This document provides background information on a research project analyzing innovation in the marble mining industry in northwest Pakistan. The project aims to understand innovation within the low-technology marble sector by examining stakeholders, factors, and actors. It will develop recommendations to improve the sector in line with Pakistan's national policy goals.
The document reviews literature on innovation in low and medium-tech sectors. It develops a conceptual framework using a sectoral system of innovation approach to analyze the marble industry. Case studies will be conducted in two regions, examining marble mining and processing firms and interviewing their owners/managers. The goal is to holistically understand the factors influencing innovation in the sector.
Porter Prize is named after Michael E Porter who is Professor at Harvard Business School, living legend and father of modern strategy field. The central idea of the Porter Prize is to propel companies to compete on the basis of value creation, innovation and strategy.
This document presents a conceptual framework for analyzing the international competitiveness of Asian firms. It identifies five main sources of competitiveness: technology, human resources, organizational structure, government policy, and access to capital. An integrated model is proposed showing how internal factors like technology and human resources interact with external factors like government policy and finance to impact a firm's export profitability and market share. The document outlines several testable propositions regarding each source of competitiveness.
Lecture 3 - Innovation dynamics and the evolution of industriesUNU.MERIT
This lecture discusses innovation dynamics and the evolution of industries. It covers several key points:
1) Technological change is shaped by the characteristics of the production process and involves multiple actors over time, including firms, universities, and other supporting institutions.
2) Industries typically follow a life cycle from radical innovation to increasing concentration as successful process innovations allow firms to grow.
3) Research has found heterogeneity among firms in terms of size, growth, productivity, and innovativeness that persists over long periods within narrowly defined industries. A small number of firms are responsible for many innovations.
4) The rate of technical change, market structure, and organization of innovative activity differ across sectors. Some have stable structures while
Catching up trajectories in the wine sector: Chile, Italy, South AfricaRoberta Rabellotti
This document summarizes a study comparing the wine industries of Chile, Italy, and South Africa. It finds that while traditional theories of catching up do not fully explain New World wine producers' success, they seized opportunities from changes in global demand and supply. Chile and South Africa adopted market-driven approaches with investments in science, marketing, and efficient institutions. In contrast, Italy's industry was initially inert and remains fragmented among small producers. The study uses sectoral innovation systems analysis to examine the wine industries' market opportunities, knowledge development, actor networks, and institutions over time.
NZ Rural Broadband - Making Precision Agriculture PossibleLynetteMowlem
IITP Canterbury Branch event held 22 November 2012 - see details in event notice at http://www.iitp.org.nz/events/canterbury/668-NZ_Rural_Broadband_Making_Precision_Agriculture_Possible
National Innovation Systems is the network of institutions in the public and private sectors whose activities and interactions initiate, import, modify and diffuse new technologies.
Porter Prize is named after Michael E Porter who is Professor at Harvard Business School, living legend and father of modern strategy field. The central idea of the Porter Prize is to propel companies to compete on the basis of value creation, innovation and strategy.
This document presents a conceptual framework for analyzing the international competitiveness of Asian firms. It identifies five main sources of competitiveness: technology, human resources, organizational structure, government policy, and access to capital. An integrated model is proposed showing how internal factors like technology and human resources interact with external factors like government policy and finance to impact a firm's export profitability and market share. The document outlines several testable propositions regarding each source of competitiveness.
Lecture 3 - Innovation dynamics and the evolution of industriesUNU.MERIT
This lecture discusses innovation dynamics and the evolution of industries. It covers several key points:
1) Technological change is shaped by the characteristics of the production process and involves multiple actors over time, including firms, universities, and other supporting institutions.
2) Industries typically follow a life cycle from radical innovation to increasing concentration as successful process innovations allow firms to grow.
3) Research has found heterogeneity among firms in terms of size, growth, productivity, and innovativeness that persists over long periods within narrowly defined industries. A small number of firms are responsible for many innovations.
4) The rate of technical change, market structure, and organization of innovative activity differ across sectors. Some have stable structures while
Catching up trajectories in the wine sector: Chile, Italy, South AfricaRoberta Rabellotti
This document summarizes a study comparing the wine industries of Chile, Italy, and South Africa. It finds that while traditional theories of catching up do not fully explain New World wine producers' success, they seized opportunities from changes in global demand and supply. Chile and South Africa adopted market-driven approaches with investments in science, marketing, and efficient institutions. In contrast, Italy's industry was initially inert and remains fragmented among small producers. The study uses sectoral innovation systems analysis to examine the wine industries' market opportunities, knowledge development, actor networks, and institutions over time.
NZ Rural Broadband - Making Precision Agriculture PossibleLynetteMowlem
IITP Canterbury Branch event held 22 November 2012 - see details in event notice at http://www.iitp.org.nz/events/canterbury/668-NZ_Rural_Broadband_Making_Precision_Agriculture_Possible
National Innovation Systems is the network of institutions in the public and private sectors whose activities and interactions initiate, import, modify and diffuse new technologies.
The Reality of Innovation Collaboration in SMEs (UK Foundries & Metal-Forming...enterpriseresearchcentre
The document discusses a study on innovation collaboration in small and medium-sized enterprises (SMEs) in the UK foundry and metal-forming industries. The study uses qualitative interviews with 25 firms to understand perceptions of innovation, current practices, challenges, and technological changes. Key findings include that innovation is recognized as important but financial constraints limit adoption, some firms improved processes through technology changes while others could not invest, and inter-firm collaboration is non-existent though collaborations with supply chain partners exist. The literature suggests benefits and challenges to external innovation collaboration for SMEs depending on absorptive capacity and partner selection.
Evolving Trends in Paints & Coatings (2017)Avneesh Kabra
1) Emerging Asian countries are experiencing steady GDP growth rates between 3-7% in recent years, driving increased infrastructure spending.
2) Industrialization and urbanization are resulting in higher demands for housing and infrastructure like transportation. Reducing regulations are also supporting trends in real estate and construction markets.
3) Future trends will include the development of smart buildings and cities using technologies like nanotechnology, micro-encapsulation, and advanced polymers. There will also be a focus on sustainable and recyclable materials to address environmental concerns.
The document provides an introduction to business environment. It defines business and explains the meaning of business environment. It discusses the importance of studying business environment and describes the various internal and external elements that comprise the business environment. These include micro environment factors like suppliers, customers, competitors etc and macro environment factors like economic, social, political, technological etc. It also discusses various tools that can be used for environmental analysis like SWOT, PESTEL, STEEPLE and Porter's five forces model.
The Effect of Business Strategy on Innovation and Firm Performance in the Sma...theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
Theoretical work submitted to the Journal should be original in its motivation or modeling structure. Empirical analysis should be based on a theoretical framework and should be capable of replication. It is expected that all materials required for replication (including computer programs and data sets) should be available upon request to the authors.
The International Journal of Engineering & Science would take much care in making your article published without much delay with your kind cooperation.
