22.1.3;Introduction;133
2.22.1.4;Conceptual Background;135
2.22.1.4.1;Innovation Barriers;135
2.22.1.4.2;Resource Constraints;135
2.22.1.4.3;Organizational Rigidity;136
2.22.1.4.4;Uncertainty;137
2.22.1.4.4.1;Strategic Alliances and Innovation: An Alliance Portfolio Approach;138
2.22.1.4.4.2;Alliance Portfolio and Firm Innovation: A Review of the Literature;140
2.22.1.5;Conceptual Model and Propositions;145
2.22.1.5.1;Creation of a Portfolio Effect;145
2.22.1.5.2;The Effects of Alliance Portfolio Content on Firm Innovativeness;146
2.22.1.5.3;Resource Richness;146
2.22.1.5.4;Diversity;150
2.22.1.5.4.1;Moderating Effects of Alliance Portfolio Structure;152
2.22.1.5.5;Strength of Ties and Resource Richness;153
2.22.1.5.6;Partners’ Interconnectedness and Diversity;155
2.22.1.6;Discussion;158
2.22.1.6.1;Contributions and Directions for Future Research;158
2.22.1.6.2;Managerial and Policy Implications;160
2.22.1.6.3;Limitations;160
2.22.1.7;Conclusion;161
2.22.1.8;References;161
2.22.2;Table 5.1. Summary of Scholarly Research on Alliance Portfolio Characteristics and Firm Innovativeness;141
2.22.3;Table 5.2. Alliance Portfolio Attributes, Underlying Mechanisms, and Effects on Innovation;149
2.22.3.1;Figure 5. 1. Conceptual model.;148
2.22.3.2;Figure 5. 2. Interaction of portfolio resource richness and strong ties.;156
2.22.3.3;Figure 5. 3. Interaction of portfolio diversity and partners’ interconnectedness.;157
2.22.3.4;Figure 6. 2. Parties with responsibility for effecting change.;180
2.23;CHAPTER 6;168
2.23.1;Technology Versus Work Versus Life;168
2.23.1.1;Lucy R. Ford and Gayle Porter;168
2.23.1.2;Abstract;168
2.23.1.3;Introduction;169
2.23.1.4;Today’s Workplace;170
2.23.1.5;The Change to Work at Any Time, Any Place;173
2.23.1.6;Societal Impact of Advancing Technology;175
2.23.1.6.1;Stress;175
2.23.1.6.2;Road Safety;176
2.23.1.6.3;Time;178
2.23.1.7;Domains of Responsibility/Calls to Action;179
2.23.1.7.1;Individuals;179
2.23.1.7.2;Employers;183
2.23.1.7.3;Suppliers of the Technology;186
2.23.1.7.4;Society at Large;188
2.23.1.8;Conclusion;189
2.23.1.9;References;190
2.23.1.9.1;Figure 6. 1. Three topics of discussion with 2-way and 3-way relationships.;171
2.23.2;Table 7.1. Summary of Key Definitions;201
2.24;CHAPTER 7;194
2.24.1;Toward a New Conceptualization of Technology Transfer Management;194
2.24.1.1;Kheng Boon Quek and Yue Wang;194
2.24.1.2;Abstract;194
2.24.1.3;Introduction;195
2.24.1.3.1;(a) What are the technology characteristics of these three types of technologies?;196
2.24.1.3.2;(b) What elements of the transfer environment should be considered when dealing with the transfer of the three types of technologies?;196
2.24.1.4;Literature Review;196
2.24.1.4.1;Definition of Technology;197
2.24.1.4.2;Definitions of Technology Transfer;198
2.24.1.4.3;Product-Embodied Technology;199
2.24.1.4.4;Process-Embodied Technology;199
2.24.1.4.4.1;Person-Embodied Technology;200
2.24.1.5;The Conceptual Model;201
2.24.1.6;Hypotheses Development;203
2.24.1.6.1;Technology Characteristics;205
2.24.1.6.2;Transfer Environment;206
