| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "INVESTMENT INNOVATION": |
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Investment and Innovation, 2004.
An analysis of the danger of 'short-termism' with respect to investment and innovation.
2,360 words (approx. 9.4 pages), 6 sources, MLA, £ 51.95
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Abstract
This paper examines how, all through the 80s and 90s, the American industrialists have been under the criticism that they have been too short-sighted in their investment ventures, thereby creating a 'short-termism' and valuing present returns over future profits. It examines how these industrial leaders are less inclined to use investment strategies that involve substantial growth durations ahead of a stream of future realizable earnings. It also discusses how these progressive or inventive investments are what businesses require to keep their competitive positions on the international front, in addition to a nationwide economy that upholds and improves the living standards of people.
From the Paper
"Much fundamental to understanding the issue of short termism is a comprehension of the situations underneath which business ventures practice inventive investment plans in addition to the situations in which investments in innovation are profitable. The difference amid long termism and the short termism is in fact a difference amid innovative investment plans that involve a growth stage ahead of producing returns and adaptive venture plans that bring in the returns on earlier ventures. In order to comprehend corporate investment actions and economic functioning, we need to first make clear what comes across at some point in the innovation progression that in the end give way to the returns that make up investments in innovation valuable."
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"The New Contrarian Investment Strategy" by David Dreman, 1994.
A critical review of the work on innovative investment based on the law of averages.
1,575 words (approx. 6.3 pages), 1 source, £ 39.95
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From the Paper
"The argument in David Dreman's "The New Contrarian
Investment Strategy" is that traditional methods of security
analysis are inaccurate. Dreman challenges the precepts of mainstream security analysts, perennially concerned with facts and charts that forecast upward moving stock prices. His recommendations are contrarian because they oppose the prevailing and embedded investment culture. In fact, the contrarian investor is one who can shun the lure of well-performing securities in favor of buying stocks with low price/earnings ratios. A contrarian avoids the stocks the experts or the crowd are pursuing, and tracks the ones that they are avoiding (p.138).
The book begins with a critique of technical analysts. They contend that stocks and the general market move in discernible patterns until a clear signal is received indicating..."
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Building an Innovation Factory, 2008.
This paper discusses the concept of the innovation factory as described by authors A. Hargadon and R. I. Sutton in their paper 'Building an Innovation Factory'.
1,150 words (approx. 4.6 pages), 1 source, APA, £ 27.95
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Abstract
This paper explains that A. Hargadon and R. I. Sutton in 'Building an Innovation Factory' from "Harvard Business Review on Innovation" state that one of the most effective strategies for developing innovative products is a think-tank community in which multiple persons gather and test new ideas. The author points out that while management may recognize the value of the innovation factory it is often hard-pressed to put into effect the strategies that promote both the factory itself and the ideas that it generates. The paper relates that, in active innovative think tanks, there is a strong need for the knowledge broker, a person or an organization that functions as a broker between the innovator and a point of sale. The author describes three stages of the innovation-development process or cycles: capturing the good ideas, keeping the ideas alive and imagining new uses for old ideas. The paper concludes that the innovation factory not only helps create new ideas but also ensures their movement and continued development throughout different organizations.
Table of Contents:
Hargadon and Sutton: "Building an Innovation Factory"
The Knowledge Broker
The Innovation-Development Process
Transfer of Technology
From the Paper
"Innovation factories affect the transfer of technology not only through moving information through brokers but also through informal channels such as dialogue and communication. The use of the knowledge broker is more secure, especially as these third parties have effectively created a new economic position for themselves based upon the value of the services that they provide. However, it is also useful for the innovators of different companies to participate in group sessions and dialogues; while the confidentiality of the company's information and products must be maintained, dialogue can not only help foster new sources of ideas but can help improve the ones that already exist."
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Innovation in the Oil Industry, 2008.
Explores the organizational responses of the oil industry to externally induced ethanol and energy innovations.
10,390 words (approx. 41.6 pages), 59 sources, APA, £ 147.95
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Abstract
The paper deals with the impact of external forces of developmental innovation on the management strategies and processes of oil companies. The paper highlights how adoption of new innovation strategies can be difficult to apply for a major industry like the oil industry at the same time as highlighting the advantages that the oil industry could have by adopting the newer innovation strategies. The paper also deals with the appropriateness of the timing, speed and application of the innovation strategies within the oil industry.