Titan Industries is a joint venture between the Tata Group and Tamil Nadu Industrial Development Corporation founded in 1987. It is headquartered in Bangalore and is India's largest manufacturer of watches, jewellery, and eyewear. Titan utilizes a SWOT analysis to analyze their strengths as a leader in quality watches and innovation, weaknesses in waterproof watches and rural market penetration, opportunities in the underpenetrated watch market and introducing new product lines, and threats from competitors and changing fashion trends. A PEST analysis examines the political, economic, social and technological factors affecting Titan's business environment.
The document provides an overview of cluster foundations and fundamentals of cluster management. It begins with definitions of key cluster-related terms and concepts. It then discusses characteristics of successful clusters through examples like the Danish wind energy cluster and Singapore's former dominance in hard disk production. Frameworks for analyzing clusters are presented, including their composition, size, funding, industries, and legal forms. The importance of mapping cluster actors and analyzing their demands is emphasized. Developing synergies between actors and a demand-oriented services spectrum are seen as important lessons. Standard services cluster managers can provide are also outlined, such as information sharing, training, internationalization support, and initiating cooperation.
The document discusses small and medium enterprises (SMEs) in India. It finds that the number of SME units and their production and employment potential has been increasing rapidly over time, significantly contributing to the Indian economy. However, SMEs face constraints like lack of access to finance, infrastructure issues, and marketing challenges. The document proposes adopting a cluster development approach and open incubator model to create an environment where SMEs can collaborate and innovate. It also discusses using knowledge management strategies to help SMEs identify, create, retain and disseminate knowledge for achieving organizational goals.
Hezron M. | Franco Malerba
19 Feb, 2:00 pm – 3:00 pm GMT
ZOOM online
LECTURE-7 DIFFERENT APPROACHES TO NATIONAL SYSTEMS OF INNOVATION
by
Dr. Hezron Makundi, University of Dar es Salaam, Tanzania
CHAIR:
Professor Franco Malerba, University of Bocconi, Milan
2017.04.26 Innovation without R&D: the SME secrets of competitive advantageNUI Galway
This document discusses innovation among low and medium technology (LMT) small and medium enterprises (SMEs). It presents case studies of Irish LMT SMEs and analyzes their innovation practices and routines. The key findings are that LMT SMEs innovate through incremental product improvements, ongoing process innovation, and opportunistic position innovations. Their innovation processes are informal and project-based rather than systematic. The document proposes a roadmap for LMT SMEs to systematize innovation, enhance management capabilities, build collaboration, and identify strategic opportunities through their process expertise.
This document provides an overview of strategic management concepts and processes. It begins with definitions of key terms like vision, mission, external/internal analysis, and competitive strategies. It then describes the strategic management process of analyzing external environments, identifying opportunities/threats, determining core competencies, and integrating formulation and implementation strategies. Specific tools for analysis are also summarized, including PESTLE, Porter's Five Forces, SWOT, and the resource-based view. The document provides high-level summaries of strategic concepts, tools, and frameworks for competitive advantage.
26 Feb, 2:00 pm – 3:00 pm GMT
ZOOM online
LECTURE-8: APPLICATION OF NATIONAL SYSTEMS OF INNOVATION
by
Dr. Kenneth Fung, UOW Malaysia KDU
&
Dr. Gifty Boakye Appiah, KNUST, Kumasi, Ghana.
CHAIR:
Professor Mammo Muchie, Tshwane University of Technology, South Africa
Innovation Capability for Sustainable Competitive AdvantagesSeta Wicaksana
Innovation is perennially at the top of CEO agendas, yet many executives continue to be frustrated with their transformation programs' hit-or-miss pace and results. The problem isn’t usually a lack of good ideas. Initiatives take too long, non-strategic projects get greenlighted at the expense of game changers, and dynamic ideas remain captive in the heads of employees.
Innovation contributes to competitive advantage for companies and therefore many researchers have sought to understand how to strengthen the company’s capability to innovate, as this makes enterprises more competitive and perform better financially (Henderson & Clark, 1990).
What’s missing is a system of enablers that work together to support innovation. Our experience with industry leaders shows that when the right people, processes, and metrics come together in a “growth factory,” they can transform how innovation happens, galvanize employees’ creativity, and create long-term competitive advantage.
Innovation is not inherently unpredictable and does not require a heavy dose of serendipity to succeed. When companies take a systems approach, they can pursue innovation in a way that reliably generates repeatable results.
This document proposes a Business Architecture Reference Model (BARM) to help small and medium enterprises (SMEs) strategically manage their resources and capabilities. The model has five main components and twelve sub-components mapped to different architecture views and the business model. It is intended to be simple and comprehensive enough for SMEs to orchestrate capabilities, initiate changes, and outline relationships between business components internally and within their ecosystem. Initial evaluations found the model to be understandable and applicable for SMEs, though more case studies are needed. The model provides SMEs with a strategic tool to structure their business and technologies and react to dynamic market environments.
This document summarizes a literature review on approaches to rural firm growth. The review identified three main approaches - output, process, and context. Output focuses on quantitative growth outcomes, process examines how growth works, and context considers the surrounding environment. Six key themes in the rural firm growth literature were also identified, such as the relationship between entrepreneur characteristics and performance. The review found that most studies used a quantitative output approach and called for more qualitative, longitudinal research examining the process and context of rural firm growth.
This document summarizes the results of a survey of 270 Malaysian small and medium enterprises (SMEs) that were certified under the ISO 9000 quality management standard. The survey aimed to investigate the current level of best manufacturing practices across eight areas: management, human resources development, technology and product innovation, marketing strategy, quality, production process, supply chain management, and customer focus. The results showed that customer focus had the highest implementation with a mean score of 4.16 out of 5, followed by quality, management, supply chain management, human resources development, marketing strategy, production process, and technology and product innovation. The study provides insights into areas that Malaysian SMEs can improve their manufacturing practices.
Presentation covers all the aspect needed to build innovation ecosystem viz. Innovation environment assessment, Innovation landscape ( where to innovate) and Introduction to systematic innovation alias. TRIZ. It also gives access to my blog posts, articles on innovation .
Enjoy!!!!
This document summarizes a presentation on business model design, discovery, reinvention and innovation. It covers several topics:
- Different frameworks for analyzing and designing business models.
- The concepts of uncertainty vs. risk and how the lean startup approach aims to turn uncertainties into risks through testing hypotheses.
- Business model innovation, including risk-driven and ecosystem-based approaches.
- Case examples are discussed like the iPod's minimum viable ecosystem approach to building out complementary elements.
The Russia Innovation Collaborative aims to connect Russian and US institutions to increase innovation and economic growth in Russia. It provides consulting services to Russian regional governments on innovation policies and programs. It also works to build cooperation between universities to facilitate innovation and supports tech transfer and market entry for companies. The collaborative follows an innovation ecosystem development model to assess regions, map existing capabilities and gaps, create action plans, implement projects, and provide training and marketing support. An analysis found gaps between Perm's current innovation ecosystem and best practices, including in university entrepreneurship education and collaboration with businesses.