2.24.1.6.2.1;1. The receiver must possess some amount of prior knowledge basic to the new knowledge.;207
2.24.1.6.2.2;2. Some fraction of the sender’s knowledge must be fairly diverse in order to permit effective, creative utilization of the new knowledge by the recipient.;207
2.24.1.6.3;Diffusion Factors;208
2.24.1.6.4;Observability;209
2.24.1.7;Discussions and Conclusion;210
2.24.1.7.1;Implications for Public Policy;212
2.24.1.7.2;Directions for Future Research;212
2.24.1.7.3;Limitations of This Study;213
2.24.1.8;References;213
2.24.1.8.1;Figure 7. 1. Four types of technology transfer contexts.;196
2.24.1.8.2;Figure 7. 2. Interrelationships among product-, process-, and person-embodied technology for successful technology transfer.;203
2.24.1.8.3;Figure 7. 3. A proposed conceptual model of technology transfer management.;204
2.24.2;Table 7.2. Important Research on the Key Dimensions of Technology;205
2.24.3;Table 7.3. Key Factors of Product-, Process- and Person-Embodied Technology Transfer;211
2.24.3.1;Figure 8. 1. The process of theory building.;223
2.25;CHAPTER 8;218
2.25.1;Uncovering the High-End Disruption Mechanism;218
2.25.1.1;When the Traditional Start-Up Wins;218
2.25.1.1.1;Juan Pablo Vazquez Sampere;218
2.25.1.2;ABSTRACT;218
2.25.1.3;Introduction;219
2.25.1.4;The Contribution of Disruptive Innovation to the Development of Predictive Theories of Technological Change;222
2.25.1.5;Earlier Views of Factors Influencing the Success of Superior Technologies in the Marketplace;230
2.25.1.6;Research Methods;237
2.25.1.7;Data Sources;239
2.25.1.7.1;Interviews;243
2.25.1.7.2;Archival Documents;244
2.25.1.8;A Note On the Superiority of the Technology;244
2.25.1.8.1;Functionality;244
2.25.1.8.2;Reliability;244
2.25.1.8.3;Convenience;245
2.25.1.8.4;Price;245
2.25.1.9;Analysis of the Data;245
2.25.1.9.1;Emergence of Codes;245
2.25.1.9.2;Axial Coding: From Codes to Concepts and From Concepts to Constructs;249
2.25.1.9.3;Controlling for the Presence of the Anomaly;255
2.25.1.10;Results;256
2.25.1.10.1;1. Buyers: there must be consumers with difficulties for using or hiring the incumbent’s services. These difficulties can either come from their unwillingness to invest too much time learning how to use the incumbent’s service or from their unwil...;258
2.25.1.10.2;2. Fragmented/Disaggregated: Although Anthony (2006) mentions fragmentation might prevent effective incumbent response this research indicates that there is more going on than the standard fragmentation described in Porter (1980). Specifically this c...;258
2.25.1.10.3;3. Incumbent wrong RPV generates pull: consistent with the anxiety derived from the variability in the consumer experience. This construct indicates that although the incumbent invests significantly in improving its platform consumers just do not per...;258
2.25.1.10.4;4. Investors’ rationale—short term: Viewed from the point of view of the incumbents. In mature industries investors and shareholders are very reluctant when it comes to developing a new platform because they view the current platform as still goo...;259
