Развитие предпринимательской среды в системе университетов естественно-научной и инженерно-технической направленности
Authors analyze experience of development of the enterprise environment in the engineering universities. Authors analyze the main approaches and vectors of development of the enterprise environment of the universities, provide the review of the state initiatives. Article is base for development of methodical recommendations for the universities about formation of the enterprise environment.
Authors analyze enterprise environment development experience in the engineering universities. Authors consider the main approaches and vectors of the universities’ enterprise environment development, provide the review of the state initiatives. Article may be the base for methodical recommendations development for the universities’ enterprise environment formation.
The main approaches to the organization of project-based training aimed at the development of technology business in leading universities of Russia are discussed in the article. The author conducts a comparative analysis of the implementation of project training in various Russian universities,highlighting the main factors and features of effective work with technological projects.
Innovation management in industrial enterprises is always associated with high costs and a high probability of failure. In this study, we consider the estimation of the maturity of the organizational capacity of the industrial enterprises to implement innovations. For this purpose, we analyzed various approaches to innovation management maturity model (ICMM), as well as a study of innovative enterprises to identify major gaps in their innovative activity. This article offers a systematic approach to improving innovation management
Innovation is one of the most important concepts that appear in the literature devoted to management and economics in recent years. This is connected with changes that occur as a result of implementing innovation in a knowledge-based economy. Innovation is such an important matter that support for it is considered both at the level of central and regional institutions (macro- and meso-level) and at enterprise level (microeconomic level). This publication focuses on discussing innovation at enterprise level, and because of the great importance of information and communication technology in the modern economy, most of the chapters are devoted to marketing innovation on the Internet. This monograph is intended for all those who are interested in the teaching aspect of innovation management, especially for students and faculty members involved in programmes and specializations devoted to innovation; managers who are interested in the behaviour of Internet users and other consumers; as well as people who want to broaden their knowledge with regard to economic innovation. The first chapter, devoted to entrepreneurship, contains a synthetic presentation of approaches to defining entrepreneurship in economic theory and delineates the relationships that exist between entrepreneurship and innovation, both in the context of the risk taken by an entrepreneur and in the context of the entrepreneurial process, which is inextricably connected with all instances of innovation. The second chapter discusses the significance of the triple helix model in local innovation systems. It shows the importance of bilateral and trilateral relationships in the university-business-government system; which in the case of open innovation are essential to reduce the risks involved in implementing innovations. The third chapter is devoted to consumer behaviour, which is an important factor that must be considered when initiating and developing the innovation process. The author presents scientific findings relating to consumer behaviour, defines the basic processes involved in this behaviour, as well as discussing trends in consumer behaviour, illustrated with numerous examples. The fourth chapter discusses the principles of innovative product management. The author defines the general concept and the types of products, innovation and innovation processes, as well as delineating the most important features of the innovation process. Particular attention is given to methods of dealing with the most difficult stage of the innovation process, referred to as the “valley of death”. In the fifth chapter, which concerns innovative brands, the author focuses on the significance of customer’s experiences in the process of building a relationship with a brand. The chapter concludes with an example of using sensory marketing in the business model implemented at Starbucks. The sixth chapter, devoted to marketing control, presents the metrics for measuring the effectiveness of marketing activities. It describes the basic principles of marketing control, discusses the assessment of marketing at the strategic level, as well as presenting a set of indicators which are useful for the evaluation of sales and distribution management and for the assessment of marketing communications, with particular emphasis on measuring the performance of online marketing. The next three chapters relate directly to marketing innovation on the Internet. In chapter seven, devoted to e-commerce, after defining the basic concepts, the author discusses the business models that dominate in online activities as well as indicating the basic forms of organization in electronic commerce. Chapter eight deals with building a marketing strategy on social media, including multi-channel communication. The author describes the process of building a community around a brand, indicates actions designed to generate consumer engagement, and discusses ways of collecting data about the recipients on social media. In chapter nine, the issue of creating value for customers in e-commerce is discussed. The author shows how this value changes in different phases of the life cycle of relationships with customers in online retailing, describes the activities characteristic to each stage of the cycle, and presents techniques which are useful in building relationships with customers. The tenth and final chapter may be useful for people who conduct classes in English. It is devoted to the use of metaphors as a teaching tool and a means for conceptualization. The chapter discusses the significance of metaphors in teaching English and gives examples of some useful metaphors connected with football which can help in conducting classes for a group of English-speaking students, as well as presenting metaphor models in academic English. This monograph is a result of the project “Innovation Management – an English-language Master’s programme supported by modern information technologies,” number FSS/2014/HEI/W/0095, funded by the Foundation for the Development of the Education System and implemented under the Measure Development of Polish Higher Education Institutions, as well as research conducted in the Faculty of Management at the Poznań University of Economics, primarily by the staff of the Department of Trade and Marketing
Analysis of the evolution of theoretical approaches on the nature and content of organization management has showmen an important role of the classic, evolutionary, behavioural, institutional and strategic theories for the concept of innovation management development. A special place within these theoretical views belongs to the entrepreneurial approach (by P. Drucker), which is combining innovation and entrepreneurship in one technology management - entrepreneurial management. The conclusion has been made that up to now the concept of innovative management is under development. It has not yet become part of strategic management. The approach to innovative management existing in the Russian modern economic literature considers it only as a single (specific) function - as management of innovations. Accordingly, the implementation of this function directed to development and implementation of a type of innovation - product, technological, organizational, and marketing and others. Such a narrow view on management of innovations (as a single function) makes the content of innovative management scanty like entrepreneurial management. At the same time this narrow view does not correlate to the new format of the innovation process where researches are only a part of the whole project and the main focus is displaced to demand forming, chain supply construction, clients network creation. The conclusion has been made that there is a need for a broader view on the innovative management of organization like entrepreneurial management, for which a set of microeconomic factors: strategy and strategic control, organizational capital, financial resources, is necessary. Organizations strategy has two principal functions: to overcome the technological and market uncertainty. To perform these functions strategic control over resources by top managers and a system of incentives for innovative investment are required. Organizational capital for innovation exists in the form of functional and hierarchical integration of personnel; the system of incentives and remuneration methods generate collective learning. Strategy and strategic control, organizational capital and financial resources are closely linked in a dynamic process that is resulted in an innovation. This link is provided and supported by innovative management. The paper argues a broader view on the innovative management of organization as an interactive activity based on the feedback interactions (signalling management) and aimed at creating new competitive advantages within a firm/organization due to microeconomic factors. Combining and matching of these factors provide for an organization its competitive advantages due to competition in innovations. As a result, the organization is able to get Schumpeters rent. Based on this approach some principles for innovative management concept development are declared in the paper.