Despite rigorous empirical research exploring the changes in innovation dynamics triggered by Social Media Networks (SMNs), the benefits coming from the use of these digital platforms for knowledge search in innovative activities for small to medium enterprises (SMEs) are still unexplored. Customers become the new trailblazers. Thus, by adopting a customer led innovation perspective, this paper seeks to measure the effect on return on investment (ROI) of the use of SMNs as external drivers for supporting internal innovation search processes. On the basis of the extant literature on information system and social network analysis, the research describes and evaluates the multidimensional activities interwoven into the open innovation process, driven by integrating the five constructs of structural dimension, relational behaviour, cognitive dimension, knowledge transfer, and legitimization into our hypothesised conceptual model.Empirical research was conducted via the Classification Regression Tree (CART) on a sample of 2548 SMEs belonging to the fashion industry and based in Italy and in the United Kingdom. This study is of importance to academics and practitioners due to the increasing significance taken on by the adoption of social media networks in the fashion industry to improve innovation search. Recommendations are made to fashion managers and social media experts to support the planning and development of new products and services. New contributions are offered to the innovation and knowledge management literature. In addition, theoretical implications and avenues for future research are also considered.
In recent decades, the attention of researchers and policymakers has turned to state-owned enterprises (SOEs), in particular the role they play in science, technology and innovation and the methods they use to implement innovation strategies. In this paper, we look at Russian state-owned companies and their development plans, as well as the management tools they employ to forecast and prioritize technologies. Although most Russian SOEs rarely implement corporate foresight and technology roadmapping, certain successful cases are presented and discussed in the paper. Based on these case studies, we suggest a common structure of a technology roadmap that is suitable for SOEs.
This paper argues that innovation behavior roots in specific socio-psychological set-ups that crystallize in daily practices and routines. The latter are easy to observe and have great potential for the identification of user-innovation behavior.We study the practices and routines of Russian user-innovators aroundmedia consumption, internet and technology-usage, consumer preferences and civic engagement in comparison with a sample of mere users. The derived model correctly classified 73% of the original grouped cases of user-innovators. We conclude that a set of practices relative to the certain economic, social and cultural background explains user-innovation engagement and how support could be provided. Although some of our findings are probably specific to Russia, the results are encouraging for further research into the importance of practices and routines in identifying userinnovators in various environments.
Many foresight exercises have been undertaken with the aim of improving the performance of innovation ecosystems. These ecosystems extend across different layers including the organisational, sectoral, regional, national and international dimensions. The interconnectedness of these layers has not have received much attention in foresight literature and practise. However, both the development and diffusion of innovations are subject to framework conditions not only within, but also across, multiple layers of innovation ecosystems.
The design and management of foresight exercises are thus liable to addressing and serving these different layers — especially when the goal is to improve the performance and impact of such “interconnected and interdependent systems”. This paper develops further the concept of ‘multi-layered foresight’ by addressing multiple layers of innovation ecosystems in foresight design and management. We explore the implications of applying this type of foresight on improving systemic understanding, enhancing stakeholder networking and developing innovation capacities across the layers of ecosystems. The theoretical underpinnings are tested through a case study of the ‘Personal Health Systems (PHS) Foresight’ project. This project explored international future developments in the health sector, which is characterised by multiple disciplines, communities of practise, technologies, and geographical contexts. In the case of PHS the emerging innovation ecosystems are often conditioned by fragmented development communities, major barriers to market development, and duplication of efforts. The project combined analytical, social networking, online envisioning and scenario building methods to address complexity and create impact in multiple layers. Possible futures for personal health systems were explored through intense dialogues with stakeholders and a desirable future state was sketched through the success scenario methodology. The implications and strategic issues for different groups of stakeholders were outlined, enabling these stakeholders to articulate their efforts as part of a broader agenda at the multiple layers of innovation ecosystems.