New Zealand markets itself as a clean and green country, but recent environmental reports have highlighted issues with water quality and increases in resource usage. The green economy in New Zealand is growing much faster than the overall economy, with the top 50 green businesses growing 15 times faster. However, eco-innovation faces barriers like a lack of market incentives, capital investment, and regulatory support. Business models that create new ways to deliver environmental and economic value will be important to support further green transformation in New Zealand.
Dr. Lorraine Warren gave a presentation on value creation and digital disruption. She discussed how digital technologies like broadband, smartphones, social media, and open data have lowered barriers to innovation. This digital disruption has led to new forms of technological innovation through crowd-driven activities like hackathons and new models of crowd-funding. Crowd-funding originally supported arts projects but is now used for business ventures. Dr. Warren provided examples of crowd-funding platforms and discussed regulatory developments around crowd-funding. She expressed interest in collaborating on research related to European and Pakistani contexts of these new digital phenomena.
The Reality of Innovation Collaboration in SMEs (UK Foundries & Metal-Forming...enterpriseresearchcentre
The document discusses a study on innovation collaboration in small and medium-sized enterprises (SMEs) in the UK foundry and metal-forming industries. The study uses qualitative interviews with 25 firms to understand perceptions of innovation, current practices, challenges, and technological changes. Key findings include that innovation is recognized as important but financial constraints limit adoption, some firms improved processes through technology changes while others could not invest, and inter-firm collaboration is non-existent though collaborations with supply chain partners exist. The literature suggests benefits and challenges to external innovation collaboration for SMEs depending on absorptive capacity and partner selection.
Evolving Trends in Paints & Coatings (2017)Avneesh Kabra
1) Emerging Asian countries are experiencing steady GDP growth rates between 3-7% in recent years, driving increased infrastructure spending.
2) Industrialization and urbanization are resulting in higher demands for housing and infrastructure like transportation. Reducing regulations are also supporting trends in real estate and construction markets.
3) Future trends will include the development of smart buildings and cities using technologies like nanotechnology, micro-encapsulation, and advanced polymers. There will also be a focus on sustainable and recyclable materials to address environmental concerns.
The document provides an introduction to business environment. It defines business and explains the meaning of business environment. It discusses the importance of studying business environment and describes the various internal and external elements that comprise the business environment. These include micro environment factors like suppliers, customers, competitors etc and macro environment factors like economic, social, political, technological etc. It also discusses various tools that can be used for environmental analysis like SWOT, PESTEL, STEEPLE and Porter's five forces model.
The Effect of Business Strategy on Innovation and Firm Performance in the Sma...theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
Theoretical work submitted to the Journal should be original in its motivation or modeling structure. Empirical analysis should be based on a theoretical framework and should be capable of replication. It is expected that all materials required for replication (including computer programs and data sets) should be available upon request to the authors.
The International Journal of Engineering & Science would take much care in making your article published without much delay with your kind cooperation.
Titan Industries is a joint venture between the Tata Group and Tamil Nadu Industrial Development Corporation founded in 1987. It is headquartered in Bangalore and is India's largest manufacturer of watches, jewellery, and eyewear. Titan utilizes a SWOT analysis to analyze their strengths as a leader in quality watches and innovation, weaknesses in waterproof watches and rural market penetration, opportunities in the underpenetrated watch market and introducing new product lines, and threats from competitors and changing fashion trends. A PEST analysis examines the political, economic, social and technological factors affecting Titan's business environment.
The document provides an overview of cluster foundations and fundamentals of cluster management. It begins with definitions of key cluster-related terms and concepts. It then discusses characteristics of successful clusters through examples like the Danish wind energy cluster and Singapore's former dominance in hard disk production. Frameworks for analyzing clusters are presented, including their composition, size, funding, industries, and legal forms. The importance of mapping cluster actors and analyzing their demands is emphasized. Developing synergies between actors and a demand-oriented services spectrum are seen as important lessons. Standard services cluster managers can provide are also outlined, such as information sharing, training, internationalization support, and initiating cooperation.
The document discusses small and medium enterprises (SMEs) in India. It finds that the number of SME units and their production and employment potential has been increasing rapidly over time, significantly contributing to the Indian economy. However, SMEs face constraints like lack of access to finance, infrastructure issues, and marketing challenges. The document proposes adopting a cluster development approach and open incubator model to create an environment where SMEs can collaborate and innovate. It also discusses using knowledge management strategies to help SMEs identify, create, retain and disseminate knowledge for achieving organizational goals.
Hezron M. | Franco Malerba
19 Feb, 2:00 pm – 3:00 pm GMT
ZOOM online
LECTURE-7 DIFFERENT APPROACHES TO NATIONAL SYSTEMS OF INNOVATION
by
Dr. Hezron Makundi, University of Dar es Salaam, Tanzania
CHAIR:
Professor Franco Malerba, University of Bocconi, Milan
2017.04.26 Innovation without R&D: the SME secrets of competitive advantageNUI Galway
This document discusses innovation among low and medium technology (LMT) small and medium enterprises (SMEs). It presents case studies of Irish LMT SMEs and analyzes their innovation practices and routines. The key findings are that LMT SMEs innovate through incremental product improvements, ongoing process innovation, and opportunistic position innovations. Their innovation processes are informal and project-based rather than systematic. The document proposes a roadmap for LMT SMEs to systematize innovation, enhance management capabilities, build collaboration, and identify strategic opportunities through their process expertise.
This document provides an overview of strategic management concepts and processes. It begins with definitions of key terms like vision, mission, external/internal analysis, and competitive strategies. It then describes the strategic management process of analyzing external environments, identifying opportunities/threats, determining core competencies, and integrating formulation and implementation strategies. Specific tools for analysis are also summarized, including PESTLE, Porter's Five Forces, SWOT, and the resource-based view. The document provides high-level summaries of strategic concepts, tools, and frameworks for competitive advantage.
26 Feb, 2:00 pm – 3:00 pm GMT
ZOOM online
LECTURE-8: APPLICATION OF NATIONAL SYSTEMS OF INNOVATION
by
Dr. Kenneth Fung, UOW Malaysia KDU
&
Dr. Gifty Boakye Appiah, KNUST, Kumasi, Ghana.
CHAIR:
Professor Mammo Muchie, Tshwane University of Technology, South Africa
Innovation Capability for Sustainable Competitive AdvantagesSeta Wicaksana
Innovation is perennially at the top of CEO agendas, yet many executives continue to be frustrated with their transformation programs' hit-or-miss pace and results. The problem isn’t usually a lack of good ideas. Initiatives take too long, non-strategic projects get greenlighted at the expense of game changers, and dynamic ideas remain captive in the heads of employees.
Innovation contributes to competitive advantage for companies and therefore many researchers have sought to understand how to strengthen the company’s capability to innovate, as this makes enterprises more competitive and perform better financially (Henderson & Clark, 1990).