Table of Contents:
Abstract
Introduction
Analyzing Industry Environment through Innovative Business Management
Analyzing Competition within the Industry
Timing of Innovation
Innovation Speed
The Impact of Corporate Culture on Innovation
The Use of Core Competence as an Innovation Method
Internal Innovation
Research and Development
The Speed of Marketing the Innovated Product
The Relationship between Innovation and Organizational Success
The Impact of Innovation on Organizational Capabilities
The Relationship between Experience and Innovation
Strategic Planning and Innovation
The Strategic Planning Model Developed by Bryson
Conclusion
From the Paper
"The production of ethanol also leads to the release of aldehydes and alcohol in the environment which is harmful as they are cancer-causing chemicals. After the production of ethanol was inspected, the chemicals and gases released into the atmosphere were found to be quite detrimental for the environment. As even the plowing, planting, cultivation and transportation of corn takes up petroleum energy, ethanol can not be considered to be a safe alternate energy source and neither is it environmentally friendly as it contributes to a lot of environmental pollution."
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Disruptive Innovation, 2004.
An overview of the topic of disruptive innovation in the marketplace.
2,922 words (approx. 11.7 pages), 6 sources, MLA, £ 61.95
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Abstract
This paper analyzes the concept of disruptive innovation, also known as disruptive technology and disruptive change. Using Ron Adner's definition from his article titled ?When Are Technologies Disruptive? A Demand-Based View of The Emergence of Competition? as a guide, it attempts to investigate the dynamics of disruptive innovation in the marketplace. It looks at some of key characteristics and attributes inherent in any disruptive innovation and outlines some useful strategies companies can use to protect themselves through identifying, assessing and even creating disruptive innovation. It concludes with a discussion concerning some of the major hurdles companies undergo when contending with such an event in their market space.
Outline
Introduction and Objective
The Dynamics of Disruptive Innovations
Sustaining vs. Disruptive
How to Identify and Assess Disruptive Innovation
How to Respond to Disruptive Innovation
Five Responses to Disruptive Innovation
Major Hurdles
How to Create Disruptive Innovation
Strategy #1 - Creating a New Market as a Base for Disruption
Strategy #2 - Disrupting the Business Model From the Low End
Conclusion
From the Paper
"Another common hurdle in the face of disruption comes to light once a company has decided to embrace the innovation while continuing to operate the current business. Since, a disruptive innovation creates the need for such a different business model, and usually a different product, there is no question that complications arise when a company tries to incorporate the new business within the current model. The issues are numerous and range from funding, human resources, leadership, and cost structures just to name a few. To minimize these risks and hurdles studies suggest that the new business functions be carried out as an independent entity, linking back to the parent only when necessary or to take advantage of clearly beneficial synergies."
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Innovation and Change, 2005.
A discussion on the definition of innovation and its benefits to an organisation.
2,005 words (approx. 8.0 pages), 7 sources, MLA, £ 44.95
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Abstract
This paper examines how innovation can be described as a series of processes in which a creative thoughts or ideas, can be turned into useful products or services and to an equal extent, a work method. It looks at how innovation is most likely a term mainly associated with business but there are a number of areas in life, such as sport, relationships and schoolwork that may involve or need innovation to succeed.
Outline
What is Innovation?
Consider, is Innovation the Same as Creativity?
Why Organizations Need to Change to Capitalise on the Talents of Innovative People
The Possible Effects of Organizations' Lack of Innovation
Strategies Management
From the Paper
"Creativity can be related to mind over matter, defined as the ability for a person to be unique and come up with different ideas. This can mean any one can think of a creative or innovative idea, but it is the innovative people in our society that have ability or the courage to turn a creative idea into an innovative product or service. If an organization is creative, it isn't necessarily innovative, meaning it can be creative toward its handling of internal or external issues or problem solving, although it may not be innovative in terms of creating an innovation or continuing to create products or services and injecting them into the market place."
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Management of Innovation: The Case Of IBM., 2002.
This report will provide an assessment of IBM's situation with particular emphasis being placed on the concept of innovation.
3,400 words (approx. 13.6 pages), 13 sources, £ 88.95
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Abstract
This will include a description of what was wrong with IBM at the time of the case. Also, a detailed description will be provided of why management had a "fear" in changing its own style at IBM and an explanation will be offered for why innovation did not flourish at the time of the case. Furthermore, a description will be provided of how IBM has embraced innovation and allowed it to flourish, which takes into account the streams of innovation, the sources of innovation as well as what is driving innovation at IBM today. Finally, an assessment will be made about what is the most significant thing that has changed at IBM since the time of the case that is instrumental in allowing innovation to become a management process at IBM.
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Approaches to Innovation, 2008.
A discussion of the new role of the government in innovation.
