The Distributed Partnering Model for Drug Discovery and Development

Proposes a model for bringing new drugs to market efficiently by creating "product definition companies" that would acquire early-stage discoveries from research institutions and invest in defining product applications to sell to pharmaceutical companies

Rethinking the Dutch Innovation Agenda: Management and Organization Matter Most

In this essay, we challenge the present dominant emphasis in the Dutch Innovation Debate on the creation of technological innovations, the focus on a few core technologies, and the allocation of more financial resources. We argue that managerial capabilities and organizing principles for innovation should have a higher priority on the Dutch Innovation Agenda. Managerial capabilities for innovation deal with cognitive elements such as the capacity to absorb knowledge, create entrepreneurial mindsets, and facilitate managerial experimentation and higher-order learning abilities. These capacities can only be developed by distinctive managerial roles that enhance hierarchy, teaming and shared norms. Utilizing these unique managerial capabilities requires novel organizing principles, such as managing internal rates of change, nurturing self-organization and balancing high levels of exploration and exploitation. These managerial capabilities and organizing principles of innovation create new sources of productivity growth and competitive advantage.The dramatic fall back of the Netherlands in the league of innovative and high productivity countries of the World Economic Forum-Report can be mainly attributed to the present lack in the Netherlands of these key managerial and organizational enablers of innovation and productivity growth. We provide various levers for building unique managerial capabilities and novel organizing principles of innovation. Moreover, we describe the necessary roles that different actors have to play in this innovation arena. In particular, we focus on the often neglected but important role of strategic regulations that speed up innovation and productivity growth. They are the least expensive way to boost innovation in organizations in both the Dutch private and public sector. Finally, we discuss the implications for the Dutch Innovation Agenda. It should start with setting a challenging ambition, namely the return of The Netherlands within the WEF- league of the top-ten most innovative and productive countries of the world. Considering the under-utilization of available knowledge stemming from technological innovations, managerial and organizational determinants of innovation should receive first priority. These determinants have a high strategic relevance and should receive more public recognition. We suggest to organize an annual innovation ranking of the most outstanding Dutch firms, to develop an innovation audit that measures firms’ non-technological innovation capacity, and to create an overall innovation policy for fast diffusion of new managerial capabilities and adequate organizing principles throughout the Dutch private and public sector.In conclusion, we add five new items to the Dutch Innovation Agenda:1. Prioritize administrative innovationsInvestments in management and organization determinants of absorption of knowledge and its successful application (administrative innovation) should have a higher priority than investments in technological innovations.2. Build new managerial capabilities and develop novel organizing principlesFor these administrative innovations to succeed, firms have to build managerial capabilities (broad knowledge-base, absorptive capacity, managerial experimentation, higher-order learning) and various management roles (hierarchy, teaming, shared norms) to increase the assimilation of external knowledge and the utilization for innovation. Moreover, they have to develop novel organizing principles that increase internal rates of change, nurture self-organization and synchronize high levels of exploration and exploitation.3. Set levers of innovation by creating selection environments that favor innovation and by redefining the roles of key actors Management has to create a proper organizational context to foster entrepreneurship and innovation (internal selection environment). Governmental agencies have to focus on innovation and productivity enabling strategic regulations (external selection environment). Moreover, research institutes, business schools, and consulting firms should not only focus on technological knowledge, but also on managerial and organizational knowledge for innovation. In the end, private small and large firms and public institutions have to recognize that they all must contribute to the national goal of increasing innovation and productivity growth.4. Create a new challenging national ambition: return of the Netherlands within the top-10The Netherlands has to return to the top-ten most innovative and productive countries in the world as reflected in international rankings such as the World Economic Forum’s Global Competitiveness Index.5. Proliferate an awareness and passion for innovation:Create public awareness and recognition of the societal relevance of outstanding managerial capabilities and organizing principles to innovation and productivity growth:o Initiate a Dutch innovation ranking in terms of management and organization;o Develop proper assessment tools for innovations in management and organization;o Enhance reporting on the progress on managerial and organizational innovation as part of modern corporate governance and as part of outstanding annual reports.These issues may contribute to rethinking the fundamental sources of innovation, productivity growth and sustainable competitive advantage of the Dutch economy.dynamic capabilities;knowledge transfer;exploitation;exploration;mANAGEMENT;mindsets;organizing pinciples;srategic rgulation;strategy innovation