2.25.1.11;Conclusions;261
2.25.1.12;ACKNOWLEDGMENTS;263
2.25.1.13;References;263
2.25.1.13.1;Figure 8. 2. The circumstance-based categorization scheme of disruptive innovation.;228
2.25.1.13.2;Figure 8. 3. Theoretical mechanism.;232
2.25.2;Table 8.1. Framing the Technological Change Literature;233
2.25.3;Table 8.2. Sources of Data;240
2.25.3.1;Figure 8. 4. Mixed-method research design.;238
2.25.3.2;Figure 8. 5. Stratemic sales.;242
2.25.4;Table 8.3. List and Definition of Inductive and Deductive Codes;246
2.25.5;Table 8.3. (Cont.);247
2.25.6;Table 8.3. (Cont.);248
2.25.7;Table 8.4. Code’s Groundedness;250
2.25.7.1;1. users underserved;250
2.25.7.2;2. interdependent;250
2.25.7.3;3. buyer match wants vs can-afford (job);250
2.25.7.4;4. buyer concern exhaustivity;250
2.25.7.5;5. buyer’s variability;250
2.25.7.6;6. modular deductive;250
2.25.7.7;7. property information key;250
2.25.7.8;8. buyer more convenient (access and product info);250
2.25.7.9;9. Internet;250
2.25.7.10;10. seller lower WTP;250
2.25.7.11;11. burn rate;250
2.25.7.12;12. buyer time needed (less);250
2.25.7.13;13. defragmented;250
2.25.7.14;14. dissaggregated;250
2.25.7.15;15. efficient (biz model);250
2.25.7.16;16. efficient (services you pay in other biz models or don't have);250
2.25.7.17;17. buyer skills needed (less);250
2.25.7.18;18. not intuitive agencies pov RPV;250
2.25.7.19;19. communication push;250
2.25.7.20;20. incumbent wrong RPV;250
2.25.7.21;21. free service;250
2.25.7.22;22. communication push generates pull;250
2.25.7.23;23. investors;250
2.25.7.24;24. interdependent Deductive;250
2.25.7.25;25. independent commercial system;250
2.25.7.26;26. incumbent service no improvement 20 years;250
2.25.7.27;27. interindustry boundaries;250
2.25.7.28;28. users underserved Deductive;250
2.25.7.29;29. users overserved Deductive;250
2.25.7.30;30. product not proprietary;250
2.25.7.31;31. modular;250
2.25.7.32;32. short-term orientation (investors);250
2.25.7.33;33. upsurge demand;250
2.25.7.34;34. industry outsiders;250
2.25.7.35;35. no-cash;250
2.25.7.36;36. no regulator;250
2.25.7.37;37. layoffs;250
2.25.8;Table 8.5. From Codes to Constructs;252
2.25.9;Table 8.6. From Constructs to Concepts (1/2);253
2.25.10;Table 8.6. (Cont.);254
2.25.11;Table 8.7. Typology of Clusters;255
2.25.12;Table 8.8. Empirical Demonstration of the High-End Disruption Anomaly;256
2.25.12.1;Figure 8. 6. “Incumbent’s reach” descriptive and normative categorization scheme.;257
2.25.12.2;Figure 8. 7. Integrated innovation model for firm sustainability.;260
2.25.12.3;Figure 9. 2. Typology of online creative consumer communities by Kozinets and colleagues (2008).;281
2.26;CHAPTER 9;272
2.26.1;Cheap Solutions;272
2.26.1.1;Managing a Coproducing Crowd of Strangers to Solve Your Problems;272
2.26.1.1.1;Brendan M. Richard;272
2.26.1.2;Abstract;272
2.26.1.3;Crowdsourcing: A New Organizational Strategy;273
2.26.1.4;Crowdsourcing: Facilitating Factors;275
2.26.1.5;Why would an organization want a crowd to solve its problems?;276
2.26.1.5.1;The Value of Effectively Crowdsourcing Solutions;278
