1. Creativity is the underlying process that enables innovation through the generation of new ideas. Innovation can originate from individuals, firms, universities, government research, and collaborative networks between these organizations.
2. Firms are a primary driver of innovation through their research and development activities. However, firms often collaborate externally with customers, suppliers, universities and other organizations to access a wider range of knowledge and resources.
3. The most significant source of innovation comes from collaborative networks that leverage the combined capabilities and resources across multiple organizations or individuals. These networks are especially important in high-technology sectors.
SOURCE OF INNOVATION Schilling Chapter 2celsa bella
Innovation is The practical implementation of an idea into a new device or process. Innovation can arise from many different sources. It can originate with individuals, as in the familiar image of the lone inventor or users who design solutions for their own needs.
SOURCE OF INNOVATION Schilling Chapter 2celsa bella
Innovation is The practical implementation of an idea into a new device or process. Innovation can arise from many different sources. It can originate with individuals, as in the familiar image of the lone inventor or users who design solutions for their own needs.
define of creativity ,define of innovation ,types of innovation ,processes of innovation , source of innovation .importance of innovation ,risk involved in innovation
Defining Innovation
Importance Of Innovation
Misconceptions
Types of Innovations
Information And Communications Technology
The Role of ICT
Rapid Evolution of ICT
*Exposições de Walter Bender, diretor executivo do Media Lab MIT, e David
Cavallo, pesquisador do Media Lab e diretor do grupo de investigação sobre o
"Futuro do Aprendizado" -- Instituto Fernando Henrique Cardoso, 01/06/2005,
NAE, 07/06/2005*
Innovation is a wellspring of growth (Romer, P.M. 1987). Although innovation itself is a
continuous process for producing new ideas, productions, services and tools, conducting
innovation is highly environment-dependent or platform-dependent (Ping Lan, 2004). The rapid
development of information technology forces environments to change at a great speed that also
makes great changes to innovation itself in the digital-business environment. Given this
background, this paper is an attempt at examining the great changes to innovation brought by
information and technology, especially the Internet. Therefore, we put forward a new innovation
platform: E-innovation. In this paper, we discuss the definition, management, application of Einnovation;
we provide a five-D architectural framework of E-innovation; we also present an
example on the application of E-innovation and drive recommendation for E-innovation based on
research available.
Devops and Intentional Emergence - Velocity Conferencejstogdill
Presented at Velocity Conference in September in New York City.
The information age is replacing the industrial age and corporations are going through changes as big as their original adoption of bureaucracy as an organizing principle.
This talk describes the notion of "Intentional Emergence" in a corporate setting. The idea that managers and technologists should create conditions for emergent outcomes rather than always focusing on the outcome itself.
DevOps and other mechanisms for a more dynamic IT culture are important to this end.
Openness to new ideas, freedom from investigation of operation, and promotion and pay based on merit encourage entrepreneurship.
Excessive regulation, rigid hierarchy, lack of freedom, and excess control discourage entrepreneurship.
HBR's 10 must reads on Innovation. The author is Peter Drucker, the founder of modern management. The most innovative business ideas come from methodically analyzing seven areas of opportunity. You have to identify the opportunity and need a leap of imagination to arrive at the right response.
User innovation: learning from creative consumersIan McCarthy
Users have long been identified as important sources of innovation. This includes innovations from intermediate users (i.e., when companies are the users) and consumer users (i.e., when individuals who are users). In this talk I will introduce one particular type of innovating consumer user – the creative consumer. These are individuals who adapt, modify and hack existing propriety offerings, as opposed to creating completely new products. Then, together we will explore the characteristics of different examples of creative consumers and examine how companies can identify, acquire and leverage the innovation-related knowledge produced by such users.
Social innovation refers to new strategies, concepts, ideas, and organizations that extend and strengthen civil society or meet societal needs of all kinds—from working conditions and education to community development and health.
Esteve almirall esade business school innovation policy -digitalsocialeu
Presentation by Esteve Almirall, Esade Business School, on how policy can support digital social innovation (DSI). Presented at February 3rd 2014 DSI workshop in Brussels.
