DOCSLIB.ORG

Final Report 2011– 2019

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Final Report 2011– 2019 FINAL REPORT 2011– 2019 1 CENTER FOR SERVICE Foreword INNOVATION (CSI) Øystein Thøgersen Professor, Rector NHH NHH Norwegian School of Economics (NHH) was the first, and Based on CSI’s research, NHH-faculty have created a new master currently only business school to receive a grant under Research profile “New Business Development”, and updated existing bache- Council Norway’s (RCN) prestigious Center for Research-based lor, master, executive, and PhD-courses. Innovations (SFI) program. Center for Service Innovation (CSI) has proved to be a success, not only for partner companies but also The Norwegian Innovation Index (NII) (https://www.nhh.no/ for research partners, faculty and students. RCN’s SFI program has norsk-innovasjonsindeks/) - brain child of CSI - has since 2016 proved to be ideal for leading business schools like NHH, who thrive reported annually on how consumers perceive large Norwegian on interaction with and the ability to learn from and with major companies’ innovativeness. The fact that NII so far has been “ex- companies. The report “CSI’s Value for Partners - collaborating for ported” to the USA and Sweden with interest from other countries, service innovation” documents a considerable value of interaction is a strong indicator of the quality and relevance of CSI’s research. between CSI partners. The 160 master theses from students asso- ciated with CSI, prove a unique student-interest in the topic. This Building on the unique service innovation competence acquired is important as many of NHH’s students are tomorrow’s leaders. through CSI, NHH will continue to build a world-class innovation The share amount of conference contributions, scientific articles, research faculty with a focus on digital innovation for sustainable books, PhDs and PostDocs document CSI’s strong academic focus. growth - something that would have been much harder without the CSI-experience. 2 3 HARD WORK HAS HARDT ARBEID PAID OFF: HAR LØNNET SEG: CSI – A success story CSI – en suksesshistorie Tor Wallin Andreassen Professor and Managing Director CSI CSI’s final report summarizes highlights from eight years of NHH. In addition several courses for both students and executive. CSIs sluttrapport oppsummerer en rekke høydepunkter fra åtte CSI-forskere harr publisert mer enn 350 publikasjoner, veiledet extraordinary service innovation research conducted together CSI has also disseminated knowledge in press (about 500 articles år med tjenesteinnovasjons- forskning, utført i samarbeid for å 222 masterstudenter som har skrevet til sammen 160 masterop- to realize CSI’s vision: “Through its internationally recognized in newspapers / TV interviews) and participated in more than 800 nå CSIs mål: pgaver, utviklet en ny masterprofil på NHH og holdt en rekke kurs research and collaboration between research and commercial meetings / workshops and 240 scientific publications både for studenter og næringslivet. CSI har vært godt synlig i me- partners, CSI will support innovation in service and service (79 articles at ABS level 1, 2, 3 and 4 (ABS 4: 16, ABS 3: 23, ABS 2: “CSI vil gjennom internasjonalt anerkjent forskning og samarbeid dia med ca. 500 avisartikler / TV-intervjuer og formidlet forskning organizations.” 