International Journal of Innovation and Technology Management

There is a staggering decline in the capitalization of intellectual property (IP) and low levels of investment in R&D, particularly with respect to emerging nations within the global IP environment, which limits accelerated industrial growth. In most emerging markets, this necessitates that management address multiple competencies better, that exploit organizational resources, knowledge, and management ability, to adapt faster than the competition. Our research offers a management model to address this management challenge strategically.

This research also indicates that IP as a value creation mechanism is currently not a top management priority although investors increasingly look toward good IP management as an indicator of future organizational growth. The research presents the IP Scorecard, a further inductive development of Kaplan and Norton's traditional Balanced Scorecard. The IP Scorecard is a strategic management tool that enables management to drive a robust industrial growth strategy that is explicitly positioned within the knowledge economy, identifying target areas for organizational development around knowledge and IP management, in order to achieve the competitive higher-ground, by strategically creating and capitalizing on value arising from innovation and R&D activities.

The IP Scorecard sensitizes management on where and how to carve out competitive turf, particularly from a knowledge and IP value creation perspective, seeking ultimately to enhance corporate/shareholder and product-life-cycle value. The paper encompasses limited field research findings on key IP-related strategic management considerations that promote leadership in innovation and R&D, across the product life cycle.

Disruptive Innovation (DI) is an effective method for a new firm to enter mature market. According to the composing analysis of the technical system for the product, six kinds of typical state in the technical system process can be detected. In accordance with technology system evolution analysis, two kinds of evolutionary technologies — mainstream evolutionary technologies and laggard evolutionary technologies — can be detected. Then, the conditions for forecasting DI technologies are established. Based on evolution path lines of TRIZ, the potential DI can be forecasted. As a case study, the video game console system is investigated. The study shows that the adoption of TRIZ evolution theory in forecasting disruptive technologies of product is feasible.

Investment in state of the art machinery and tooling and in R&D is widely seen as a prerequisite for achieving industry competitiveness in the long term. Investment-based incentives that countries provide for these inputs are perceived as a way of supporting industry competitiveness. Despite this being a global phenomenon, there is no formal process to guide the offer of these incentives. The process of designing such incentives is often based on internalized judgment rather than on formal models making it difficult to assess such interventions objectively and to improve on them. Specific to South Africa, the offer of incentives to the automotive industry to support its competitiveness has had mixed results. In particular, investment in R&D has remained minimal. The paper presents a system dynamics model as a proposed instrument in formalizing the offer of incentives, applied to the South African government's offer of incentives to the automotive manufacturing sector. The model was developed from qualitative and quantitative information on how the incentives had been structured. Simulations of the model reveal that the incentives model, as a stand-alone intervention, had a significant and positive effect on industry investment, but had no specific policy lever to direct investment into R&D and subsequent innovative activities. By this measure, the incentives model has not been a strong policy framework for supporting long-term industry competitiveness.

Trade-off between marketing and research and development (R&D) has always been a dilemma in management science for many years. Allocating the budget to departments and estimating the future profits and customer base as a result of this action has remained a "challenging task." Developing products faster, better, and cheaper than competitors has become critical to success in many markets. This may require huge initial investments in underlying processes resulting in over-investment in marketing and/or R&D in spite of insufficient purchasing power and market saturation for new products.

Using a system dynamics (SD) model, this paper aims to understand the dynamics of a complex market where demand fluctuates annually. The problem contains severe difficulties in terms of planning and strategy for marketing and R&D. The budgets to be shared by R&D and marketing vary every period. The market includes feedback and dynamic issues to consider. This brings in the problem of understanding and controlling complexity in the market structure by understanding the cyclical causal relationships.

The paper indicates that SD modeling is very useful in investigating and finding sustainable allocation trends in marketing and R&D, so that a firm can keep a sustainable level of customers. While searching for these trends, special attention is paid to the timing of these decisions to synchronize two activities. The paper shows an understanding of the management of a complex problem via policy design and analysis using SD modeling.

With increasing globalization, firms in emerging countries are facing turbulent business environment that is marked by liberalization of economic policies and regulatory changes. In such cases firms have to undertake dynamic learning to develop new capability. In developing countries the challenge for firms to develop new competencies is more complex due to political and economic complexities. This paper shows the key role of Diaspora scientists and collaborative models of R&D in development of innovative capabilities in the Indian industry. It also reveals that Indian firms transformed their business models as a response to changing external environment and raises questions regarding future development of the industry.

Sustainable Information Technology (IT) refers to the practice of utilizing computing resources more efficiently while maintaining or increasing overall performance. Sustainable IT's first wave is often referred to as "green IT" and primarily focuses on reducing energy costs and carbon footprints of datacenters and IT operations. However, it is the emerging second wave, which emphasizes the role of IT services as an enabler of the overall corporate sustainability strategy that may hold the most promise for sustainability-based innovation. This paper provides a review of the literature on the current state of sustainable IT and presents a strategy framework for its future development.

For manufacturing companies, to gain competitive advantage in the global market is not always a simple matter of just purchasing and installing new technologies. New technologies require careful planning and persistent efforts to integrate operating and organizational systems to support these operations. It is more important for small- and medium-sized enterprises (SMEs) that have more obstacles in implementing new technologies compared to big companies. Using data collected from 30 SMEs in Malaysia, this paper assesses their situation in terms of advanced manufacturing technology (AMT) investment planning and implementation and its relationship to companies' performance and obstacles. This is an exploratory study with the purpose of providing background data to direct future research in building up a contingency study for technology management and implementation for SMEs in Malaysia. The results revealed that in spite of different levels of AMT usage, there were no significant differences between the companies in terms of performance and obstacles. The analysis outcomes implied that technology per se did not make a big difference in its users.

This research focuses on user's knowledge of cellular phone (KEITAI in Japanese) usage in Japan and also design and practice of the information transfer method for users who need more information. We further focus on how KEITAI users gain the knowledge of cellular phones, and which functions they have concerns about, by comparing the results of nationwide and regional surveys. Japanese KEITAI users can be divided into four different types based on the cluster analysis of the usage frequency of KEITAI functions. We also designed a workshop for "not advanced KEITAI user," to practice each usage skill.