Big Bang Disruptions throw many enterprises out of business. Enterprises need to have a strategy to face these disruptive innovations. In this presentation we will go over some such disruptive innovations happened in the past to understand what it is and how some companies have faced these disruptions successfully. We sill also have a look at some of the potential disruptive technologies that are in the making.
This presentation was first delivered at the Monthly Meeting of ISACA, Chennai Chapter.
Getting an Inside Look: Given Imaging’s Camera Pilla
Gavriel Iddan was an electro-optical engineer at Israel’s Rafael Armament Development Authority, the Israeli authority for development of weapons and military technology.
Getting an Inside Look: Given Imaging’s Camera Pilla
Gavriel Iddan was an electro-optical engineer at Israel’s Rafael Armament Development Authority, the Israeli authority for development of weapons and military technology. One of Iddan’s projects was to develop the “eye” of a guided missile, which leads the missile to its target. In 1981, Iddan traveled to Boston on sabbatical to work for a company that produced X-ray tubes and ultrasonic probes. While there, he befriended a gastroenterologist (a physician who focuses on digestive diseases) named Eitan Scapa. During long conversations in which each would discuss his respective field, Scapa taught Iddan about the technologies used to
view the interior lining of the digestive system. Scapa pointed out that the existing technologies had a number of significant limitations, particularly with respect to viewing the small intestine.b The small intestine is the locale of a number of serious disorders. In the United States alone, approximately 19 million people suffer from disorders in the small intestine (including bleeding, Crohn’s disease, celiac disease, chronic diarrhea, irritable bowel syndrome, and small bowel cancer)
define of creativity ,define of innovation ,types of innovation ,processes of innovation , source of innovation .importance of innovation ,risk involved in innovation
Defining Innovation
Importance Of Innovation
Misconceptions
Types of Innovations
Information And Communications Technology
The Role of ICT
Rapid Evolution of ICT
*Exposições de Walter Bender, diretor executivo do Media Lab MIT, e David
Cavallo, pesquisador do Media Lab e diretor do grupo de investigação sobre o
"Futuro do Aprendizado" -- Instituto Fernando Henrique Cardoso, 01/06/2005,
NAE, 07/06/2005*
Innovation is a wellspring of growth (Romer, P.M. 1987). Although innovation itself is a
continuous process for producing new ideas, productions, services and tools, conducting
innovation is highly environment-dependent or platform-dependent (Ping Lan, 2004). The rapid
development of information technology forces environments to change at a great speed that also
makes great changes to innovation itself in the digital-business environment. Given this
background, this paper is an attempt at examining the great changes to innovation brought by
information and technology, especially the Internet. Therefore, we put forward a new innovation
platform: E-innovation. In this paper, we discuss the definition, management, application of Einnovation;
we provide a five-D architectural framework of E-innovation; we also present an
example on the application of E-innovation and drive recommendation for E-innovation based on
research available.
Devops and Intentional Emergence - Velocity Conferencejstogdill
Presented at Velocity Conference in September in New York City.
The information age is replacing the industrial age and corporations are going through changes as big as their original adoption of bureaucracy as an organizing principle.
This talk describes the notion of "Intentional Emergence" in a corporate setting. The idea that managers and technologists should create conditions for emergent outcomes rather than always focusing on the outcome itself.
DevOps and other mechanisms for a more dynamic IT culture are important to this end.
Openness to new ideas, freedom from investigation of operation, and promotion and pay based on merit encourage entrepreneurship.
Excessive regulation, rigid hierarchy, lack of freedom, and excess control discourage entrepreneurship.
HBR's 10 must reads on Innovation. The author is Peter Drucker, the founder of modern management. The most innovative business ideas come from methodically analyzing seven areas of opportunity. You have to identify the opportunity and need a leap of imagination to arrive at the right response.
User innovation: learning from creative consumersIan McCarthy
Users have long been identified as important sources of innovation. This includes innovations from intermediate users (i.e., when companies are the users) and consumer users (i.e., when individuals who are users). In this talk I will introduce one particular type of innovating consumer user – the creative consumer. These are individuals who adapt, modify and hack existing propriety offerings, as opposed to creating completely new products. Then, together we will explore the characteristics of different examples of creative consumers and examine how companies can identify, acquire and leverage the innovation-related knowledge produced by such users.