2.26.1.6;What are the factors that influence the ability of an organization to effectively use crowds?;280
2.26.1.6.1;The Nature of the Problem;280
2.26.1.6.2;Understanding the Crowd;280
2.26.1.6.3;Crowds;281
2.26.1.6.4;Hives;282
2.26.1.6.5;Mobs;282
2.26.1.6.6;Swarms;282
2.26.1.6.6.1;Individual Factors: Motivations;283
2.26.1.6.7;Altruism;284
2.26.1.6.8;Enjoyment;285
2.26.1.6.9;Self-Advancement;286
2.26.1.6.10;Recognition and Esteem;286
2.26.1.6.11;Financial Incentives.;287
2.26.1.6.11.1;Organizational Factors: Structure, Platform & Incentivizing Mechanisms;287
2.26.1.6.12;Respecting the Crowd: Firm Structure;288
2.26.1.6.13;Gathering the Crowd: Platforms;288
2.26.1.6.14;Motivating the Crowd: Mechanisms;289
2.26.1.6.15;System Development Tasks;290
2.26.1.6.16;Recommendation and Reputation;290
2.26.1.6.17;Task-Sorting;291
2.26.1.6.18;Trust and Safety;291
2.26.1.6.19;Participant Growth;291
2.26.1.6.20;Integration;292
2.26.1.6.21;Administrator Action;292
2.26.1.7;Encountering, Overcoming and Avoiding Failure at Crowdsourcing;293
2.26.1.7.1;Encountering Difficulties;293
2.26.1.7.2;Potential Solution: Outsourcing Crowdsourcing;294
2.26.1.8;What do We Need to do Next to Better Understand How Firms can Effectively Crowdsource?;294
2.26.1.9;Acknowledgment;296
2.26.1.10;References;296
2.26.1.10.1;Figure 9. 1. Crowdsourcing model.;274
2.27;CHAPTER 10;300
2.27.1;Liminality and the Ethical Challenges Presented by Innovative Medical Procedures;300
2.27.1.1;Nanette Clinch and Asbjorn Osland;300
2.27.1.2;Abstract;300
2.27.1.3;Introduction;301
2.27.1.4;International Commercial Gestational Surrogacy;301
2.27.1.5;Gender Selection;302
2.27.1.6;Female Cosmetic Genital Surgery (FCGS);302
2.27.1.7;General Discussion;303
2.27.1.8;Sustainability;304
2.27.1.9;Discordant Philosophical Perspectives;305
2.27.1.9.1;FCGS;306
2.27.1.9.2;Gestational Surrogacy;306
2.27.1.9.3;Gender Selection;307
2.27.1.10;Liminality as a Heuristic Device Illuminating Ethical Issues;307
2.27.1.11;The Transformation Process: Awakening, Liminal Stage, Return to Ordinary Life;309
2.27.1.11.1;The Liminal Experience of Gestational Surrogacy;310
2.27.1.11.2;The Surrogate;310
2.27.1.11.3;The Intending Parents;315
2.27.1.11.4;The Child Born of Gestational Surrogacy;318
2.27.1.11.4.1;Gender Selection;321
2.27.1.11.5;The Woman Seeking Gender Selection;321
2.27.1.11.6;The Child Born of Gender Selection;323
2.27.1.11.6.1;FCGS;323
2.27.1.12;Discussion and Concluding Comments;325
2.27.1.12.1;Implications for Public Policy;325
2.27.1.12.2;Directions for Future Research;326
2.27.1.12.3;Limitation of the Study;326
2.27.1.13;References;327
2.27.2;Table 10.3. Liminality and FCGS;313
2.27.3;Table 10.1. Liminality and International Commercial Gestational Surrogacy;311
2.27.4;Table 10.2. Liminality and Gender Selection;312
2.28;CHAPTER 11;332
2.28.1;Patent Wars;332
2.28.1.1;Staying Ahead of the Curve;332
2.28.1.1.1;Avimanyu Datta and Len Jessup;332
2.28.1.2;Abstract;332
2.28.1.3;Introduction;333
2.28.1.4;Radical Innovations: Definitions, Indicators, and Research Questions;334