Innovation Systems, Radical Transformation, Step-by-Step: India in Light of China

The paper introduces a reform trajectory we call ?revolutionary incrementalism? in which partial and incremental measures add up to profound transformation. Recent advances in economic theory demonstrate that growth is not hard to start: it almost starts itself, somewhere, sometimes. But keeping it going is not easy: doing so requires attention to the context of growth binding constraints and situation-specific ways to resolve them. The same goes for institutions: it is almost always possible to find some that are working. The issue is using the ones that work to improve those that don?t. The thrust of the proposal is to rely on variation within existing institutions as the ?Archimedean lever? with which to leverage reform and change. India?s public sector record for implementing and coordinating innovation efforts can be notoriously fragmented and inefficient but there are some parts that perform better than others, and there are recognized pockets of excellence virtually within every ministry or public sector organization. The same internal diversity is even more visible in the private sector. Importantly from a policy perspective, better performing segments of public sector and better performing segments of productive sector are beginning to join forces in a variety of search ...innovation systems, heterogeneity of institutions, radical incrementalism, search networks, open economy industrial policy

Do firms rely on sources of information for organizational innovation?

The growing literature on knowledge and information has focused on the impact of information sources on technological innovation. Our objective was to explore the use made by firms of internal and external (market, research and generally available) sources of information for their organizational innovation practices? implementation. Furthermore, we studies whether these sources may vary according to whether the firm operates in the manufacturing or service industry. Multivariate probit models? results on 2008 Community Innovation Survey (CIS) data show notable differences between services and manufacturing, for instance that employees? skill levels are more important for manufacturing than for services. Overall, this paper provides strong evidence of the heterogeneity in firms? sources of information to engage in organizational innovation. On one hand, differences appear in the sources of innovation used for the various types of organizational innovation, indicating the appropriateness to differentiate organizational innovation practices rather than using an aggregated measure of organizational innovation. On the other hand, the sources of information vary according to the type of industry, even though some similarities appear. Managerial and theoretical implications for organizational innovation are provided.CIS; manufacturing/services; organizational innovation; sources of information

THE IMPACT OF Moving TO KNOWLEDGE BASED ECONOMY IN THE PUBLIC SECTOR

Global economy underwent profound changes in the last fifteen years, which determined the appearance of a new economy – the knowledge economy. This economy is the result of the knowledge revolution, which gets a greater and greater importance. Knowledge development is also very important in public sector. The knowledge society and its impact in public sector development is a critical area of study. The knowledge economy in public sector requires the utilization of the knowledge in order to improve the transparence, the services delivering to the citizens, for a better communication with the citizens/users/clients and in order to improve the knowing degree of their needs. The transition to the knowledge economy in public sector has to take place in a decentralized, non-bureaucratic, catalitic and permissive environment, orientated to the results. In the same time, the public organizations must become knowledge based organizations, that have the responsability and the flexibility to achieve the objectives publicly defined. In order to promote efficiently the development in the knowledge economy, the government must facilitate, instead of breaking, the process of economic changes and modernizations, according as this modifications create new opportuneness and raised revenues. This must become as fast, selective and flexible as the economy and the society with which is mostly in contact and it must adopt the political decisions that serve the best the public interest.knowledge economy, public sector management