Social innovation refers to new strategies, concepts, ideas, and organizations that extend and strengthen civil society or meet societal needs of all kinds—from working conditions and education to community development and health.
Esteve almirall esade business school innovation policy -digitalsocialeu
Presentation by Esteve Almirall, Esade Business School, on how policy can support digital social innovation (DSI). Presented at February 3rd 2014 DSI workshop in Brussels.
Big Bang Disruptions throw many enterprises out of business. Enterprises need to have a strategy to face these disruptive innovations. In this presentation we will go over some such disruptive innovations happened in the past to understand what it is and how some companies have faced these disruptions successfully. We sill also have a look at some of the potential disruptive technologies that are in the making.
This presentation was first delivered at the Monthly Meeting of ISACA, Chennai Chapter.
Getting an Inside Look: Given Imaging’s Camera Pilla
Gavriel Iddan was an electro-optical engineer at Israel’s Rafael Armament Development Authority, the Israeli authority for development of weapons and military technology.
Getting an Inside Look: Given Imaging’s Camera Pilla
Gavriel Iddan was an electro-optical engineer at Israel’s Rafael Armament Development Authority, the Israeli authority for development of weapons and military technology. One of Iddan’s projects was to develop the “eye” of a guided missile, which leads the missile to its target. In 1981, Iddan traveled to Boston on sabbatical to work for a company that produced X-ray tubes and ultrasonic probes. While there, he befriended a gastroenterologist (a physician who focuses on digestive diseases) named Eitan Scapa. During long conversations in which each would discuss his respective field, Scapa taught Iddan about the technologies used to
view the interior lining of the digestive system. Scapa pointed out that the existing technologies had a number of significant limitations, particularly with respect to viewing the small intestine.b The small intestine is the locale of a number of serious disorders. In the United States alone, approximately 19 million people suffer from disorders in the small intestine (including bleeding, Crohn’s disease, celiac disease, chronic diarrhea, irritable bowel syndrome, and small bowel cancer)
Gavriel Iddan was an electro-optical engineer at Israel’s Rafael Armament Development Authority, the Israeli authority for development of weapons and military technology. One of Iddan’s projects was to develop the “eye” of a guided missile, which leads the missile to its target.
In 1981, Iddan traveled to Boston on sabbatical to work for a company that produced X-ray tubes and ultrasonic probes. While there, he befriended a gastroenterologist (a physician who focuses on digestive diseases) named Eitan Scapa.
Re|Imagine: Improving the Productivity of Federally Funded University ResearchEd Morrison
Federally funded university research provides a backbone to the US economy. But how can we improve the productivity of this research? The first step: move away from the simplistic linear model of commercialization. Second step: Embrace the new disciplines of agile strategy and ecosystems.
[Case Study] CSI and fingerprinting case study and discussion assignmentRiri Kusumarani
Case study about CSI and genetic fingerprinting. I didn't do discussion part, only 2-3 number of case study. Group members : Meena Kumari, Olusola and Riri Kusumarani
Open Knowledge Regime for an Innovation Economy. MyGOSSCON 2008. Dr. Jaijit Bhattacharya
Country Director, Government Strategy,
SUN Microsystems Malaysia
Innovation can arise from many different sources. It can originate with individuals, as in the familiar image of the lone inventor or users who design solutions for their own needs. Innovation can also come from the research efforts of universities, government laboratories and incubators, or private nonprofit organizations. One primary engine of innovation is firms. Firms are well suited to innovation activities because they typically have greater resources than individuals and a management system to marshal those resources toward a collective purpose. Firms also face strong incentives to develop differentiating new products and services, which may give them an advantage over nonprofit or government-funded entities.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
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1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
3. Getting an Inside Look: Given Imaging’s Camera Pilla
Gavriel Iddan was an electro-optical engineer at Israel’s Rafael Armament Development Authority, the Israeli authority for development of weapons
and military technology. One of Iddan’s projects was to develop the “eye” of a guided missile, which leads the missile to its target. In 1981, Iddan
traveled to Boston on sabbatical to work for a company that produced X-ray tubes and ultrasonic probes. While there, he befriended a
gastroenterologist (a physician who focuses on digestive diseases) named Eitan Scapa. During long conversations in which each would discuss his
respective field, Scapa taught Iddan about the technologies used to
view the interior lining of the digestive system. Scapa pointed out that the existing technologies had a number of significant limitations, particularly
with respect to viewing the small intestine.b The small intestine is the locale of a number of serious disorders. In the United States alone,
