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Commercialisation and innovation strategy in small firms : learning to manage uncertainty / / Tim Mazzarol [and five others]
| Commercialisation and innovation strategy in small firms : learning to manage uncertainty / / Tim Mazzarol [and five others] |
| Autore | Mazzarol Tim <1957-> |
| Pubbl/distr/stampa | Singapore : , : Springer, , [2022] |
| Descrizione fisica | 1 online resource (506 pages) |
| Disciplina | 658.022 |
| Soggetto topico |
Small business - Management
Small business - Technological innovations - Management Commercialism |
| ISBN | 981-19-2651-4 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Intro -- Preface -- Reference -- Contents -- About the Authors -- List of Figures -- List of Tables -- 1 Innovation and Commercialisation in Small Firms -- 1.1 Introduction -- 1.1.1 The Research Questions Guiding the Study -- 1.2 What Are Small Firms? -- 1.2.1 The Problems of Definition -- 1.2.2 The Challenge of Defining the Innovative Small Firm -- 1.2.3 Developing a Framework for the Definition of an Innovative Small Firm -- 1.3 Understanding the Reality of Commercialisation in Small Firms -- 1.3.1 Defining Commercialisation -- 1.3.2 How Do Small Firms Engage in Commercialisation? -- 1.4 The Role of Innovative Small Firms Within National Innovation Systems -- 1.4.1 How Much Do Small Firms Contribute to the NIS? -- 1.5 Conclusions -- Bibliography -- 2 Conceptual Foundations of the Book -- 2.1 Introduction -- 2.2 The Conceptual Frameworks Surrounding the Innovative Small Firm -- 2.2.1 The Concept of Innovation Rent -- 2.2.2 Risk, Uncertainty, Quasi Rents, Entrepreneurial Rents -- 2.2.3 The Innovation Rent Typology -- 2.2.4 The Characteristics of the Innovation -- 2.2.5 Innovation Adoption and Diffusion-Customers' Perception of Value -- 2.2.6 Innovation Adoption and Diffusion-Supplier and Customer Bargaining Power -- 2.2.7 Innovation Adoption and Diffusion-Substitution Threats and Risk -- 2.2.8 Strategic Decisions and Alliances in the Commercialisation Pathway -- 2.3 A Systematic Review of the Commercialisation Literature -- 2.3.1 Leximancer Analysis of the Literature -- 2.3.2 Summary of the Findings from the Literature Review -- 2.3.3 Overall Conclusions From the Literature Review -- 2.4 An International Survey of Innovative Small Firms -- 2.4.1 Assessing Commercialisation Readiness -- 2.4.2 Overall Summary of the Survey Findings -- 2.5 Case Studies of Innovative Small Firms -- 2.5.1 Ethique -- 2.5.2 Live Technologies -- 2.5.3 Manta5.
2.5.4 Martinot SA -- 2.5.5 Memphasys Ltd. -- 2.5.6 Rocket Lab -- 2.5.7 Scanalyse Pty Ltd. -- 2.5.8 Skin Elements Ltd. -- 2.5.9 THINKSMART -- 2.6 Conclusions -- Bibliography -- 3 The Decision to Innovate -- 3.1 Introduction -- 3.2 Prior Research into Factors Influencing the Decision to Innovate -- 3.2.1 Sources of Innovation -- 3.2.2 Factors Influencing the Decision to Innovate -- 3.3 The Influence of Antecedent Factors on Commercialisation -- 3.3.1 The Role of Knowledge -- 3.3.2 The Role of Absorptive Capacity -- 3.3.3 The Role of Senior Management, Prior Experience, and Entrepreneurial Cognition -- 3.4 Cross Case Comparison of Innovation Decision Making with Three ISFs -- 3.4.1 Company-Specific Dimensions -- 3.4.2 Contextual Factors Influencing the Decision to Innovate -- 3.4.3 Innovation Specific Factors Influencing the Decision to Innovate -- 3.5 Knowledge, Absorptive Capacity, and Entrepreneurial Cognition -- 3.5.1 Skin Elements Limited -- 3.5.2 Scanalyse Pty Ltd. -- 3.5.3 Live Technologies Pty Ltd. -- 3.6 Conclusions -- Bibliography -- 4 Screening Opportunities -- 4.1 Introduction -- 4.2 Opportunity Screening Within the Entrepreneurial Process -- 4.2.1 The Opportunity Assessment Decision -- 4.2.2 The Entrepreneurial Entry Decision -- 4.2.3 The Exploiting Opportunities Decision -- 4.2.4 The Entrepreneurial Exit Decision -- 4.2.5 Biases, Heuristics, Manager Characteristics and Environmental Influences -- 4.2.6 The Role of Entrepreneurial Orientation -- 4.3 Opportunity Screening as a Systematic Process -- 4.3.1 Fuzzy Front End (FFE) Analysis -- 4.3.2 New Concept Development (NCD) -- 4.3.3 New Product Development Process -- 4.3.4 The Stage-Gate® Model -- 4.3.5 Customer Development Process -- 4.4 Opportunity Screening Using NPD Tools and Techniques -- 4.4.1 Voice of the Customer (VOC) Research and QFD House of Quality. 