Technology Roadmapping for Commercializing Strategic Innovations

In the increasingly globalized world economies, a variety of drivers define the market and regulatory contexts for commercializing the strategic innovations that provide significant competitive advantage in the near-term and long-term future. In this study we examine how technological roadmapping integrates these strategic contextual factors with the organizational capabilities and resources of the firm to commercialize strategic innovations. This is done by first examining four roadmapping case-studies: (1) at Motorola, (2) at Sandia National laboratories, (3) the National and International Roadmaps for Semiconductors, and (3) nanotechnologies. A five stage process is proposed for commercializing strategic innovations. Finally, managerial implications and potential future research are discussed.En las crecientes economías del mundo globalizado, una variedad de factores definen al mercado y el contexto regulatorio para la comercialización de innovaciones estratégicas que proveen ventajas competitivas significantes a corto y largo plazo. En éste estudio se examinan como la generación de mapas tecnológicos integran estos factores contextuales con las capacidades organizacionales y los recursos de la compañía para comercializar las innovaciones estratégicas. El estudio se realizó examinando 4 casos de mapas tecnológicos: (1) Motorota, (2) Laboratorios Nacionales Sandia, (3) Los mapas Internacionales para Semiconductores y (4) Nanotecnologías. Un procedimiento consistente en 5 etapas es propuesto para la comercialización de innovaciones estratégicas. Finalmente se discuten, las implicaciones de gestión y el desarrollo de un futuro tema de investigación.In the increasingly globalized world economies, a variety of drivers define the market and regulatory contexts for commercializing the strategic innovations that provide significant competitive advantage in the near-term and long-term future. In this study we examine how technological roadmapping integrates these strategic contextual factors with the organizational capabilities and resources of the firm to commercialize strategic innovations. This is done by first examining four roadmapping case-studies: (1) at Motorola, (2) at Sandia National laboratories, (3) the National and International Roadmaps for Semiconductors, and (3) nanotechnologies. A five stage process is proposed for commercializing strategic innovations. Finally, managerial implications and potential future research are discussed

Individual Creativity and the Influence of Mindful Leaders on Enterprise

Creativity and innovation drive competitiveness in the 21st century enterprises. Dynamic hyper-intensive competitive markets demand widespread innovations from all employees in most global enterprises. Leaders influence and set the contextual environments under which their employees express creativity. This paper will examine how different lea- dership models relate with individual creativity. It is noted that the mindful consciousness of individuals, including their leaders, play significant roles in the individuals’ creativity. This exploratory research study first defines creativity and individual creativity, and then examines the five different orientations of leaders’ influences on the individuals’ creativity. In conclusion, selected managerial and educational implications are suggested

Innovative Strategic Leader Transforming From a Low-Cost Strategy to Product Differentiation Strategy

After the 2008 economic slowdown, and with increasing assault from enterprises from emerging economies, many innovative strategic leaders of multinational enterprises are forced to radically transform their enterprises. They often choose to change from low-cost strategy to innovation-driven product differentiation strategy. In this study, we use a multi-level Grounded Theory Methodology (GTM) and agency theory to empirically illustrate such a strategic transformation at a large composite fabric and accessories enterprise. Lessons are drawn from the impact of strategic transformation at multiple levels: strategic leader level, tactical-team manager level, operational follower level, and stakeholder level. Implications for practitioners and researchers are provided by way of mindful leader orientation and value-based innovation

Corporate Brand Value Shifting from Identity to Innovation Capability: from Coca-Cola to Apple

Corporate brand value, a key corporate asset, has traditionally relied on stakeholder interactions, heritage, and corporate identity. In dynamic fast clock-speed industries (information technology and consumer electronics), we note that brand values change dramatically within a few years based on their innovativeness. Using grounded theory approach and multi-case study method we examine how Apple, Samsung, Toyota, and Coca-Cola sustained their most valuable global brands while Kodak and General Motors eroded the same. Certain key dynamic innovative capabilities are identified as best practices. We conclude with implications for managers and future researchers, along with some limitations