approximately 19 million people suffer from disorders in the small intestine (including bleeding, Crohn’s disease, celiac disease, chronic diarrhea,
irritable bowel syndrome, and small bowel cancer)
4. Furthermore, the nature of the small intestine makes it a difficult place to diagnose and treat such disorders. The small
intestine (or “small bowel”) is about 5 to 6 meters long in a typical person and is full of twists and turns. X-rays do not
enable the physician to view the lining of the intestine, and endoscopes (small cameras attached to long, thin, flexible
poles) can reach only the first third of the small intestine and can be quite uncomfortable for the patient. The remaining
option, surgery, is very invasive and can be impractical if the physician does not know which part of the small intestine
is affected. Scapa thus urged Iddan to try to come up with a better way to view the small intestine, but at that time Iddan
had no idea how to do it. Ten years later, Iddan visited the United States again, and his old friend Scapa again inquired
whether there was a technological solution that would provide a better solution for viewing the small intestine. By this
time, very small image sensors— charge-coupled devices (CCDs)—had been developed in the quest to build small
video cameras. Iddan wondered if perhaps it would be possible to create a very small missile-like device that could
travel through the intestine without a lifeline leading to the outside of the body. Like the missiles Iddan developed at
Rafael, this device would have a camera “eye.” If the device were designed well, the body’s natural peristaltic action
would propel the camera through the length of the intestine.
A View to the Future . . .
Colonoscopy was the largest category of the endoscopy market—in the United States alone, 14 million patients undergo
colonoscopy a year, and it was believed that even more people would undergo screening if screening were more
comfortable. Given thus had the potential of growing market. As of 2015, the U.S. approval for the Pillcam COLON was
limited to “patients who had undergone incomplete colonoscopies,” citing some results that indicated that the pictures
from the camera pill were less clear than traditional colonoscopy. Many in the industry, however, suspected that the
camera pill would eventually supplant all traditional colonoscopy. In February of 2014, Dublin-based medical device
maker Covidien had acquired Given Imaging for roughly $860 millioni, and then in early 2015, medical equipment giant
Medtronic acquired Covidien for $49.9 billion.j Given would now have access to much greater capital resources and
larger (and more geographically distributed) salesforces—if it could continue to get its Pillcams approved for more
applications and in more countries, it was positioned to transform the market for gastrointestinal endoscopy.
5. OVERVIEW
Innovation can arise from many different sources. It can originate with individuals, as in the familiar image of the lone
inventor or users who design solutions for their own needs. Innovation can also come from the research efforts of universities,
government laboratories and incubators, or private nonprofit organizations. One primary engine of innovation is firms. Firms
are well suited to innovation activities because they typically have greater resources than individuals and a management system
to marshal those resources toward a collective purpose. Firms also face strong incentives to develop differentiating new
products and services, which may give them an advantage over nonprofit or government-funded entities. An even more
important source of innovation, however, does not arise from any one of these sources, but rather the linkages between them.
Networks of innovators that leverage knowledge and other resources from multiple sources are one of the most powerful agents
of technological advance.1 We can thus think of sources of innovation as composing a complex system wherein any particular
innovation may emerge primarily from one or more components of the system or the linkages between them
(see Figure 2.1). In the sections that follow, we will first consider the role of creativity as the underlying process for the
generation of novel and useful ideas. We will then consider how creativity is transformed into innovative outcomes by the
separate components of the innovation system (individuals, firms, etc.), and through the linkages between different components
(firms’ relationships with their customers, technology transfer from universities to firms, etc.).
CREATIVITY
Innovation begins with the generation of new ideas. The ability to generate new and useful ideas is termed
creativity. Creativity is defined as the ability to produce work that is useful and novel. Novel work must be different
from work that has been previously produced and surprising in that it is not simply the next logical step in a series
of known solutions.2 The degree to which a product is novel is a function both of how different it is from prior work
(e.g., a minor deviation versus a major leap) and of the audience’s prior experiences.3 A product could be novel to
the person who made it, but known to most everyone else. In this case, we would call it reinvention. A product could
be novel to its immediate audience, yet be well known somewhere else in the world. The most creative works are
novel at the individual producer level, the local audience level, and the broader societal level.4
6. .