4.4.2 Product Definition Framework -- 4.4.3 KANO Model Analysis -- 4.4.4 VOC CAGE Model Analysis -- 4.4.5 Product-Technology Road-Mapping -- 4.5 Innovation Rent Analysis -- 4.5.1 The Role of the Innovation Rent Analysis in Opportunity Screening -- 4.5.2 Commercialisation Experience and Opportunity Screening -- 4.6 Case Study Opportunity Screening in THINKSMART -- 4.6.1 Background to the THINKSMART Case -- 4.6.2 Entrepreneurial Leadership -- 4.6.3 Opportunity Screening Using a Heuristic Framework -- 4.6.4 The Role of Strategic Alliances in Opportunity Screening -- 4.6.5 Lessons from the THINKSMART Case -- 4.7 Conclusions -- Bibliography -- 5 The Business Model and Innovation Strategy -- 5.1 Introduction -- 5.2 Business Model Theory and Commercialisation -- 5.2.1 The Evolution of Business Model Theory -- 5.2.2 The Business Model Functions -- 5.2.3 The Business Model Elements -- 5.3 Business Models Reflect Strategy -- 5.4 Business Models and Entrepreneurial Ventures -- 5.4.1 Designing a New Business Venture -- 5.4.2 Commercialisation Pathways for ISFs -- 5.5 Case Studies of ISF Business Models and Commercialisation -- 5.5.1 Designing a New Business Venture: The Manta5 Story -- 5.5.2 Operationalising the Venture Growth Phase: The Ethique Story -- 5.5.3 Reviewing Business Performance: The Rocket Lab Story -- 5.6 Cross-Case Comparison of the Three Business Models and Lessons Learnt -- 5.7 Conclusions and Future Directions -- 5.7.1 Further Research Questions -- 5.7.2 Implications for Policy and Practice -- Bibliography -- 6 Managing Uncertainty -- 6.1 Introduction -- 6.2 Risk Management -- 6.2.1 The Notions of Risk and Uncertainty -- 6.2.2 Risk Management in Small Firms -- 6.3 Absorptive Capacity and the Management of Risk -- 6.3.1 Proximity Effects, Biases, Heuristics, and the Law of Small Numbers -- 6.3.2 Informality in Risk Management Within Small Firms. 6.3.3 Resource Scarcity and Associated Risk -- 6.4 Commercialisation and the Management of Risk and Uncertainty -- 6.4.1 Navigating Uncertainty in the NPD, Commercialisation Process -- 6.4.2 Developing a Risk Management Planning Process -- 6.4.3 Managing Risk Within the NPD Process -- 6.5 Perceived Risk and Uncertainty Amongst ISFs -- 6.5.1 Perceived Market Risk and Uncertainty -- 6.5.2 Perceived Innovation Management Risk and Uncertainty -- 6.5.3 Perceived Resource Risk and Uncertainty -- 6.5.4 Perceived Strategic Management Risk and Uncertainty -- 6.6 Conclusions and Lessons Learnt -- 6.6.1 Lessons for Business Practice -- 6.6.2 Lessons for Innovation Policy -- 6.6.3 Lessons for Future Research -- Bibliography -- 7 Building Capabilities -- 7.1 Introduction -- 7.2 Growth, Innovation and Scaling-Up the Innovative Small Firm -- 7.3 Theories of Business Growth Within Small Firms -- 7.3.1 The Importance of the Owner-Manager -- 7.4 The Process of Managing Growth Within Small Firms -- 7.5 Navigating the Commercialisation Pathway in the Growth Process -- 7.5.1 How Should ISF NPD Success Be Measured? -- 7.5.2 What Business Planning Should ISFs Use in NPD? -- 7.5.3 What Competitive Market Positions Should ISFs Use in Commercialisation? -- 7.5.4 What Does the Firm's Relationship with Its Leading Customers Have on Success? -- 7.5.5 Do ISFs Follow Common Growth Paths? -- 7.6 Knowledge Management, Organisational Learning, and Resource Scarcity -- 7.6.1 Knowledge Management -- 7.6.2 Organisational Learning -- 7.6.3 Managerial Competence -- 7.6.4 Resource Scarcity -- 7.6.5 Strategic Networks and Complementary Actors -- 7.7 Case Studies of Capability Building Within ISFs -- 7.7.1 Skin Elements-Natural Organic Sunscreens, Skin Care and Antiviral Solutions -- 7.7.2 Scanalyse-Applying 3D Spatial Models to the Mining Sector. 