International Journal of Innovation and Technology Management

Public universities are widely regarded not only as teaching establishments but also as organizations that create new knowledge and support social communities. Due to great competition at higher education level, a number of universities have implemented strategies and tools that improve the quality of students and research results and provide several community services for building their competitiveness. Knowledge management (KM) is usually recommended as one of the important roles to improve efficiency and effectiveness in university mandates and provide many benefits to a university.

Kasetsart University (KU), one of the Thailand's largest and most progressive public universities, has applied ICT based KM in its strategies in order to overcome resource scarcity and enhance its capabilities. It has developed several KM practices and projects using ICT in several activities which relate to mandates.

The initial findings indicate that (1) an ICT based KM system significantly enhances the university's performance in terms of its quality of students, research results and innovative community services. (2) The specific KM practices and projects support different aspects of university mandates. This ICT based KM system has been implemented and proved to be practical. This system is suitable for the university in terms of its educational mission, research, and community services. This model could be the best practice for further improvement and could be customized to fit other universities in other developing countries.

Innovation network has been viewed as one of the most important means in improving technological capabilities for decades. Based on literature review, this paper presents a conceptual model on the relationships between the construction of innovation networks and the development of technological capabilities of industrial clusters in China. Applying this model we conduct a case study on reviewing history path of Zhejiang Haining leather industrial cluster. Conclusions can be drawn as follows: firstly, industrial clusters in China take on specific paradigm for technology acquisition by constructing external innovation networks; secondly, assimilation of acquired external technology resources and their translation into technological capabilities of clustered firms need support from internal innovation networks of industrial clusters; thirdly, quasi-external network, as a nexus between external and internal innovation networks of industrial clusters supported by collective learning, helps promote the effective development of technological capabilities of industrial clusters in China.

This paper propose a systematic approach to setting R&D priorities of emerging technologies in the technology foresight context. The proposed approach consists of two stages with two multiple criteria decision making methods. Firstly, socio-economic cost-benefit analysis based on data envelopment analysis with macro-level criteria is conducted to screen initial set of emerging technologies. The second stage deals with the detailed prioritization of the emerging technologies that have been selected at the first stage. Analytic network process is employed here with micro-level criteria. The set of derived R&D priorities of emerging technologies is expected to aid R&D policy-making.

Corporate innovation continues to be the subject of a stream of articles in the business press as well as the focus of international conferences. Several recent articles in FORTUNE and BusinessWeek have identified innovative companies on a national and international basis. Using a technique labeled "Data Surface Mining" (DSM), previously published data on corporate innovation were further analyzed to characterize the similarities and differences between the Goods and Service Sectors; the results of these analysis are presented herein. In addition, the issues of technology management especially relevant to the Service Sector are presented. These issues are of critical importance in light of the fact that the Service Sector represents 80% (GDP and/or employment) of the United States economy and are of increasing importance in the global economy. It is also important to note that technology management in the Service Sector has not to date been given proportionate attention in the academic literature.

The paper is derived from a study carried out among the Association of South-East Asian Nations (ASEAN), comprising of Indonesia, Malaysia, the Philippines, Singapore, Thailand, Brunei Darussalam, Vietnam, Lao PDR , Myanmar and Cambodia [Macdonald, Turpin and Ancog (2006)]. The study focused on the relationship between the region's intellectual property rights (IPR) system and the innovation of its SMEs. IPR administrators and policymakers appear convinced that SMEs need IPR to be competitive. They are confirmed in this opinion by pressure to comply with the Trade Related Aspects of Intellectual Property Rights Agreement (TRIPS). Despite an extensive survey and many interviews in SMEs and relevant agencies in the ASEAN countries, the authors could find little evidence to support this belief. The business strategy of SMEs relies more on copying and deft, niche-focused marketing rather than on the prevailing IPR system.

In order to aid Singaporean small and medium sized companies identify and select emerging technologies for business benefit, the Operation and Technology Roadmapping (OTR) process has been introduced and applied to over seventy companies. To help these companies continue the adoption of roadmapping, an update process has been developed and applied to ten organizations. This paper introduces the operation and technology roadmap methodology for roadmap creation, and then explores the process used for updating roadmaps. The update process involves an initial review of the roadmap technologies, products and service and drivers to see how 'accurate' the past roadmaps forecasts were and to establish 'rules' for the update of the roadmap. Once the review has been carried out, a decision is then made as to whether create a new roadmap or to update the existing roadmap. If a new roadmap is to be created the existing OTR process is followed. If the roadmap is to be updated then more emphasis is placed on carrying forward the information already present on the roadmap, with the addition of some new ideas within the current roadmap framework.