As the previous sections indicate, there is a growing recognition of the importance of collaborative research and development networks for successful
innovation.40 Such collaborations include (but are not limited to) joint ventures, licensing and secondsourcing agreements, research associations, government-
sponsored joint research programs, value-added networks for technical and scientific interchange, and informal networks.41 Collaborative research is especially
important in high-technology sectors, where it is unlikely that a single individual or organization will possess all of the resources and capabilities necessary to
develop and implement a significant innovation.42 As firms forge collaborative relationships, they weave a network of paths between them that can act as conduits
for information and other resources. By providing member firms access to a wider range of information (and other resources) than individual firms possess,
interfirm networks can enable firms to achieve much more than they could achieve individually.43 Thus, interfirm networks are an important engine of innovation.
Furthermore, the structure of the network is likely to influence the flow of information and other resources through the network. For example, in a dense network
where there are many potential paths for information to travel between any pair of firms, information diffusion should be fairly rapid and widespread.
Figure 2.6 provides pictures of the worldwide technology alliance network in 1995 and in 2000.44 The mid-1990s saw record peaks in
alliance activity as firms scrambled to respond to rapid change in information technologies. This resulted in a very large and dense web of connected
firms. The network shown here connects 3,856 organizations, predominantly from North America, Japan, and Europe. However, there was a
subsequent decline in alliance activity toward the end of the decade that caused the web to diminish in size and splinter apart into two large
components and many small components. The large component on the left is primarily made up of organizations in the chemical and medical
industries. The large component on the right is primarily made up of organizations in electronics-based industries. If the size
and density of the collaboration network influences the amount of information available to organizations that are connected via the network, then the
difference between the network shown for 1995 and the network shown for 2000 could have resulted in a substantial change in the amount of
information that was transmitted between firms. (The strategic implications for a firm’s position within the network are discussed in
Chapter Eight.)
7. 1. Creativity is the underlying process for innovation. Creativity enables individuals and organizations to generate
new and useful ideas. Creativity is considered a function of intellectual abilities, knowledge, thinking styles,
personality traits, intrinsic motivation, and environment.
2. Innovation sometimes originates with individual inventors. The most prolific
inventors tend to be trained in multiple fields, be highly curious, question previously made assumptions, and view
all knowledge as unified. The most wellknown inventors tend to have both inventive and entrepreneurial traits.
3. Innovation can also originate with users who create solutions to their own needs. The rise of the snowboarding
industry provides a rich example.
4. Firms’ research and development is considered a primary driver of innovation. In the United States, firms
spend significantly more on R&D than government institutions spend on R&D, and firms consider their in-house
R&D their most important source of innovation.
5. Firms often collaborate with a number of external organizations (or individuals) in their innovation activities.
Firms are most likely to collaborate with customers, suppliers, and universities, though they also may collaborate
with competitors, producers of complements, government laboratories, nonprofit organizations, and other
research institutions.
6. Many universities have a research mission, and in recent years universities have become more active in setting
up technology transfer activities to directly commercialize the inventions of faculty. Universities also contribute
to innovation through the publication of research findings.
8. Next……
7. Government also plays an active role in conducting research and development (in its own laboratories), funding
the R&D of other organizations, and creating institutions to foster collaboration networks and to nurture start-ups
(e.g., science parks and incubators). In some countries, government-funded research and development exceeds that
of industry-funded research.
8. Private nonprofit organizations (such as research institutes and nonprofit hospitals) are another source of
innovation. These organizations both perform their own R&D and fund R&D conducted by others.
9. Probably the most significant source of innovation does not come from individual organizations or people, but
from the collaborative networks that leverage resources and capabilities across multiple organizations or
individuals. Collaborative networks are particularly important in high-technology sectors.
10. Collaboration is often facilitated by geographical proximity, which can lead to regional technology clusters.
11. Technology spillovers are positive externality benefits of R&D, such as when the knowledge acquired through
R&D spreads to other organizations.