26 and ABS 1: 14)). Seven papers won publication awards. CSI had mellom forskningsinstitusjoner og bedriftspartnere støtte inno- og praksis på mer enn 800 møter / workshops. two collaborating international research institutions, Karlstad vasjon i tjeneste- og serviceorganisasjoner.” CSI’s sub-goals include: University in Sweden (KAU) and Copenhagen Business School Det er publisert 240 vitenskapelige artikler (79 artikler på ABS • enhance the service innovation capabilities of its (CBS) in Denmark, and CSI researchers have during the SFI Våre delmål inkluderer: nivå 1, 2, 3 og 4 (ABS 4: 16, ABS 3: 23, ABS 2: 26 og ABS 1: 14)). Syv business and research partners period co-authored publications with researchers from numerous • forbedre tjenesteinnovasjon hos forretnings- artikler har fått utmerkelser. Hvert år har CSI-forskere deltatt • improve the commercial success of Norwegian service countries. og forskningspartnere på internasjonalt anerkjente konferanser hvor de har presen- providers’ service innovation activities • forbedre den kommersielle suksessen til norske tert arbeidene sine og fått tilbakemeldinger, og samtidig kunne • measure Norway’s service innovation capability In 2016, CSI and NHH hosted the Frontiers in Service conference tjenesteleverandører benchmarke CSIs forskning internasjonalt. I 2016 var CSI og NHH with more than 200 participants from several countries. This • måle Norges evne til innovasjon av tjenester vertskap for konferansen “Frontiers in Service”. Konferansen The complexity of service innovation has covered design thinking conference really put CSI / NHH on the map and made the center hadde mer enn 200 deltakere fra hele verden og satte CSI / NHH and customer experiences via business models and organizational visible internationally. A total of 16 PhD students and 7 postdocs Fagfeltet “tjenesteinnovasjon” er komplekst og CSI har satt fokus på kartet internasjonalt. CSI har hatt to internasjonale forskning- culture to leadership. In this report we discuss some of the main have been affiliated with the center, working closely together på områder som designtenking og kundeopplevelser, forretning- spartnere, Karlstad University (KAU) i Sverige og Copenhagen findings from four research areas: with professors, associate- and adjunct professors from CSI’s four smodeller, organisasjonskultur og ledelse. I denne rapporten Business School (CBS) i Danmark, og i tillegg har CSI-forskere national research institutions. diskuterer vi noen av hovedfunnene fra fire forskningsområder: samt publisert med forskere fra flere land. 1. Business Model Innovation (BMI) 2. Managing and Organizing for Service innovation CSI was organized as a virtual center providing several meeting 1. Forretningsmodell innovasjon (BMI) 16 doktorgradsstudenter og 7 postdoktorer har vært tilknyttet CSI and Transformation (MOST) places for collaboration, such as four annual research seminars, of 2. Organisering av innovasjon og transformasjon av og jobbet tett sammen med fagstaben hos CSIs forskningspartnere. 3. Service Design and Customer Experience (SD&CE) which one was a two days seminar abroad, four annual consortium tjenester (MOST) CSI er organisert som et virtuelt senter og har organisert en rekke 4. Service Innovation Economics (SIE) meetings, four board meetings, and one annual advisory board 3. Tjenestedesign og kundeopplevelser (SD&CE) årlige møteplasser for sine samarbeidspartnere, som fire årlige meeting. In addition CSI / partners has hosted several conferences 4. Tjeneste innovasjonsøkonomi (SIE) forskningsseminarer, hvorav ett over 2 dager utenlands, fire The sum of academic success and partner success made CSI an and workshops, for example in 2018 / 2019 on the topic Business konsortimøter, fire styremøter og ett årlig advisory board møte. excellent research center (grade 5), according to RCN’s report Model Innovation hosted by Telenor, 15th March; Digital trans- Summen av akademisk suksess og verdi for partnere ble rangert I tillegg har CSI vært vertskap for en rekke konferanser og semin- from Panel 6 – Economic-Administrative Research Area “Eval- formation hosted by Posten 7th May; and Service Innovation Eco- til nivå 5 - utmerket i NFRs rapport fra Panel 6 - Økonomisk arer, i 2018/2019 kan følgende nevnes: Business Model Innovation uation of the Social Sciences in Norway”. Services are by defini- nomics