1,092 words (approx. 4.4 pages), 4 sources, APA, £ 27.95
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Abstract
This paper discusses the fact that since the end of the 20th century showed no direct relationship between scientific advance and economic growth the new global trend in innovation is towards a wider role for government policy that can address many aspects and types of innovation. Innovation is now seen as a systemic process embedded in national social and institutional traditions. The writer examines the characteristics of the policy change and how the institutions of various countries have absorbed the new ideal, the forces that have facilitated change, and how policy diffusion occurs.
From the Paper
"Innovation policies have several different factors that influence creation and use of knowledge, but their primary focus is to expand the learning abilities of companies and individuals, and promote a national environment supporting innovation. Most innovation policies focus on developing a close cooperation between the individuals involved in innovation, companies and the scientific community, creating intermediary organizations to link together, and improve the availability of their capital. The new 'innovation policies' differ between countries because the National Systems of Innovation (NSI) approach to innovation is not a unified, formal or an established theory."
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Managing Innovation and Creativity, 2004.
Examines how professionals manage issues of innovation and creativity within an organization.
6,436 words (approx. 25.7 pages), 20 sources, APA, £ 105.95
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Abstract
This paper argues that successful and innovative organizations are those that respond dynamically to the external environment?s changes, while retaining a creditable and, above all, creativity-oriented, internal organizational culture in which the employee feels free to communicate innovative and creative ideas to the management structure and also feels motivated to affect change and dynamism. The report looks at case examples of successful companies that have managed innovation and creative ideas in an effective manner, such as General Electric. The report also looks at how creativity and innovation affects issues of organizational management and leadership. This report advances the idea that a cohesive company is a successful one, and a company can only be cohesive when all levels of employees believe that they can speak up and make a difference in terms of adding their own creative input to decision-making structures that exist in the organization. The paper looks at the management of creativity and innovation from the perspective of both internal and external organizational environments, providing, as mentioned, case examples from existing businesses, as well as support from primary and secondary source material.
From the Paper
"By recognizing that the possibilities are limitless, creative decision-makers can align goals and funding internally in a setting in which they do not need to rely on making seemingly-endless lists of possibilities. This is not to disparage the value of evaluation as a process, but it is to highlight that evaluation should be centered more on real-world solutions than possibilities. ?Sometimes people think that evaluation is something that comes only at the end of a project. However, this is wrong. Evaluation works best when it is an integral part of a project from its initial development to completion? (Boulmetis and Dutwin, 2000). This also helps in goal alignment and funding internally, as employees become more focused on innovative and creative goals and visions."
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Technological Innovation's Impact on Productivity in Industry, 2002.
An in-depth assessment of how technological innovation has contributed to economic efficiency in industrial settings.
13,779 words (approx. 55.1 pages), 65 sources, MLA, £ 176.95
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Abstract
The research paper examines whether the process of innovation in technology for applications in industrial environments has evolved over time in relation to improvements in productivity. The paper also looks what contribution, if any, these innovations have made to industry as a whole.
Introduction
Introductory Statement
Statement of the Problem
Purpose of the Study
Rationale of the Study
Importance of the Study
Scope of the Study
Definitions of Terms
Overview of the Study
Review of the Literature
Theoretical Framework
Scientific Management
Socio-Technical Systems
Related Research
Relationship Between the Process
of Learning and the Application
of Technology in Industrial
Applications
Economic Benefits of Technology
Application
Literature Review Summary
Methodology
Introduction
Research Design
Research Questions and Hypotheses
Population and Sample
Data Collection
Data Analysis
Results
Introduction
Evaluation of Technological Innovation
Contribution of Technology
Summary and Conclusions
Introduction
Evaluation of Technological Innovation
References
From the Paper
"The research performed found that the automobile manufacturing industry, along with other industries, in the United States has steadily increased its reliance on the application of technology for five decades. Further, the correlation between technology investment and productivity improvement was found to be powerful. The first conclusion drawn from the findings of this study was that the application of technological innovation in industrial activities is an indispensable factor in the contemporary period. The second conclusion drawn from the findings of this study was that technological innovation does not necessarily need to be ?high-tech? in character to produce productivity gains, although the most dramatic gains in productivity in the contemporary period are associated with ?high-tech? innovations."
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The Innovation Process.
This paper discusses the innovation process by which businesses develop new products.
3,030 words (approx. 12.1 pages), 6 sources, APA, £ 63.95
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Abstract
This paper explains that the innovation process requires the coordination or interaction of in-house R&D, marketing, finance, manufacturing, materials purchasing, information systems, distribution, and the external "network" to get any product or service to market. The author points out that few companies can vertically integrate sufficiently to produce all the knowledge necessary to create innovative new products on their own; therefore, loose coupling with other organizations is paramount. The paper describes modern 'loosely coupled' innovation processes, which are used in several types of companies, including the development of aircraft engine control systems, an example of a multi-technology, multi-component product.