7.7.3 Live Technologies-Digital Camera Technology to Enhance Dynamic Range -- 7.8 Cross Case Analysis of ISF Capability Building -- 7.8.1 Assessment of the Anticipated (Potential) Innovation Rent -- 7.8.2 Navigating with the Innovation Diagnostic Diamond -- 7.9 Applying a Model of Entrepreneurial Innovation Value (EIV) -- 7.9.1 Findings from the Three Cases and the EIV Model -- 7.9.2 Conclusion and Lessons Learnt -- 7.9.3 Addressing the Research Questions -- 7.9.4 The Lessons of the EIV Model -- Bibliography -- 8 Strategic Alliances for Commercialisation -- 8.1 Introduction -- 8.2 Strategic Alliance Theory and Commercialisation -- 8.2.1 Definition and Types of Strategic Alliances -- 8.2.2 Motives for Strategic Alliance Formation -- 8.2.3 Obtaining Resources for Commercialisation from Strategic Alliances -- 8.3 Strategic Alliance Management Processes -- 8.3.1 Strategic Alliance Partner Identification and Selection Processes -- 8.3.2 Developing and Negotiating Strategic Alliance Agreements and Contracts -- 8.4 Management Oversight and Control of Strategic Alliances -- 8.5 Termination of Strategic Alliances -- 8.6 Case Study: Memphasys Limited (MEM)-Commercialisation of Felix -- 8.6.1 Strategic Alliance Types and Resources-MEM Case -- 8.6.2 Strategic Alliance Management Processes-MEM Case -- 8.6.3 Case Discussion and Lessons Learnt -- 8.7 Conclusions and Future Directions -- 8.7.1 Further Research Questions -- 8.7.2 Implications for Policy and Practice -- Bibliography -- 9 Creating Isolating Mechanisms -- 9.1 Introduction -- 9.2 What are Isolating Mechanisms? -- 9.3 Theoretical Framework-Why IMs are Important for ISF Commercialisation -- 9.4 Factors Required to Create an Isolating Mechanism -- 9.4.1 What is an Isolating Mechanism? -- 9.5 Characteristics of Isolating Mechanisms -- 9.5.1 Imitability -- 9.5.2 Non-Transferability and Imperfect Mobility. 9.5.3 Sustainability Over Time. |
| Record Nr. | UNINA-9910733720303321 |
Mazzarol Tim <1957->
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| Singapore : , : Springer, , [2022] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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Transacting as Art, Design and Architecture : A Non-Commercial Market / / edited by Marsha Bradfield [and three others]
| Transacting as Art, Design and Architecture : A Non-Commercial Market / / edited by Marsha Bradfield [and three others] |
| Edizione | [First edition.] |
| Pubbl/distr/stampa | Bristol, England : , : Intellect, , [2023] |
| Descrizione fisica | 1 online resource (267 pages) |
| Disciplina | 701.03 |
| Soggetto topico |
Art and social action
Art and society Commercialism Markets - England - London Markets in art |
| ISBN | 1-78938-444-3 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | COVER -- TRANSACTING AS ART, DESIGN AND ARCHITECTURE A NON-COMMERCIAL MARKET -- COPYRIGHT -- CONTENTS -- ACKNOWLEDGEMENTS -- FOREWORD -- PREFACE -- INTRODUCTION TRADING IN PUBLIC GOOD -- PARTIAL SELF-PORTRAIT OF CRITICAL PRACTICE -- TAKING ENZO TO MARKET OPEN STALLS -- STALLHOLDERS' REFLECTIONS -- HAPPY ANNIVERSARY CRITICAL PRACTICE -- TRANSACTING AS AN ICEBERG -- REMEMBERING AND FORGETTING IN CONSUMERISM -- TECHNIQUES OF ABERRANT EXTRACTION TRANSACTING SURPLUS ACTS IN AN AGE OF SPECULATION -- A CONVERSATION ON VALUE WITH ANDREA PHILLIPS -- MINOR COMPOSITIONS NOTES TOWARDS A PUBLISHING RESONANCE -- PLATFORMS AND SHELTERSA REFLECTION ON #TRANSACTING: A MARKET OF VALUES -- GLOSSARY -- LIST OF CHAPTER CONTRIBUTORS -- BACK COVER. |
| Record Nr. | UNINA-9910674500403321 |
| Bristol, England : , : Intellect, , [2023] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