hosted by Bekk 17th January, all three open seminars with administrative fag “Evaluation of the Social Sciences in Norway”. hos Telenor, 15. mars, Digital transformasjon hos Posten 7. mai og tion intangible. So are their innovations. However, one tangible about 80 participants. Finally, CSI’s closing conference “Innova- Tjenester er per definisjon immaterielle. Det er tjenesteinno- tjenesteinnovasjons økonomi seminar hos Bekk 17. Januar (2019), evidence of CSI is the Norwegian Innovation Index (NII) - a three tion 2019 - reflections and visions” hosted by the Research Council vasjoner også, men et konkret bevis på verdi fra CSI er Norske alle tre har vært åpne seminarer med ca. 80 deltakere. Og ikke years research project that so far has been implemented by three of Norway in a crowded Moser auditorium 10th April. innovasjonsindeks (NII) - et treårig forskningsprosjekt. Innovas- minst CSIs avslutningskonferanse “Innovation 2019 - refleksjoner other countries (USA, Sweden and Finland). Tangible examples jonsindeksen er pt eksportert til og implementert i tre andre land og visjoner” 10 april i et fullsatt Auditorium Moser hos NFR.. of impact are implementing Service Design Academy at Telenor, In 2016, CSI’s Board of Directors, as part of a continuation strategy, (USA, Sverige og Finland), noe som viser dens relevans. Andre I 2016 vedtok CSIs styre, som en del av CSIs videreføringsstrategi, a book project “Nye forretningsmodeller i handelen” by Virke and defined the need to better understand aspects pertaining to digital materielle eksempler på verdi for partnere er bl. a. implementering at det var behov for en dypere forståelse av ulike aspekter ved CSI theme 1 Business Model Innovation (BMI) and building the down-stream innovations for sustainable growth. The board av Service Design Academy hos Telenor, formidling av kunnskap digitale nedstrøms-innovasjoner for en bærekraftig vekst og field Service Innovation Economics (SIE) at Bekk.
Load more

Recommended publications
  • Gippsland Business Innovation Survey 2019
    GIPPSLAND BUSINESS INNOVATION SURVEY 2019 2 GIPPSLAND BUSINESS INNOVATION SURVEY (GBIS) - 2019 CONTENTS 01 Introduction 02 Key findings 03 Recommendations 04 Appendix This report was commissioned by the Latrobe Valley Authority (LVA) and Sector-specific findings is part of the project ‘Gippsland Smart Specialisation Strategy’ (G-S3), a partnership between the EU Centre at RMIT University and the Industry codes University of Melbourne. Dr. Sebastian Fastenrath [email protected] References Research Fellow in Resilient Cities and Regions Melbourne Sustainable Society Institute, The University of Melbourne Prof Leo Goedegebuure leo.g @unimelb.edu.au Professorial Fellow Melbourne Centre for the Study of Higher Education and Melbourne Sustainable Society Institute, The University of Melbourne This report can be cited as: Fastenrath, S. & Goedegebuure, L. (2020). Gippsland Business Innovation Survey 2019, Melbourne Sustainable Society Institute, The University of Melbourne 3 GIPPSLAND BUSINESS INNOVATION SURVEY (GBIS) - 2019 01 INTRODUCTION Continuous place-based business innovation, specialisation and collaboration are key to building resilience and future-proof regions in the face of ongoing economic structural change and in times of acute shocks such as bushfires, extreme weather events or pandemics. Innovative and well-connected regions are more likely to bounce back during crises and bounce forward in times of prosperity. The concept of Smart Specialisation Strategies, which has been applied to hundreds of regions across the European Union (EU), builds on these assumptions and seeks to increase regions’ capacity to drive economic development in the long-term. The Latrobe Valley Authority (LVA) has commissioned this report on the outcomes of the Gippsland Business Innovation Survey (GBIS) 2019.