National Innovation System and Disruptive Innovations in Synthetic Rubber and Tire Technology

The current models of National Innovation Systems (NIS) are based on interactions and learning across three institutions: government, university and industry. This empirical study of the evolution of innovations in rubber and tire technologies such as the collaborative innovative suppliers (of raw materials and human capital) and disruptive rival innovators to the traditional tri-helical model of National Innovation System. This was empirically examined for the evolution of rubber and tire technology and the rise and decline of its innovative region: the Rubber Capital of the World in Akron, Ohio

Innovative Public-Private and Philanthropy Partnership for Local Food Supply-Chain Infrastructure: Countryside Initiative of Cuyahoga Valley US National Park

In the post-modernist discourse of management of agro-food technology and urban infrastructure planning, unprecedented climate change and sustainability are setting the context for producing and supplying quality local food in highly densely populated urban and suburban regions. There is a seismic shift needed for innovative public and private partnerships governing green infrastructure for local food production. This empirical multi-disciplinary case study uses business model innovation theory and green suburban infrastructure framework to examine the Countryside Conservancy Initiative start-up by Cuyahoga Valley National Park (CVNP) for managing urban farming technology and local food production and supply chain. After considering some alternate theoretical frameworks, we use a case study methodology. It is noted that despite various centralized attempts by federal and state governments to stop the decline of agriculture within CVNP, most historic food producing farms in existence since 1800s slipped into disrepair and disuse. The Countryside Initiative of CVNP was established in 1999 with an innovative 3P (public-private-philanthropic) partnership between public sector CVNP, private farms, and a not-for-profit Cuyahoga Valley Countryside Conservancy (CV-CC). This 3P partnership involved incentivizing 60-year long-term discounted leases for 13 agricultural farm lands, farm residences, and outbuildings to adopt and diffuse technological innovations for culturally intensive fruit and vegetable production, small intensive grazing operations, and small integrated crop-livestock production. Certified organic food production was encouraged, though not mandated. In this study, selection, growth and impact of family farm enterprises in the green suburban infrastructure in NEO region are investigated in the context of a business model innovation for family farmers. Strategic opportunities and challenges are proposed and discussed. Conclusions are left open for future discussion

Assessing Long-Term Country-Specific Sourcing Risk Using J-Curve Openness-Stability Analysis

In managing many technologies, supply-chain sourcing accounts for a large share of the total cost of goods sold (COGS) that drives the competitive advantage of a multinational enterprise (MNE). To gain significant COGS advantages in the short-term, many technology-intensive MNEs collaborate some parts of their value-adding activities with the developing and emerging economies that offer low wages and large labor pools. These low-cost countries, however, have some hidden long-term sourcing risks as well. Until recently, there has been nascent research and no comprehensive models available for assessing such long-term sourcing risks. Many prior studies on modeling supply-chain risk implicitly assume global convergence rather than exploring national specificity, though supply-chain managers are increasingly concerned with country-specific risks [19]. This study, therefore, fills an important gap in research literature, by applying Ian Bremmer\u27s J-Curve Openness-Stability model [1] to two illustrative applications: (A) sourcing from a low cost country such as India, and others, and (B) sourcing of oil and gas from the Middle East. An additional contribution was made with an innovative way to qualitatively assess long-term sourcing risk for BRIC (Brazil, Russia, India and China) countries and 8 low cost countries, relative to the U.S. In conclusion, research limitations are reviewed and some managerial and policy implications are proposed

Individual Creativity and the Influence of Mindful Leaders on Enterprise Innovation

Creativity and innovation drive competitiveness in the 21st century enterprises. Dynamic hyper-intensive competitive markets demand widespread innovations from all employees in most global enterprises. Leaders influence and set the contextual environments under which their employees express creativity. This paper will examine how different lea- dership models relate with individual creativity. It is noted that the mindful consciousness of individuals, including their leaders, play significant roles in the individuals’ creativity. This exploratory research study first defines creativity and individual creativity, and then examines the five different orientations of leaders’ influences on the individuals’ creativity. In conclusion, selected managerial and educational implications are suggested