Table of Contents
Introduction
Key Characteristics
Interactivity
Loosely Coupled Organization
Opportunity
Case Studies
Managing the Result of Innovation: Rollovers
Conclusion
From the Paper
"Another failure was the introduction of the Osborne II to replace the Osborne I, the first laptop computer on the market. The company's founder, Adam Osborne, announce the new produce in late 1982. In 1983, however, the company experienced technical problems on the Osborne II, pushing the delivery schedule back. By that time, Osborne I was selling slowly-arguably because customers were awaiting the Osborne II-and the company developed cash flow problems and Osborne filed for bankruptcy in September 1983."
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Innovation in Corporate America, 2004.
This paper discusses the role of innovation in corporate America.
1,800 words (approx. 7.2 pages), 9 sources, APA, £ 44.95
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Abstract
This paper argues that innovation in corporate America is essential. The author points out obstacles to innovation. The paper suggests ways to innovate.
From the Paper
"Innovation is the cornerstone of opportunity for corporations. With technological advances and a global economy companies must be more innovative and flexible than ever if they are to thrive. Fear of change within the corporate culture is the greatest obstacle to innovation and growth in corporations. Change is never easy or painless, but companies that do not innovate stagnate. Companies that stagnate become tempting targets for current and potential competitors and eventually fail. A company that avoids stagnation is playing to win. Playing to win requires trust and ..."
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Rogers' Five Attributes of Innovation, 2008.
An explanation of the introduction of an innovation into an organization.
2,008 words (approx. 8.0 pages), 6 sources, APA, £ 44.95
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Abstract
This paper looks at the diffusion of a particular innovation within a farm goods retailer. It discusses the history of the diffusion process at this organization and identifies the opinion leaders and change agents promoting the decision and the ensuing results. The author then goes on to describe the innovation-decision process within the organization and the communication channels that exist within the organization.
From the Paper
"In the course of one's organizational life, decisions about whether to adopt or reject a new innovation are fairly frequent; as most of us well-know, sometimes the decisions taken are wise, and sometimes the decisions taken are bad. With that in mind, the following paper will look at the diffusion of a particular innovation within a farm goods retailer for which I once worked. Specifically, I will begin by discussing the history of the diffusion process at this organization as best I can. From there, I will identify the opinion leaders and change agents promoting the decision and the success - or lack thereof - they encountered. With that out of the way, the essay will next look at the innovation-decision process within the organization as it unfolded when the new technology was adopted. From there, time will be set aside to looking at whether or not the organization adopted the new innovation and, if it did so, whether or not it was slow or fast in doing so. Pressing onward, an examination will be undertaken of why the change diffused at the pace it did and what role the organizational social structure played in the diffusion of the innovation. Finally, the paper will identify the communication channels and network existing within the social structure of the organization and how knowledge about the innovation was distributed and the role played by change agents in cultivating an acceptance of change. In the end, what will become evident is that long-standing institutional barriers - particularly organizational culture, the perception that one's interests are not served by the innovation, and the adaptability of older workers - all determine the rate of diffusion for an innovation."
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Nypro: Innovation and Competition, 2008.
This paper discusses the innovation market environment within Nypro, a manufacturer of customized injection molded plastics.
1,365 words (approx. 5.5 pages), 2 sources, APA, £ 32.95
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Abstract
The paper discusses how the innovation culture at Nypro is based on its highly competitive characteristics. The paper explains that this competitive character is devoid of most of the negative aspects that can arise in organizations that typically depend on unbridled competition to fuel growth and expansion. The paper also includes a conference activity that discusses an article related to transformational leadership.
Outline:
Abstract
Nypro Overview
Innovation at Nypro
Outcome
Conference Activity
From the Paper
"Nypro is a leading global manufacturer of customized injection molded plastics with a concentration on primarily three market segments. These segments consist of consumer and industrial sales which constitutes approximately 32% of sales, healthcare products which amounts to approximately 46% of total sales, and communications and electronics which accounts for approximately 21% of total revenues (Voorheis, 1998, p.1). Nypro is a strong performing company with good revenues and a diverse customer base that allows it to avoid over-reliance on a single market segment. However, the data provided seems somewhat confused. The researchers make the comment that Nypro's revenues, in 1995, figured on a per customer average were in excess of $4m (Voorheis, 1998, p.2)."
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