    [Show full text]
  • Social Innovation for Sustainability Challenges
    sustainability Article Social Innovation for Sustainability Challenges Petteri Repo * and Kaisa Matschoss Centre for Consumer Society Research, University of Helsinki, 00014 Helsinki, Finland; kaisa.matschoss@helsinki.fi * Correspondence: petteri.repo@helsinki.fi Received: 5 November 2019; Accepted: 24 December 2019; Published: 31 December 2019 Abstract: Social innovation is concerned with social mobilization and impact, and is increasingly seen as an option to address sustainability challenges. Nevertheless, the concept of social innovation is quite open in character and requires empirical accommodation to establish how it differs from other types of innovation in this setting. This article contributes empirically to the concept of social innovation as it reviews categories of success factors of social innovation against those of five other innovation types (product, service, governmental, organizational, system) in 202 innovation cases that focus on climate action, environment, resource efficiency and raw materials. Statistical analysis with contingency tables is applied to examine the distribution of five kinds of success factors across the innovation types: economic, environmental, political, social, and technological. The results confirm empirically that social innovation is indeed a distinct type of innovation. There are statistically significant differences in the distribution of categories of success factors between social innovation on the one hand and product, service and governance innovation on the other. In addition to the prevalence of social success factors, social innovation is characterized by a lesser emphasis on political and technological success factors. Keywords: social innovation; sustainability challenge; innovation type; success factor; empirical data 1. Introduction Social innovation remains an underdeveloped and to some extent also contested concept [1,2].
    [Show full text]
  • 167 Service Innovation and Non -Technological
    III.6. STI POLICY PROFILES: BUILDING COMPETENCES AND CAPACITY TO INNOVATE SERVICE INNOVATION AND NON-TECHNOLOGICAL INNOVATION Rationale and objectives With lagging productivity and slow job growth, many OECD governments are looking for new sources of growth and have also recognised the importance of services in this regard. Services already account for around 70% of gross domestic product (GDP) in OECD countries. The expansion of services has largely been fuelled by globalisation and widespread use of information and communication technologies (ICTs) to provide more standardised services (health, education, government services). New market opportunities for services are also created by deregulation and privatisation of the public sector (financial, telecommunications and energy services) as well as by outsourcing of activities by manufacturing firms. In spite of the growth in services, productivity in services has risen slowly in many OECD countries. Policy makers are therefore giving greater attention to promoting innovation in services through the design of appropriate framework conditions, such as regulation and competition policy and more targeted innovation policies. Innovation in service activities extends beyond the services sector per se, as it can also be carried out by manufacturing firms. Examples include new channels for customer interaction, new business models or new service applications embedded in manufactured products (e.g. service and maintenance contracts, applications on smartphones). Service innovation often has technological (mainly information technology) and non-technological aspects and does not necessarily rely on R&D. Service innovation is also characterised by proximity to users and customers who often participate in the joint development (or co- creation) of such services.
    [Show full text]
  • Understanding Service Sector Innovation
    UNDERSTANDING SERVICE SECTOR INNOVATION BY Jerry• Sheehan UNDERSTANDING SERVICE SECTOR INNOVATION The future of the service economy depends on worldwide appreciation, dedication, and encouragement of innovation as a key component. ervices play a key role in developed economies. Industries that deliver help, utility, experience, information, or other intellectual content have expanded rapidly in recent decades and now account for more than 70% of total value added in the Organisation for Economic Co- operation and Development (OECD) countries.1 Market-based ser- vices (that is, excluding those typically provided by the public sector, such as education, health care, and government) account for 50% of the total and have become the main driver of productivity and eco- nomic growth in OECD countries, especially as use of IT services has grown (see Figure 1).2 Services have also emerged as the main source of job cre- ation in OECD countries, often compensating for job losses in manufacturing. Business services, such as computing, information services, and R&D services, generated more than half of all employment growth in many countries in recent years. Moreover, they help improve the competitive performance of firms in vir- tually all sectors of modern economies. 1The OECD has 30 member countries: Australia, Austria, Belgium, Canada, Czech Republic, Denmark, Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Japan, Korea, Luxembourg, Mexico, Netherlands, New Zealand, Norway, Poland, Portugal, Slovak Republic, Spain, Sweden, Switzerland, Turkey, U.K., and U.S. (See www.oecd.org.) 2Business services include the renting of machinery and equipment, computer and related activities, R+D, and other business services.