Ways to open innovation: main agents and sources in the Portuguese case

Facing increasing open innovation trends, Portuguese enterprises are considering the related processes and impacts. Thus, this work aims to identify the sectors whose enterprises most engage in open innovation (such as cooperation on this issue) and which sources/agents are most used. This is analyzed by sector and type of innovation as an interesting way of differentiation for better open innovation strategy delineation. Using the data from the Community Innovation Survey (CIS-2012), it first appraises the nature of the innovation process, either cooperative or firm-based, as the starting level of analysis. Then, it differentiates the results by sector illustrating which cooperation sources/agents are most used (scope) and relative intensity of use (scale). This is important to assess levels of openness and related factors. Results show that main innovating sectors in Portugal are of three types: research-based, knowledge-based and service-based. They reveal an increasing focus on knowledge and services, trends that have been leading to more active openness towards innovation. For instance, health and construction are increasing their openness for innovating and internationalizing processes. However, Portuguese innovation is still more firm-based (in-house) than cooperation-based, especially concerning new products' launching. This work and future analyzes around it can contribute to encourage the open innovation strategy in more sectors of the economy as an easy and effective way to cope with rapid trends and changes. (C) 2017 Elsevier Ltd. All rights reserved.info:eu-repo/semantics/publishedVersio

Internationalisation of Innovation: Why Chip Design Moving to Asia

This paper will appear in International Journal of Innovation Management, special issue in honor of Keith Pavitt, (Peter Augsdoerfer, Jonathan Sapsed, and James Utterback, guest editors), forthcoming. Among Keith Pavitt's many contributions to the study of innovation is the proposition that physical proximity is advantageous for innovative activities that involve highly complex technological knowledge But chip design, a process that creates the greatest value in the electronics industry and that requires highly complex knowledge, is experiencing a massive dispersion to leading Asian electronics exporting countries. To explain why chip design is moving to Asia, the paper draws on interviews with 60 companies and 15 research institutions that are doing leading-edge chip design in Asia. I demonstrate that "pull" and "policy" factors explain what attracts design to particular locations. But to get to the root causes that shift the balance in favor of geographical decentralization, I examine "push" factors, i.e. changes in design methodology ("system-on-chip design") and organization ("vertical specialization" within global design networks). The resultant increase in knowledge mobility explains why chip design - that, in Pavitt's framework is not supposed to move - is moving from the traditional centers to a few new specialized design clusters in Asia. A completely revised and updated version has been published as: " Complexity and Internationalisation of Innovation: Why is Chip Design Moving to Asia?," in International Journal of Innovation Management, special issue in honour of Keith Pavitt, Vol. 9,1: 47-73.

Problems and Solutions in Knowledge Transfer

A central feature of innovation systems is that innovation arises from interaction between organizational units. This requires 'cognitive distance' that is sufficiently large to yield novelty of combinations, but not too large for mutual understanding. Two problems and solutions in the transfer of knowledge, especially to small firms, are identified and discussed. There is a problem not only of expressing tacit knowledge, but also of absorbing new knowledge when it needs to replace existing tacit knowledge. Next to issues of learning or competence development there are also issues of governance, in the management of relational risk of dependence and spillover. The analysis yields a number of tasks and functions for regional systems of innovation.knowledge transfer;regional innovation systems;small business;technology policy

An asset-based approach of the Romanian research-development and innovation system

The present paper experiments a new model of analysis for the Research-Development and Innovation (RDI) field of research, namely the Asset-Based Development strategy or Appreciative Planning and Action, which unfolds at the community level the same core principle that Appreciative Inquiry Methods at the organizational level: strengths elevating, strengths combining, strengths extending systems. Following the four “D stages” (Discovery, Dream, Design and Destiny/ Deliver) pattern, the authors outlined many strengths and achievements of the Romanian RDI system in order to depict the positive trends, structures and mechanism, as well as to map out the main routes towards fulfilling a new vision. Building upon ideas, opinions, studies, interviews of different representatives of the research community (managers, scientists, professors, users etc) expressed in specialised literature, newspapers, journals, or in direct contact and dialogue with them, we intended this approach encompass the appreciative contributions of the main stakeholders: universities, public and private research institutes, the business sector, public policy-makers. In this complex and rather rigid RDI system, whose elements are heterogeneous institutions and communities, that interacting each other in a special environment such as a network structure, effective change is still to be brought by individuals who possess the necessary power to continue transform their mind and attitudes and thus to initiate, diffuse change and, influencing the RDI environment. This might be a viable way to improve, in a positive manner, the RDI system’s efficiency.Asset-Based Development; Appreciative Inquiry; Romanian RDI System; Appreciative evaluation; Appreciative intervention; Summative assessment