2.28.1.4.1;1. Novel to past indicates that the innovation is dissimilar from prior innovations.;335
2.28.1.4.2;2. Unique to present means the invention is dissimilar from current innovations.;335
2.28.1.4.3;3. Impact on future implies the innovation influences the content of future innovations.;335
2.28.1.5;Methods;337
2.28.1.5.1;Data Collection: Patents as Innovation;337
2.28.1.5.2;Data Collection Strategy and Sampling;338
2.28.1.5.3;Radicalness;338
2.28.1.5.4;Novel From Past;339
2.28.1.5.5;Unique to Present;339
2.28.1.5.6;Impact for Future;340
2.28.1.6;Findings;340
2.28.1.6.1;RQ1: Patents, Categories, and Firms;340
2.28.1.6.2;RQ2: Radical Patents, Firms, and Future Markets;360
2.28.1.7;Discussion;373
2.28.1.7.1;Summary;373
2.28.1.7.2;Implications for Theory, Practice, and Research;374
2.28.1.7.3;Limitations and Directions for Future Research;375
2.28.1.8;Conclusions;375
2.28.1.9;Note;375
2.28.1.10;References;375
2.28.1.10.1;Figure 11. 1. Radical innovations and technological commitments towards future markets.;337
2.28.2;Table 11.1. Twenty four Radical Patents, Descriptions, Radicalness, Future markets and Products;341
2.28.3;Table 11.1. (Cont.);342
2.28.4;Table 11.1. (Cont.);343
2.28.5;Table 11.1. (Cont.);344
2.28.6;Table 11.1. (Cont.);345
2.28.7;Table 11.1. (Cont.);346
2.28.8;Table 11.1. (Cont.);347
2.28.9;Table 11.1. (Cont.);348
2.28.10;Table 11.1. (Cont.);349
2.28.11;Table 11.1. (Cont.);350
2.28.12;Table 11.1. (Cont.);351
2.28.13;Table 11.1. (Cont.);352
2.28.14;Table 11.1. (Cont.);353
2.28.15;Table 11.1. (Cont.);354
2.28.16;Table 11.1. (Cont.);355
2.28.17;Table 11.1. (Cont.);356
2.28.18;Table 11.1. (Cont.);357
2.28.19;Table 11.1. (Cont.);358
2.28.19.1;Figure 11. 2. Firm distribution across three areas of radicalness as per top 10 patents in each category. Number of patents is in parenthesis.;359
2.28.19.2;Figure 11. 3. Comparative cumulative curve of patents filed by nine firms and industry average;361
2.28.19.3;Figure 11. 4. Comparative cumulative curve of patents granted by nine firms and industry average.;362
2.28.19.4;Figure 11. 5. Comparative cumulative curve of novel patents by nine firms and industry average.;363
2.28.19.5;Figure 11. 6. Comparative cumulative curve of unique patents by nine firms and industry average.;364
2.28.19.6;Figure 11. 7. Comparative cumulative curve of Impactful patents by nine firms and industry average.;365
2.28.19.7;Figure 11. 8. Commitment through patent announcements to capture future markets. Concept adopted from Christensen (1992a and 1992b).;366
2.28.20;Table 12.3. Hierarchical Regression Analysis Results (2008 Data);404
2.28.21;Table 12.4. Hierarchical Regression Analysis Results (2009 Data);405
2.29;CHAPTER 12;384
2.29.1;What Really Impacts Local Business Climate;384
2.29.1.1;Evidence of the Need for Entrepreneurship-Friendly Policy and Entrepreneurial Role Models;384
2.29.1.1.1;Eric W. Liguori, Joshua Maurer, Josh Bendickson, and K. Mark Weaver;384
2.29.1.2;Abstract;384
2.29.1.3;Introduction;385
2.29.1.4;Perceived Business Climate: A Conceptual Scheme;386
2.29.1.4.1;Role Models;387
2.29.1.4.2;Media Coverage;389