What’s missing is a system of enablers that work together to support innovation. Our experience with industry leaders shows that when the right people, processes, and metrics come together in a “growth factory,” they can transform how innovation happens, galvanize employees’ creativity, and create long-term competitive advantage.
Innovation is not inherently unpredictable and does not require a heavy dose of serendipity to succeed. When companies take a systems approach, they can pursue innovation in a way that reliably generates repeatable results.
This document proposes a Business Architecture Reference Model (BARM) to help small and medium enterprises (SMEs) strategically manage their resources and capabilities. The model has five main components and twelve sub-components mapped to different architecture views and the business model. It is intended to be simple and comprehensive enough for SMEs to orchestrate capabilities, initiate changes, and outline relationships between business components internally and within their ecosystem. Initial evaluations found the model to be understandable and applicable for SMEs, though more case studies are needed. The model provides SMEs with a strategic tool to structure their business and technologies and react to dynamic market environments.
This document summarizes a literature review on approaches to rural firm growth. The review identified three main approaches - output, process, and context. Output focuses on quantitative growth outcomes, process examines how growth works, and context considers the surrounding environment. Six key themes in the rural firm growth literature were also identified, such as the relationship between entrepreneur characteristics and performance. The review found that most studies used a quantitative output approach and called for more qualitative, longitudinal research examining the process and context of rural firm growth.
This document summarizes the results of a survey of 270 Malaysian small and medium enterprises (SMEs) that were certified under the ISO 9000 quality management standard. The survey aimed to investigate the current level of best manufacturing practices across eight areas: management, human resources development, technology and product innovation, marketing strategy, quality, production process, supply chain management, and customer focus. The results showed that customer focus had the highest implementation with a mean score of 4.16 out of 5, followed by quality, management, supply chain management, human resources development, marketing strategy, production process, and technology and product innovation. The study provides insights into areas that Malaysian SMEs can improve their manufacturing practices.
Presentation covers all the aspect needed to build innovation ecosystem viz. Innovation environment assessment, Innovation landscape ( where to innovate) and Introduction to systematic innovation alias. TRIZ. It also gives access to my blog posts, articles on innovation .
Enjoy!!!!
This document summarizes a presentation on business model design, discovery, reinvention and innovation. It covers several topics:
- Different frameworks for analyzing and designing business models.
- The concepts of uncertainty vs. risk and how the lean startup approach aims to turn uncertainties into risks through testing hypotheses.
- Business model innovation, including risk-driven and ecosystem-based approaches.
- Case examples are discussed like the iPod's minimum viable ecosystem approach to building out complementary elements.
The Russia Innovation Collaborative aims to connect Russian and US institutions to increase innovation and economic growth in Russia. It provides consulting services to Russian regional governments on innovation policies and programs. It also works to build cooperation between universities to facilitate innovation and supports tech transfer and market entry for companies. The collaborative follows an innovation ecosystem development model to assess regions, map existing capabilities and gaps, create action plans, implement projects, and provide training and marketing support. An analysis found gaps between Perm's current innovation ecosystem and best practices, including in university entrepreneurship education and collaboration with businesses.
New Zealand markets itself as a clean and green country, but recent environmental reports have highlighted issues with water quality and increases in resource usage. The green economy in New Zealand is growing much faster than the overall economy, with the top 50 green businesses growing 15 times faster. However, eco-innovation faces barriers like a lack of market incentives, capital investment, and regulatory support. Business models that create new ways to deliver environmental and economic value will be important to support further green transformation in New Zealand.
Dr. Lorraine Warren gave a presentation on value creation and digital disruption. She discussed how digital technologies like broadband, smartphones, social media, and open data have lowered barriers to innovation. This digital disruption has led to new forms of technological innovation through crowd-driven activities like hackathons and new models of crowd-funding. Crowd-funding originally supported arts projects but is now used for business ventures. Dr. Warren provided examples of crowd-funding platforms and discussed regulatory developments around crowd-funding. She expressed interest in collaborating on research related to European and Pakistani contexts of these new digital phenomena.
This document discusses digital disruption of business models and value creation. It provides perspectives on business models from various theoretical approaches and how digital technologies have transformed value chains into value networks. Case studies are mentioned that examine how new forms of collaboration and networks in the digital economy create multiple and unpredictable outcomes. Frameworks are presented for understanding entrepreneurial processes that experiment, organize, and anticipate value during innovation to stabilize emerging business models and value propositions.
The SMILE project aims to study how business schools can develop relationships with industry partners. A team of researchers conducted interviews with representatives from two business schools in the UK and France and their partner organizations. Preliminary results found that developing these relationships requires business schools to balance the interests of students and partners. Individuals within the schools play important roles as "gatekeepers" and "translators". Relationships are built through both transactional and social exchange dynamics. Benefits include developing skills, reputation, employability, and financial gains. Challenges include differing perspectives between academia and business and a lack of understanding around what business schools offer. The researchers will further analyze the results using a theoretical framework on dynamic capabilities.
Dr. Lorraine Warren gave a presentation on building an online reputation through social media. She discussed the benefits of maintaining a personal online profile to help with career and business development. It is important that the information displayed online presents a positive image to potential collaborators and customers. She recommends consolidating social media accounts and using hashtags to help amplify your online presence. Maintaining an online identity through blending online and offline networking is becoming critical in today's global and digital world.
Realising and increasing impact & engagement through,Lorraine Warren
This document summarizes a presentation about realizing impact and engagement through creativity, interdisciplinarity, and co-creation at the front end of innovation. It discusses conceptual frameworks for understanding the fuzzy front end of innovation. It also discusses how the digital economy has lowered barriers and enabled new forms of collaboration through crowdsourcing, social media, and events. An example event called Creative Digifest SXSC-2 is described that brought together different disciplines and sectors and led to ongoing knowledge exchange and partnerships.
This document discusses innovation and entrepreneurship. It begins by introducing the speaker and context of the presentation at Ryerson University. It then discusses classical models of innovation like stage-gate models and disruptive innovation. It presents examples like Kodak's struggles with digital photography. The document goes on to discuss strategies like strategic assessments, industry mapping, and technology roadmapping that can help with innovation. It provides examples of innovative startups like FlightDirectors and Sensory Threads. Finally, it discusses key issues in innovation like anticipating value, creating value, capturing value, and facilitating behavioral change.
These three interdisciplinary creative projects show how value is created:
1) Sensory Threads explored biosensors and soundscapes through playful experimentation.
2) Gesture workshops captured motion data to connect technology and art.
3) MUPPITS is developing a new business model for film post-production using a systemic approach.
Ongoing research examines identifying, articulating, and stabilizing emergent business models and anticipating value creation through constant novelty and experimentation. Theories of emergence may help understand innovation and value.
The document discusses the challenges of articulating value in creative contexts, using the PINC Creative Industries incubator in Portugal as a case study. It examines the incubator's role in fostering value creation through collaboration and knowledge sharing between companies. The document also explores questions around how emergent value can be captured and stabilized to support business development, using complexity theory as a framework.
