Facilitating SME Innovation Capability through Business Networking

Konsti-Laakso, Suvi; Pihkala, Timo; Kraus, Sascha

doi:10.1111/j.1467-8691.2011.00623.x

Cited by 110 publications

(68 citation statements)

References 44 publications

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“…Kallai (2010) 13 'An R&D concept which aims to create innovations in a multi-contextual, real-world setting' Konsti-Laasko et al (2012) argue that these definitions have failed to highlight the original new product development approach implied by the Living Lab methodology. In fact, many definitions have focused on organizational characteristics of the managing entity or environmental characterization.…”

mentioning

confidence: 99%

Living Lab: A Methodology between User‐Centred Design and Participatory Design

Dell’Era¹,

Landoni²

2014

Creat Innov Manage

245

153

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AcknowledgmentsWe acknowledge the research support provided by Carlo Coppola and Mattia Mrvosevic. The usual disclaimers apply. Financial support from the Lombardy Region fund "Dote Ricercatori e della Dote Ricerca Applicata per lo sviluppo del capitale umano nel sistema universitario lombardo" is also gratefully acknowledged. 3 LIVING LAB: A METHODOLOGY BETWEEN USER-CENTRED DESIGN AND PARTICIPATORY DESIGN AbstractLiving Labs have received limited attention in the literature despite their diffusion throughout Europe and recent interest from policy makers. This limited attention is linked to the newness of the phenomenon, the high heterogeneity of cases and the consequent lack of definitions and acknowledged frameworks for scholarly analyses. In this work, we argue that the originality of the Living Lab phenomenon resides in the introduction of a new methodology.Using an analysis of the literature and case studies, we propose a new definition, position this methodology among other design methodologies and highlight its peculiarities. We underline the co-creative potentialities, the awareness of users and the real-life settings. Furthermore, our case-based research allows us to identify four different specifications for this methodology, and therefore four different types of Living Labs, based on the openness of the user involvement and the adopted platform technology.

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mentioning

confidence: 99%

Living Lab: A Methodology between User‐Centred Design and Participatory Design

Dell’Era¹,

Landoni²

2014

Creat Innov Manage

245

153

View full text Add to dashboard Cite

show abstract

“…[3][4] They have a common goal, a shared vision that helps organizations to position and align themselves in the value network. 5 Understanding the position enables adjusting the strategies for optimizing ones position. 6 Benefits of ecosystems are, e.g., external R&D resources, which are available through R&D partnerships.…”

Section: Business Ecosystemsmentioning

confidence: 99%

Fenix: A Platform for Digital Partnering and Business Ecosystem Creation

et al. 2019

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Contemporary world is a world of connections, codependencies and value networks. However, finding suitable partners and key competences require considerable effort. The proposed business ecosystem creation platform provides 24/7 "available everywhere" web service including digital infrastructure and tools for professional networkingagents, company representatives and researchers for up-to-date information retrieval and networking.The future businesses are built based on value networks with a basis on a new business model(s), where partnering, specializing and joint solution deliveries are the key to sustainable success. Successful business operations on global markets often require companies to join forces, especially if they are small or narrowly specificor bothto reach globally leading positions. Thus, concentrating on smart partnering is one key success factor. An elementary task is to facilitate the founding work for consortia work and to develop with the companies clear parameters of roles and responsibilities. PARTNERINGIntraorganizational activities are no longer adequate for gaining competitive edge in global markets, 1 instead combining expertise and capabilities is suggested. 2 However, business ecosystem creation is challenging. It is difficult to build a team of organizations complementing each other's expertise, which has strong export performance and deliverability capabilities, while being plausible actor in international markets. Projects and businesses are different and different technology-specific markets require different knowledge and different expertise. The problem is common: the needs and buyers and potential offers and partners don't meet.Effective networking with key experts is an absolute necessity in a rapidly changing, hyperconnected worldbut we often have only limited time and resources for this elementary action. Jarkko Hyysalo is a postdoctoral researcher in the Faculty of Information Technology and Electrical Engineering at the University of Oulu. His research interests include software architectures and processes, IoT, and collaborative work. Hyysalo received a PhD in infor-SECTION TITLE HERE mation processing science from the University of Oulu. Contact him at jarkko.hyysalo@oulu.fi. MarkusKelanti is a postdoctoral researcher in the Faculty of Information Technology and Electrical Engineering at the University of Oulu. His research interests include analytics, system architectures, and software intensive systems and service development. Kelanti received a PhD in information processing science from the University of Oulu. Contact him at markus.kelanti@oulu.fi.Tanja Sauvola is a doctoral student in the Faculty of Information Technology and Electrical Engineering at the University of Oulu. Her research interests include agile and lean development, UX design, and continuous experimentation. Contact her at tanja.sauvola@oulu.fi.Kari Liukkunen is a program manager at the University of Oulu and director of Finland's High-Tech ICT Leverage from Long-Term Assetization (HILLA) Program. Hi...

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“…Social inclusion in public services incorporates the provision of governmental services to all urban residents, citizens, businesses and employees via ICT (Hollands, 2008;Caragliu et al, 2011). According to Coe, Paquet, and Roy (2001), E-Governance and Smart Communities are options to simplify the exchange between residents and the city council, whereas Schaffers et al (2011) offer the approach of co-operation frameworks for open innovation (Konsti-Laakso, Pikhala, & Kraus, 2012). An increase in the government's efficiency can be achieved with the integration and the offer to participate to the citizens as well as the availability of the public sector's open data (Bakici et al, 2013).…”

Section: Social Inclusion Of Urban Residents In Public Servicesmentioning

confidence: 99%

Innovating and Exploiting Entrepreneurial Opportunities in Smart Cities: Evidence from Germany

Kraus¹,

Richter²,

Papagiannidis³

et al. 2015

Creat Innov Manage

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Smart City initiatives are considered a vehicle for achieving sustainable development of urban growth. This paper explores the conditions and factors that affect innovation in Smart Cities from an entrepreneurial vantage point. Data was obtained through a series of interviews with German entrepreneurs active in Smart Cities. Beyond examining the importance of a set of factors that originate from the extant literature, our findings suggest that entrepreneurs believe that Smart City initiatives need a clear vision to drive their development and growth and that government has a key role to play in bringing the necessary resources and stakeholders together.

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Facilitating SME Innovation Capability through Business Networking

Cited by 110 publications

References 44 publications

Living Lab: A Methodology between User‐Centred Design and Participatory Design

Living Lab: A Methodology between User‐Centred Design and Participatory Design

Fenix: A Platform for Digital Partnering and Business Ecosystem Creation

Innovating and Exploiting Entrepreneurial Opportunities in Smart Cities: Evidence from Germany

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