2.29.1.4.3;Colleges and Universities;391
2.29.1.4.4;Bankers and Investors;393
2.29.1.4.5;Community Groups and Organizations;395
2.29.1.4.6;Local Government and Policy;397
2.29.1.5;Method and Measures;401
2.29.1.6;Results and Discussion;402
2.29.1.7;Limitations and Future Research Directions;406
2.29.1.8;Acknowledgment;407
2.29.1.9;References;408
2.29.2;Table 12.5. Hierarchical Regression Analysis Results (2007-2009);406
2.29.3;Table 12.6. Summary of Findings (2007-2009);407
2.29.3.1;Figure 12. 1. Business climate perceptions conceptual scheme.;387
2.29.4;Table 12.1. Descriptive Statistics;401
2.29.5;Table 12.2. Hierarchical Regression Analysis Results (2007 Data);403
2.29.5.1;Figure 13. 2. Integrative innovation model for higher education (IIMHE).;434
2.30;CHAPTER 13;414
2.30.1;Technology and Its Impact on Higher Education;414
2.30.1.1;Christina Partin and Kathleen P. King;414
2.30.1.2;ABSTRACT;414
2.30.1.3;Introduction;415
2.30.1.4;UNDERSTANDING THE CONTEXT;416
2.30.1.4.1;Historical Roots of Higher Education: The Road From Exclusiveness to Accessibility;416
2.30.1.4.2;The Current State of Technology in Higher Education;418
2.30.1.4.3;Challenges and Issues: Obstacles to Implementation;420
2.30.1.5;INTERDISCIPLINARY PERSPECTIVES FOR AN INTEGRATIVE, RESPONSIVE APPROACH;422
2.30.1.5.1;Ethics and Respect;422
2.30.1.5.2;Motivation;424
2.30.1.5.3;Academic Freedom and Faculty Voice;425
2.30.1.5.4;Differences Addressed;427
2.30.1.6;THE IMPACT OF FACULTY CAREER DEVELOPMENT: THE BIGGER PICTURE;428
2.30.1.6.1;Management and Policy Issues;429
2.30.1.6.2;Cultural Issues;429
2.30.1.6.3;Faculty Development Issues;431
2.30.1.7;THE MODEL: Integrative Innovation Model for Higher Education;433
2.30.1.8;APPLICATION AND DISCUSSION;435
2.30.1.8.1;Scenarios: Seeing the Model in Action;435
2.30.1.8.2;Scenario 1: The Consequences of Success;436
2.30.1.8.3;Scenario 2: There is Trouble in River City;436
2.30.1.8.3.1;Cases: Taking Your Turn at Bat;438
2.30.1.8.4;Case 1: Technology Crisis at Woodland College;438
2.30.1.8.5;Case 2: Shifting the Burden of Teaching at Presidential State University;439
2.30.1.8.5.1;Future Research;440
2.30.1.9;CONCLUSION;441
2.30.1.10;References;441
2.30.1.10.1;Figure 13. 1. Environmental variables needed to encourage faculty creativity.;428
2.31;CHAPTER 14;446
2.31.1;Business Models and Innovation Activities Within New Industries;446
2.31.1.1;The Case of Medical Biotechnology;446
2.31.1.1.1;Terje Grønning;446
2.31.1.2;Introduction;447
2.31.1.3;The Business Model Concept;448
2.31.1.3.1;Background;448
2.31.1.3.2;Normative and Descriptive Perspectives;450
2.31.1.3.3;Analytical Perspectives.;453
2.31.1.3.4;Operationalization of the Business Model Concept in the Case of Medical Biotechnology;456
2.31.1.3.5;Bidimensional Classification of Business Model Classes Within Medical Biotechnology;456
2.31.1.3.6;Explorative, Exploitative, and Hybrid Business Model Classes;458
2.31.1.4;Discussion and Conclusions;462
2.31.1.4.1;Implications for Public Policy.;463
2.31.1.4.2;Directions for Future Research;464
2.31.1.4.3;Limitation of the Study;465