The document discusses science entrepreneurship and examples of scientists who have become wealthy entrepreneurs. It provides several case studies of scientists who started successful companies in fields like pharmaceuticals, biotechnology, computers, and telecommunications. It discusses how universities are becoming more entrepreneurial and how this is allowing some scientists to earn substantial fortunes by commercializing their research through new companies.
The document discusses a workshop on realizing value in interdisciplinary creative projects. It provides background on the speaker, including her research interests in creative industries. It also describes a project called MUPPITS that took a systemic approach to transforming the UK post-production industry through new technology. The workshop will examine how value is identified and captured in interdisciplinary projects and how policy and practices can help foster disruptive innovation.
The document discusses Michael O'Leary, the CEO of Ryanair, and his entrepreneurial identity and style. It notes that O'Leary transformed from a privately educated accountant to an entrepreneurial hero who champions air travelers' rights in a deliberate manner. O'Leary purposefully uses identity as a strategic tool through mobilization, emotional contagion, and creative destruction. His verbal style is peppered with humor, scathing attacks on individuals, and profane language. He engages in high-profile media stunts and feuds with powerful figures.
This document discusses the MUPPITS project, which aimed to address challenges in the UK film and broadcasting post-production industry through new technology and systemic work design. MUPPITS brought together key players in the post-production value chain and used qualitative and quantitative methods to track the emergence of new systems over time. The document examines how possible trajectories were identified and tested, and how 'ephemeral emergents' evolved into more stable variants, shifting discussions from value creation to value capture. It also discusses how the underlying technology arose from another sector but had disruptive potential when applied to challenges in media industries like growing digital workflows.
Social media provides benefits for entrepreneurs such as rapidly building networks, identifying opportunities, and amplifying messages. It can be used to build personal brands, launch social media businesses, and organize campaigns. The document discusses examples like a social media company called Liberate Media, two successful social media campaigns for Trafigura and Bletchley Park, and how the hashtag #Twifficiency went viral for one user. It also mentions networks that entrepreneurs can join online.
This document discusses value creation in the creative industries. It notes that the creative industries are engines of innovation through new ideas for products and services, and through demanding and helping to create new technologies. It also notes that the creative industries have complex value creation involving artistic, cultural, social, technological, and reputational value, as well as challenges in monetizing value due to loosely connected networks, uncertainty, and clashes between values.
The document discusses value creation in creative industries and collaborative projects between artists and technologists. It proposes that value emerges through interactions between agents and structures over time. Three types of value creation models are identified: 1) creating conditions for creativity and reputation, 2) stabilizing emergent properties into codified knowledge, and 3) enabling monetary exchange for this knowledge. The role of higher education institutions and government in anticipating and stabilizing value emerging from creative projects is discussed.
The document discusses the role of universities in supporting the creative industries. It notes that the creative industries are major sources of innovation and help advance technology. Universities play an important role by producing and sharing knowledge, often through collaborative projects between artists, technologists, and academics. These collaborations can generate emergent value but it is difficult to capture and articulate that value using traditional business models. The document examines case studies to understand how value is created and how relationships maintain their innovative power over time. It concludes that successful models first create conditions for creativity, then stabilize emerging ideas, and finally enable monetary exchange of codified knowledge.
This document discusses building an online academic identity using Web 2.0 technologies. It encourages researchers to use social media like blogs, wikis, Twitter, Facebook, and YouTube to highlight their work, build networks of colleagues, source collaborators, and stay up-to-date in their field. The document outlines how researchers can benefit from using these tools to rapidly share information, publish their work at no cost, and crowdsource feedback to gauge opinion. It emphasizes that researchers' future contacts and networks will increasingly interact online, so maintaining an online presence is important for professional identity and influencing ideas in one's field.
This document discusses methodologies for researching creative industries and value creation. It proposes examining how stable emergents, such as group cultures and practices, develop from ephemeral emergents like interactions and ideas. Case studies of creative projects are used to identify how artistic, technical, and economic values interact over time to create value and shape trajectories, with the goal of understanding entrepreneurship in these systems.
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1. The marble mining industry in NW Pakistan: an analysis of
low-tech innovation in a developing country
Muhammad Nouman, IMSciences, Peshawar
Lorraine Warren, university of Southampton
BAM Conference, Liverpool, September 2013
2. Background
• Origins in split-site agreement with IMSciences,
Peshawar INSPIRE project, http://ihe-
pakistan.blogspot.co.uk/2012/09/supporting-smes-in-
khyber-pakhtunkhwa.html, funded by British Council,
Higher Education Commission in Pakistan (60k)
• TEDxSouthampton http://www.youtube.com/watch?
v=ia2uLqif-_M
3. INSPIRE
• www.blog.soton.ac.uk/inspire
• www.soton.ac.uk/inspire
• Research – International Research Group
• Project – SME Development, extend ongoing work
• 2 split site students, Javed Iqbal and Adnan Javed
• International Research Methods Seminar Series
• Curriculum Development
• Outreach
• Exchanges
• International profile -> Going Global (Dubai) (British Council,
Internationalising Higher Education), Conference in Dubai in 2014
4. Research Aim, Objectives and Justification
• Pakistan government wish to improve performance in SME
sector
• Low innovation, high natural resource wastage
• RO1: To understand the phenomenon of innovation within a
low-technology sector (the marble industry in NWP), in terms
of its constituents, key contextual factors stakeholders and
actors, and
• RO2: through better understanding of the industry, develop
recommendations for improvement, in line with Pakistan’s
national policy.
7. Setting the Context
• What is Marble Stone?
• Two sub-sectors (a) marble mining & (b) marble
processing
• Up to 70 % resource wastage due to poor mining
and processing technologies; exports are only 10%
of total production, $ 60 – 70 million losses per
year in exports only (SMEDA, 2007; IMS, 2007)
• Sector characterized by ‘low-technologies’
• ‘Non-dimensional’ stone extracted through
indiscriminate blasting
• One of Pakistan’s three SME-based industries with
‘new potential for growth’ (Zia, 2007)
• A sector characterized by competitive
disadvantage where policy/institutional actions
can have the greatest positive impact (WB, 2006)
The Marble Sector of North-West Pakistan
A Marble Mine Blocks being transported from mine
Non-dimensional block/stone being shifted in
processing factory using mechanical crane
8. Setting the Context
In order for the marble sector to improve and
prosper we need to find out and explain
how firms in the sector can innovate. What
is the current situation? How can things
improve? What needs to be done to reduce
wastage and increase profitability?
Improvement of the sector in
line with a regional development
agenda for the north-west
regions of Pakistan that seeks to
enhance local industries by
exploiting the area’s natural
resources.