    [Show full text]
  • Governing Mobile Service Innovation in Co-Evolving Value Networks
    Governing mobile service innovation in co-evolving value networks Proefschrift Ter verkrijging van de graad van doctor aan de Technische Universiteit Delft, op gezag van de Rector Magnificus prof.dr.ir. J.T. Fokkema, voorzitter van het College voor Promoties in het openbaar te verdedigen op donderdag 17 december 2009 om 15.00 uur door Gerardus Adrianus DE REUVER Ingenieur in de technische bestuurskunde geboren te Leiden Dit proefschrift is goedgekeurd door de promotor: Prof.dr. M.L. Mueller Copromotor: Dr. W.A.G.A. Bouwman Samenstelling promotiecommissie: Rector Magnificus, Voorzitter Prof. dr. M.L. Mueller, Technische Universiteit Delft, promotor Dr. W.A.G.A. Bouwman, Technische Universiteit Delft, copromotor Prof. dr. Jao-Hua Tan, Technische Universiteit Delft Prof. dr. ir. N.H.G. Baken, Technische Universiteit Delft Prof.dr. M.W. de Jong, Universiteit van Amsterdam Prof.dr. H. Hämmäinen, Helsinki University of Technology Dr. J. Whalley, University of Strathclyde ISBN 978-90-79787-13-5 Printing: Gildeprint Drukkerijen, Enschede Published and distributed by: Next Generation Infrastructures Foundation P.O. Box 5015, 2600 GA Delft, the Netherlands E: [email protected] I: www.nginfra.nl This research was funded by the Freeband program, by IST-FP6 MobiLife, and by the Next Generation Infrastructures Foundation program. Keywords: service innovation, mobile services, value networks, governance, coevolution, business models, organizational networks, walled garden Cover design by Margje Willemsen (Buro In Petteau) Copyright © 2009. G.A. de Reuver. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission in writing from the copyright owner.
    [Show full text]
  • The Smart Guide to Service Innovation
    How to support SME Policy Guidebook Series from Structural Funds. The Smart Guide to Service Innovation Enterprise and Industry 4 3 How to support SME Policy Guidebook Series from Structural Funds The Smart Guide to Service Innovation How to better capitalise on service innovation for regional structural change and industrial modernisation 4 This guidebook has been produced by the Clusters and Support for SMEs unit of the European Commission’s Enterprise and Industry Directorate-General in consultation with the Smart and Sustainable Growth unit of the Directorate-General for Regional Policy. It is based on the information gathered in a number of projects and studies executed in this field. Although the work has been carried out under the guidance of European Commission officials, the views expressed in this document do not necessarily represent the opinion of the European Commission. For further information please contact : European Commission Directorate-General for Enterprise and Industry Unit D.5 : Clusters and Support for SMEs e-mail : [email protected] URL : http://ec.europa.eu/enterprise/policies/innovation/support/ Translations of this document into a number of European languages are available on the web at : http://ec.europa.eu/enterprise/policies/sme/regional-sme-policies. While this guidebook has been prepared with the intention to provide information on utilizing EU Structural Funds, the information is provided without assuming any legal responsibility for correctness or completeness. Specific requests for the utilization of EU Structural Funds will always have to be assessed within the applicable rules in force at the date and in the country of the application.
    [Show full text]
  • The Scope for Service Innovation Policy KNOWINNO First Expert Meeting on R&D and Innovation in Services, 27 September 2011, OECD, Paris
    The scope for service innovation policy KNOWINNO first expert meeting on R&D and innovation in services, 27 September 2011, OECD, Paris Pim den Hertog Amsterdam Centre for Service Innovation (AMSI), University of Amsterdam & Dialogic Innovation and Interaction 1 Background: two hats! Pim den Hertog Director Dialogic Innovation & Interaction, Utrecht [email protected] Tel: +31 30 215 0585 Mob: +31 651 53 17 96 [email protected] Research Co-ordinator Amsterdam Centre for Services Innovation (AMSI), Amsterdam Business School, University of Amsterdam [email protected] http://dare.uva.nl/record/352467 Tel: +31 20 525 8620 2 Introducing service innovation (1) Sample of service innovations TomTom Live Services Sustainable mobility plan Design your own life (personal navigation) (leasing) (retailing) 3 Sellaband Shoe Box service by Supperclub (music & related industries) Insinger de Beaufort (hospitality3 industry) (banking) Introducing service innovation (2) Some specificities of service innovation • Shared or co-produced processes Sellaband: bands, fans and service provider jointly create community (and new business model in music industry) • Highly combinatory/architectural Rabobank SMS payment services (conceptual, new client interface, new delivery organisation, new technology) • Conceptual Insinger de Beaufort: shoe box service to label highly customized, hassle free personal administration services • Functionally defined Athlon carlease offering a package of environmental friendly sustainable mobility solutions 4 Introducing service innovation (3) 6 dimensional model of service innovation 5 Introducing service innovation (4) Definition of service innovation A service innovation is a new service experience or service solution that consists of one or several of the following dimensions: new service concept, new customer interaction, new value system/business partners, new revenue model, new organizational or technological service delivery system (den Hertog, van der Aa & de Jong, 2010).