2.31.1.5;Conclusions;466
2.31.1.6;Acknowledgments;467
2.31.1.7;References;467
2.31.2;Table 14.1. Nine Classes of Business Models According to the Exploration—Exploitation and Market;458
2.31.3;Table 14.2. The Location of Selected Japanese Firms Within Business Model Classifications;460
2.32;CHAPTER 15;472
2.32.1;Managing Innovation in Software Engineering in Japan;472
2.32.1.1;Yasuo Kadono;472
2.32.1.2;Abstract;472
2.32.1.3;INTRODUCTION;473
2.32.1.3.1;1. assess the achievements of the software engineering discipline, as represented by IT vendors in Japan, and;474
2.32.1.3.2;2. better understand the mechanisms of how software engineering capabilities relate to IT vendors’ business performance and business environment.;475
2.32.1.4;RESEARCH MODEL;476
2.32.1.5;SURVEY ON SOFTWARE ENGINEERING EXCELLENCE;479
2.32.1.6;BASE MODEL AND CROSS-SECTION ANALYSIS RESULTS;482
2.32.1.6.1;Structural Model and Hypothesis;484
2.32.1.6.2;Results;486
2.32.1.6.3;Implications and Discussion;490
2.32.1.7;RELATIONSHIPS AMONG SOFTWARE ENGINEERING CAPABILITIES;493
2.32.1.7.1;Structural Model and Hypothesis;493
2.32.1.7.2;Results;495
2.32.1.7.3;Implications and Discussion;496
2.32.1.8;LONG-Term RELATIONSHIPS BETWEEN SOFTWARE ENGINEERING CAPABILITIES AND PROFITABILITY;499
2.32.1.8.1;Structural Model;499
2.32.1.8.2;Results;500
2.32.1.8.3;Implications and Discussion;501
2.32.1.9;CONCLUSIONS;502
2.32.1.9.1;Implications for Public Policy;503
2.32.1.9.2;Limitations of the Study;504
2.32.1.9.3;Directions for Future Research;505
2.32.1.10;ACKNOWLEDGMENTS;505
2.32.1.11;REFERENCES;506
2.32.2;Table 15.1. Software Engineering Excellence Surveys;479
2.32.2.1;Figure 15. 1. The five forces model of software industry in Japan.;474
2.32.2.2;Figure 15. 2. Structural model of software engineering excellence (SEE) survey.;475
2.32.2.3;Figure 15. 4. Software engineer training hours per year for experienced workers.;481
2.32.2.4;Figure 15. 3. Quality, cost and delivery achievement ratios (%) for SEE survey respondents in 2007.;480
2.32.2.5;Figure 15. 5. Software engineer training hours per year for new recruits.;481
2.32.2.6;Figure 15. 6. Histogram of deviations of SEE2006.;482
2.32.2.7;Figure 15. 9. Path analysis results from the 2006 SEE survey.;485
2.32.2.8;Figure 15. 7. Scatter plot diagram matrix of the seven SEE factors and SEE2006.;483
2.32.2.9;Figure 15. 8. Deviations of SEE by origin of vendors.;483
2.32.2.10;Figure 15. 13. Path analysis results for user-turned vendors, from SEE2007.;489
2.32.2.11;Figure 15. 10. Structural model hypothesis.;487
2.32.2.12;Figure 15. 11. Path analysis results of the 2007 SEE survey;488
2.32.2.13;Figure 15. 12. Path analysis results for maker-turned vendors, from SEE2007.;488
2.32.2.14;Figure 15. 16. Panel analysis results (N = 151).;496
2.32.2.15;Figure 15. 14. Path analysis results for independent vendors from the 2007 SEE.;490
2.32.2.16;Figure 15. 15. Structural model hypothesis.;495
2.32.2.17;Figure 15. 17. Structural model hypothesis.;500
2.32.2.18;Figure 15. 18. Path analysis results.;501
2.32.2.19;About the Contributors;508