A horizontal marble cutting machine
A worker operating on vertical cutter
A vertical marble cutting machine
Thin marble tiles Marble slabs used in flooring & stairs
Marble slab
with rough
edges
Mosaic
decorative
items
9. Reviewing Literature: The Approach
1. Placing Low-Tech (LT) on the Innovation Landscape
2. Developing the Conceptual Framework
3. Innovation in LT & LMT Sectors: Disciplinary Debates
and Key Insights
10. Reviewing Literature:
Placing Low-Tech on the Innovation Landscape
• Growing criticism of ‘high-tech myopia’ (von Tunzelmann & Acha, 2005)
• Even in developed countries low-tech (LT) and low- and medium-tech (LMT)
comprise dominant portion of the economy (more than 90% of growth output),
economic growth not possible only through HT innovation (Robertson et al. 2009;
Hirsch-Kriensen & Jacobson, 2008; Bender, 2004)
• LT (R&D intensity 0 – 0.9 %), LMT (R&D intensity 0.9 – 5 %); LT the ‘forgotten
sector’ (Hirsch-Kreinsen, 2008a)
• Innovation also possible in LT and LMT sectors; incremental product
improvements, customer focus, ‘optimisation’ of processing technologies, tacit &
experiential knowledge (Heidenreich, 2009), design, advance machinery, training,
external sources (Santamaria et al., 2009)
• LT sectors mostly comprise of SMEs, have incremental innovation, process
innovation more common (Hirsch-Kreinsen, 2008b)
11. • Difficult to develop conclusive list of innovation determinants; Innovation type,
industry sector, firm size & firm’s context main causes of variation; Process &
incremental innovation more common (Souitaris, 2002, 1999; Wolfe, 1994;
Pavitt et al., 1989)
• Various characteristics of owner/manager influence innovation indirectly
through mediating role of entrepreneurial processes within firm (Entrialgo et
al., 2000); more direct influence (Akgun et al., 2009); very limited insights on
individual-level as compared to firm-level and contextual determinants
• More studies needed from SI perspective to understand determinants (Edquist,
2005)
• Country-specific institutional frameworks affect labour markets thus influencing
relative affect of innovation determinants (Casper & Whitley, 2004)
• More research needed to understand role of institutions (Faulkner, 2009;
Malerba & Orsenigo, 1995)
Reviewing Literature:
Innovation in LT & LMT Sectors: Disciplinary
Debates & Key Insights
12. Reviewing Literature:
Developing the Conceptual Framework
• Innovation approaches; milieu, networks, clusters, systems (Todtling et al.
2009)
• Systems of Innovation (SI) – focus on relationships/interactions amongst
firms, other organizations & institutions; include determinants of innovation
including social, political, economic, institutional, organizational and other
factors (Edquist, 2005, 1997; Freeman, 1987)
• SI – National (NSI) (Nelson, 1993; Lundvall, 1992); Regional (RSI) (Asheim &
Gertler, 2005; Cooke, 2001, 1992); Sectoral (SSI) (Malerba, 2005, 2004,
2002; Breschi & Malerba, 1997)
• Sector: ‘a set of activities that are unified by some linked product groups for
a given or emerging demand and which share some common knowledge.
Firms in the sector have commonalities and at the same time are
heterogeneous’ (Malerba, 2005, pp. 385)
• Elements & Structure of SSI: Products, agents (firms & non-firms),
knowledge & learning processes, technologies, demand, institutions,
interactions (Malerba, 2004)
13. MAJOR LT & LMT SECTORS STUDIED
(Predominantly Manufacturing)
COUNTRY CONTEXTS
Agriculture, Food, Beverages, Chemical, Machinery and
Equipment, Pharmaceuticals, Building Materials, Biotechnology,
Semiconductor, Mineral (Metallic), Mineral (Non-Metallic), Steel,
Metal Packaging, Wood, Medical Equipment, Rubber, Leather,
Plastic, Paper, Food Machinery, Construction, Textile,
Electronics, Tobacco, Housing, Furniture, Ferrous Ore mining,
Non-Ferrous Ore Mining, Glass, Footwear, Printing/Publishing,
By-Products, Graphic Arts, Bedding Mattress, Mechanical
Engineering, Ceramic, Electronic Games, Games Software,
Integrated Circuit, Vehicles Equipment, Transport, Fertilizer,
Office Equipment
United Kingdom, Germany,
France, Belgium, Portugal,
Austria, Italy, Norway,
Sweden, the Netherlands,
Spain, Denmark, Finland,
Ireland, Greece, Australia,
USA, Canada, Brazil, Chile,
Mexico, China, Japan, Korea,
Taiwan, Turkey, India,
Kazakhstan, Vietnam,
Jamaica
o Many sectors studied including minerals.
o No exclusive research on marble.
o Dominant focus on developed country contexts (Europe, USA, Canada,
South America, Far East).
o Very limited work in developing country context.
Reviewing Literature:
Innovation in LT & LMT Sectors: Disciplinary
Debates & Key Insights
14. The Conceptual Framework
Sectoral System of Innovation (SSI)
SSI Elements SSI Structure (Interactions)