    [Show full text]
  • Two Decades of Research on Innovation in Services: Which Place for Public Services? Faridah Djellal, Faïz Gallouj, Ian Miles
    Two decades of research on innovation in services: Which place for public services? Faridah Djellal, Faïz Gallouj, Ian Miles To cite this version: Faridah Djellal, Faïz Gallouj, Ian Miles. Two decades of research on innovation in services: Which place for public services?. Structural Change and Economic Dynamics, Elsevier, 2013, pp.98-117. 10.1016/j.strueco.2013.06.005. halshs-01133837 HAL Id: halshs-01133837 https://halshs.archives-ouvertes.fr/halshs-01133837 Submitted on 20 Mar 2015 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. Two decades of research on innovation in services: which place for public services? Faridah Djellal1, Faïz Gallouj1 and Ian Miles2 1 Clersé, University Lille 1 2 Laboratory for the Economics of Innovation, HSE, Moscow1, and MIoIR, MBS, University of Manchester (Published in Structural Change and Economic Dynamics: DJELLAL F., GALLOUJ F., MILES I. (2013), Two decades of research on innovation in services: Which place for public services? Structural Change and Economic Dynamics, Vol. 27, December, 98-117.) Abstract: Service innovation was neglected for a long time, but by the first years of this century it was clear that some maturity had been reached.
    [Show full text]
  • Exploring the CIS and Hidden Innovation in a Service Context
    Exploring the CIS and hidden innovation in a service context Anne Jørgensen Nordli Doctoral dissertation Philosophiae Doctor (PhD) Exploring the CIS and hidden innovation in a service context Anne Jørgensen Nordli Doctoral thesis submitted for the degree of PhD Inland Norway University of Applied Sciences - INN University © Anne Jørgensen Nordli Doctoral dissertation submitted to Inland Norway University of Applied Sciences - INN University ISSN: 1893-8337 ISBN: 978-82-7184-413-4 (Printed version) ISBN: 978-82-7184-412-7 (Published online) All rights reserved. No part of this publication may be reproduced or transmitted, in any form or by any means, without permission. inn.no Frontpage illustration: Colourbox Photo: Morten Nordli Layout: Gro Vasbotten/Inland Norway University of Applied Sciences Printed in Norway by Flisa Trykkeri A/S Abstract The overall goal of this thesis is to investigate the use of the Community Innovation Survey (CIS) in a service context. The CIS is a quantitative innovation instrument ori- ginally designed to measure innovation in manufacturing but after some years expan- ded to be used for services innovation research also. One objective of this thesis is to determine whether the CIS is a useful instrument for measuring innovation in services. Another is to discover more about what the CIS measures and what it may not measure. The literature points out that some innovation is not identified by the CIS (hidden innovations). This thesis examines the CIS from different perspectives using tourism as an empirical service context. This thesis argues that understanding the processes behind services innovations provides better insights into the measurement of innovation and hidden innovation; for example, how innovations start and develop, and who is involved.