Firm Non-Firm
Knowledgebase Technologies
Learning ProcessesDemand Institutions
Firm Owner or Manager or
Entrepreneur
Representative of
Non-Firm Organization
Micro-Individual
Level
Micro-Individual
Level
Meso-Firm
Level
Meso-Firm
Level
Macro-Contextual
Level
Macro-Contextual
Level
Levels within
the Marble Sector
• Traditional SSI approach mainly focuses on firms &
their context
• Marble companies are small firms with limited resources
• Owner/manager a key individual
• Studying his role extremely important also in order to
have a better understanding of innovation
15. Why Sectoral System of Innovation (SSI)?
• Innovation at the centre of the system
• More holistic – includes wider array of determinants
• Focus on non-linear nature of innovation – an essential characteristic of LT
innovations, focus on interactions/relationships
• Greater focus on understanding role of institutions (national, regional, sectoral
components)
• Focus on ‘product groups’; Focus on firm
• Suitable for studying innovation within a sector or industry
• More flexible – ‘level of aggregation’ concept used to determine sector boundaries
& level of analysis applied by researcher (Malerba, 2004)
• Focuses on industry/sector-specific nature of technological regimes; appropriate
for studying innovation in LT/LMT sectors (Evangelista and Mastrostefano, 2006)
• Downside = neglect of entrepreneur/individual (Radosevic)
16. Deciding the Methodology & Methods
Case Study – Multiple (Two) Case Design (Embedded Type 4)
CONTEXT
Peshawar-Mohmand Sectoral System
Product groups, technologies,
knowledgebase, learning processes,
demand, institutions, non-firms,
interactions/relationships
CASE 1
PESHAWAR & MOHMAND AGENCY
Unit of Observation:
Owner/Manager/Entrepreneur
Embedded Unit of Analysis 1
‘Marble Mining Firm’
Embedded Unit of Analysis 2
‘Marble Processing Firm’
CONTEXT
Buner Sectoral System
Product groups, technologies,
knowledgebase, learning processes,
demand, institutions, non-firms,
interactions/relationships
CASE 2
BUNER
Unit of Observation:
Owner/Manager/Entrepreneur
Embedded Unit of Analysis 1
‘Marble Mining Firm’
Embedded Unit of Analysis 2
‘Marble Processing Firm’
A Marble Sector
Processing
Unit
Processing
Unit
Mining UnitMining Unit
Mining UnitMining Unit
Mining UnitMining Unit
SupplierSupplier
Intermediary
or
Middleman
Intermediary
or
Middleman
Public-oriented
Sector Support
Organization
Public-oriented
Sector Support
Organization
Private
Sector Support
Organization
Private
Sector Support
Organization
Mining UnitMining Unit
Other Stakeholder
Organization
Other Stakeholder
Organization
Processing
Unit
Processing
Unit Processing
Unit
Processing
Unit
Processing
Unit
Processing
Unit
SupplierSupplier
Intermediary
or
Middleman
Intermediary
or
Middleman
SupplierSupplier
Public-oriented
Sector Support
Organization
Public-oriented
Sector Support
Organization
17. Deciding the Methodology & Methods
Data Collection (using Case Study Protocol) & Analysis
PHASE
STATUSPreliminary Phase: Semi-structured In-depth Interviews (April – May 2009)
Sample & Number of Respondents (Purposive Sampling - Heterogeneous) Total, Location, Time/Interview
•Owner/Manager Processing Unit (4 Interviews; 2+2, Case1 & Case2)
•Owner/Manager Mining Unit (3 Interviews; 1+2, Case1 & Case2)
•Supplier & Middleman/Distributor (2 Interviews; 1 supplier+1 distributor for Case1&2)
•Sector Expert (1 Interview from consultant/academician)
•Representative of Support Organization (2 Interviews; 1 SMEDA, 1 PASDEC)
12 Interviews, Peshawar (Warsak
Rd., Industrial Estate, GT Road,
Cantonment, Hayatabad), Buner
(main city), Islamabad (main city)
(1 - 1.5 hrs)
Complete
Data Analysis – Step I: Create Case Study Database, Translate & Transcribe Interviews, Conduct Initial Analysis,
Inform & Formulate Structured Interviews & Questionnaires (June – December 2009)
Complete
Build-Up Phase: Questionnaires and Structured Interviews (January – March 2010)
Sample & Number of Respondents
(Purposive Sampling – Homogeneous within each Sub-sector)
Total, Location, Time/Interview
•Owner/Manager Processing Unit (35+35 Questionnaires, Case1 & Case2)
•Owner/Manager Mining Unit (6+12 Structured Interviews, Case 1 & Case
2)
70 Questionnaires, 18 Interviews
Peshawar (Warsak Rd., Industrial Estate, GT
Road), Buner (main city, Chamla & Sunigaram,
Dewanbaba, Karakar) (35 - 50 mins)
Complete
Data Analysis – Step II: Further Build Case Study Database, Conduct Data Analysis (April – July 2010) Complete
Closing Phase: Structured Interviews (August – September 2010)
Sample & Number of Respondents (Purposive Sampling – Heterogeneous) Total, Location, Time/Interview
Owner/Manager of Processing Unit (2 Interviews; 1+1. Case 1 & Case 2)
Owner/Manager of Mining Unit (1 Interview, Case 2)
Supplier/Middleman/Distributor (1 Interview)
Sector Expert (1 Interview)
6 Interviews, Peshawar (Warsak
Rd., Hayatabad, Cantonment),
Buner (main city)
(35 - 50 mins)
Complete
18. Deciding the Methodology & Methods
• Creating Codes (influence from Research Questions &
Conceptual Framework)
• Splitting and Splicing
• Descriptive Codes, assigning units of data, Pattern Coding
• Memos
Description Code Research Question
Existing Marble Product Ex-Prod RQ1.1.1
Existing Marble Process Ex-Proc RQ1.1.2
Product Innovation Prod-Inn RQ1.2.1
Marketing Innovation Mark-Inn RQ1.2.3
Informal Learning Process Inf-L-Proc RQ2.3.2
Formal institution Form-Inst RQ2.4.1
Interaction b/w firm & non-firm Int-F-NF RQ3.1
Individual Innovation Determinant Ind-Inn-Det RQ3.5.1
Firm Innovation Determinant F-Inn-Det RQ3.5.2
FORMAT OF CASE STUDY REPORT
CASE TITLE
1. Introduction
2. General Scenario in the Sector: Firm and non-firm context (RQ1.1)
I. Nature and types of products
II. Nature of production processes
III. Nature of marketing practices
IV. Nature of organizational structure
V. Role of stakeholder organizations
3. Existing Innovation Scenario in the Sector (RQ1.2)
I. Manifestations of innovation: Firm-context
4. The Sectoral System of Innovation: Elements
I. Role of Agents (RQ2.1)
A. Individuals & Firms
A1.Mining Units
A2. Processing Units
B. Non-Firms
B1.Suppliers
B2. Middlemen/Distributor
B3. Sector Support Organization
II. Nature of Knowledge and Technologies (RQ2.2)
III. Learning Processes (RQ2.3)
IV. Nature of Demand (RQ2.3)
V. Institutions and their role (RQ2.4)
5. The Sectoral System of Innovation: Structure
I. Interactions amongst Firms and Non-Firms (RQ3.1)
II. Interactions amongst Firms and Institutions (RQ3.2)
III. Interactions amongst Firms and Knowledge and Technologies (RQ3.3)
IV. Interactions amongst Firms and Learning Processes (RQ3.4)
V. Interactions amongst Firms and Demand (RQ3.4)
VI. Logic Models and Discussions (RQ3.1-RQ3.4)
6. Determinants of Innovation in the LT Sector: Categorization (RQ3.5) and
Relative Importance (RQ3.6)
I. Logic Models and Discussions (RQ3.5-3.6)
7. Concluding Thoughts
Example
(Yin, 2003; Miles & Huberman, 1994; Dey, 1993)
• Replication Logic
• Matrices & Networks, Logic Models
• Within-Case Displays
• Cross-Case Displays & Analysis
• Two Case Study Reports (Case 1 & 2)
19. Outcomes 1
• Dependence of processing sub-sector on mining sub-sector
• All characteristics of SSI (elements & structure) found in the marble sector
• Products: More than 20 main varieties of stone
• Mining Phase: Irregularly shaped boulders & blocks, cracks
• Processing Phase: Slabs, tiles, decorative items, mosaic, flooring
pebbles ‘chips’, poor quality (rough edges, small cracks)
• Processes: Mining – indiscriminate blasting, limited use of mechanized
extraction (loader & extractor), no wire cutting, no dimensional stone
extraction
• Processing – cranes for off-loading, vertical & horizontal cutters,
some gang saws, polishers
• Marketing: Most finished product does not meet international standards, focus
on domestic market, better understanding of local customer needs but not the
case for international markets, limited evidence of packaging & labelling
• Organization: typical small enterprise structure (mostly 1 owner/manager, 10-
12 employees, informal delegation of authority & responsibilities), leasing in the
case of mines
20. Outcomes 2
Zero R&D intensity
Context-specific manifestation of innovation
Incremental product & process innovation only, no significant
improvements (inline with LT sector characteristics)
Some marketing innovation, targeting new markets at
national level (mainly Punjab), no international focus
No innovation at firm’s organizational level
Innovation supplier-driven (in line with Pavitt’s taxonomy)
especially supply of modern technology, improved imported
machinery and better quality / dimensional raw marble
Process innovation strongly influencing product innovation
Innovation in mining sub-sector (excavation processes)
strongly influencing innovation in processing sub-sector,
importance of sub-sectoral linkages
21. Outcomes 3
Technology changes very slow within the sector, most technologies
in use since last 15-20 years
Knowledge search common at individual level (owner/manager) but
not at firm level
Technologies are spillovers from LMT sectors like locomotives
Weak absorptive capacity due to unskilled workers
Knowledge of domestic market only & not international market,
knowledge gained informally by learning about local customer’s
requirements/tastes
Incremental knowledge accumulation but formal on-job training
non-existent
Low knowledge appropriability as product too simple & easy to copy
by competitor
Technologies used with a priority for production efficiency,
compromise on product quality
23. •Risk-taking by owner/manager
•Innovations set by other businesses as examples to follow
•Skill-level and training of worker (s)
•Education and awareness of owner/manager
•Owner’s formal business experience
•Owner’s perception of and response to change
•Owner’s satisfaction level with current sales/business performance
•Owner’s focus on day-to-day survival versus long-term planning
•Owner’s perception about profitability of innovations
•Risk-taking by owner/manager
•Innovations set by other businesses as examples to follow
•Skill-level and training of worker (s)
•Education and awareness of owner/manager
•Owner’s formal business experience
•Owner’s perception of and response to change
•Owner’s satisfaction level with current sales/business performance
•Owner’s focus on day-to-day survival versus long-term planning
•Owner’s perception about profitability of innovations
•Stone/material wastage during blasting and cutting processes
•Locally manufactured machinery resulting in quality problems during processing
•Equipment/machinery maintenance
•Availability of finances and low profit margins
•Small size of business
•Nature of formal business planning and implementation
•Lack of ownership due to separation between mine lease holder and mine operator/manager
•Stone/material wastage during blasting and cutting processes
•Locally manufactured machinery resulting in quality problems during processing
•Equipment/machinery maintenance
•Availability of finances and low profit margins
•Small size of business
•Nature of formal business planning and implementation
•Lack of ownership due to separation between mine lease holder and mine operator/manager
•Nature of excavated marble (dimensional vs. irregularly shaped stone blocks)
•Uniqueness of marble stone varieties
•Nature of linkages among mining and processing sub-sectors/firms
•Availability or otherwise of machinery (local and/or imported) and with features that
allow flexibility in product designs
•Quality of available machinery components such as blades, cutters, others
•Presence of experts/technicians in the market who can install machinery properly
•Infrastructure support such as electricity, roads
•Leasing and loan services from banks and other organizations
•Quality issues with excavated stone (impurities, hardness)
•Transportation costs of shipping stones from mines to processing units
•Cost of fuel for mining units and electricity/taxes for processing units
•Nature of excavated marble (dimensional vs. irregularly shaped stone blocks)
•Uniqueness of marble stone varieties
•Nature of linkages among mining and processing sub-sectors/firms
•Availability or otherwise of machinery (local and/or imported) and with features that
allow flexibility in product designs
•Quality of available machinery components such as blades, cutters, others
•Presence of experts/technicians in the market who can install machinery properly
•Infrastructure support such as electricity, roads
•Leasing and loan services from banks and other organizations
•Quality issues with excavated stone (impurities, hardness)
•Transportation costs of shipping stones from mines to processing units
•Cost of fuel for mining units and electricity/taxes for processing units
•Access (direct/indirect) to national & international markets
•Awareness & knowledge of international customer preference
•Nature of product demand in local market (stagnant vs. dynamic)
•Demand for substitutes like ceramic & porcelain products
•Demand for marble products from Balochistan region of Pakistan
& China in national & international markets
•Access (direct/indirect) to national & international markets
•Awareness & knowledge of international customer preference
•Nature of product demand in local market (stagnant vs. dynamic)
•Demand for substitutes like ceramic & porcelain products
•Demand for marble products from Balochistan region of Pakistan
& China in national & international markets
•Role of marble support organizations (government & private sector)
•Role of marble union or association
•Interactions among firms, non-firms & formal institutions
•Market distortion due to presence of non-professional individuals
•Geographical location of business and distance from markets
•Nature of informal institutions (collectivist culture, social pressures, tribal social system)
•Complexity of banks’ lending procedures
•Exploitative role of middlemen fetching greater profit margins
•Nature of application of formal institutional frameworks by government regulatory bodies
•Uncertainty about law & order, economic situation & government credibility
•Role of marble support organizations (government & private sector)
•Role of marble union or association
•Interactions among firms, non-firms & formal institutions
•Market distortion due to presence of non-professional individuals
•Geographical location of business and distance from markets
•Nature of informal institutions (collectivist culture, social pressures, tribal social system)
•Complexity of banks’ lending procedures
•Exploitative role of middlemen fetching greater profit margins
•Nature of application of formal institutional frameworks by government regulatory bodies
•Uncertainty about law & order, economic situation & government credibility
Micro-Individual Level
Meso-Firm Level
Macro-Contextual Level
Others
Demand-oriented
Supply-oriented
*Internal
Determinants
*Contextual
Determinants
Schematically
87 Determinants (46 processing, 41 mining) of LT
Innovation in marble sector of north-west Pakistan
*Becheikh et al. (2006)
24. Continuing…
• At the micro-level, no overarching climate for innovation in the
industry in the community of firm owners; though entrepreneurial
individuals can be influential, overall, there is a lack of role models
• At the meso-level, limited and informal interactions between firms
in relation to knowledge and learning processes
• Meso-micro interactions between individuals and firms are role-
dominated, often with weak connections between investment in
innovation and reward
• At the macro-level, weak institutions combined with sector support
organisations with a lack of trust, direction and purpose within a
conflictual region result in non-existent access to international
markets
• Macro-meso interactions result in the inability of firms to trigger
new demand and weak knowledge creation and learning.
25. Conclusion
• The concept of innovation in a low-technology sector has been
poorly understood especially within the context of a developing
country
• This research addresses the lack of an exclusive and all-encompassing
SSI perspective that focuses on innovation in a low-technology sector
and integrates conceptual/theoretical aspects of SSI with empirical
work conducted in a developing country
• The SSI approach has traditionally focused on the role of firms and
their context explained through sectoral elements and structure.
However, the understanding of sectoral structures is still weak. Also,
using micro-meso-macro framework this research brings into focus
not just the role of firms and context but also the role of individual
within firm (a key component of small firms that has been ignored) in
influencing LT innovation