    [Show full text]
  • Service Innovation and Non-Technological Innovation Published on Innovation Policy Platform (
    Service innovation and non-technological innovation Published on Innovation Policy Platform (https://www.innovationpolicyplatform.org) Service innovation and non-technological innovation Rationale and objectives In the face of lagging productivity and job creation, many OECD governments are looking for new sources of growth and have recognised the importance of services in this regard. Services already account for around 70% of gross domestic product (GDP) and most employment across the OECD. Services also contribute half or more of all the value added in total exports (OECD, 2013). The boundaries between services and manufacturing are also increasingly blurred. Indeed, successful manufacturers often combine services with manufactured products in innovative ways. For example, during the global crisis, Hyundai managed to grow its share of the US automotive market in part by introducing income-loss insurance for buyers. And Caterpillar has introduced a charging framework based on the volume of material moved by its machinery. In spite of the overall growth in services, productivity in this sector has risen slowly in many OECD countries. Because of the economic weight of the sector, raising its productivity is clearly an important step in achieving higher aggregate productivity growth (it is recognised, however, that, all else being equal, raising productivity in services will put pressure on employment over the short term). Policy makers are therefore giving greater attention to promoting innovation and productivity in services through the design of appropriate framework conditions, such as regulation and competition policy, and targeted innovation policies. OECD analysis shows that innovation in services relates positively to employment and firms’ turnover growth.
    [Show full text]
  • Service Innovation
    Service Innovation New Kid on the Block? AUTHOR Dr Usha Thakur, ATS ‐Technical Research, HCL Technologies, Chennai Service Innovation: New Kid on the Block? © 2008, HCL Technologies Ltd. October 2008 Service Innovation 2 Contents Introduction ............................................................................................................................................ 4 Purpose ................................................................................................................................................... 5 What is Service Innovation? ................................................................................................................... 5 Recent Developments ............................................................................................................................. 6 Drivers of Service Innovation .................................................................................................................. 7 IT Service Companies & Service Innovation ............................................................................................ 8 Concluding Thoughts .............................................................................................................................. 9 Service Innovation 3 Introduction Innovation and profitability are two sides of the same coin for companies that wish to stay competitive in the market place. In fact, innovation is the mainstay of companies that aspire to lead in their area of expertise, irrespective of whether they are
    [Show full text]
  • Transformation of the Finnish Innovation System: a Network Approach
    Gerd Schienstock Timo Hämäläinen Transformation of the Finnish innovation system: A network approach Sitra Reports series 7 2 TRANSFORMATION OF THE FINNISH INNOVATION SYSTEM: A NETWORK APPROACH Authors: Prof. Dr. Gerd Schienstock is the Scientific Director of the Work Research Centre, University of Tampere. He is the coordinator of the Sitra’s Research Programme on the Finnish Innovation System. Dr. Timo Hämäläinen is the Director of Sitra's Innovative operations. He holds a Ph.D. in International Business from Rutgers University, New Jersey. Dr. Hämäläinen has previously worked for the Finnish Ministry of Trade and Industry in industrial policy planning. Sitra Reports series 7 Copyright: the authors and Sitra Graphic design: Leena Seppänen Editor: Soma Kaitila ISBN 951-563-388-5 (print) ISSN 1457-571X (print) ISBN 951-563-389-3 (URL: www.sitra.fi) ISSN 1457-5728 (URL: www.sitra.fi) The Sitra Reports series consists of research publications, reports and evaluation studies especially for the use of experts. To order copies of publications in the Sitra Reports series, please contact Sitra at tel. +358 9 618 991 or e-mail [email protected]. Printing house: Hakapaino Oy Helsinki 2001 CONTENTS 3 Foreword 7 Suomenkielinen tiivistelmä 9 1 INTRODUCTION 14 2 SYSTEMIC TRANSFORMATION CHALLENGE 19 The transformation argument 19 Driving forces 21 Global competition and increasing innovation pressures 21 Deregulation and liberalisation of markets 23 ICT revolution 24 Increasing complexity of science and technology 25 Changing demand patterns 27 Conclusion
    [Show full text]