From Low Cost to Global Leadership: Computime (Hong Kong) Leads Through Innovation

Wolcott, Robert C.; Lippitz, Michael J.

doi:10.4135/9781473994980

Cited by 5 publications

(4 citation statements)

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“…Each pathway could be combined with other pathways. The reach and ambition of an innovation along each pathway can range from incremental and sustaining changes to major disruptive breakthroughs (Wolcott & Lippitz, 2010). The variety of possible combinations seems daunting, but also encouraging, because equity markets reward an (economic) value‐adding variety of innovation initiatives; offering grounds for optimism to any firm whose growth is lagging.…”

Section: Learning From Growth Leadersmentioning

confidence: 99%

Capturing innovation opportunities: Learning from growth leaders

Day

2024

J of Product Innov Manag

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Firms that capture the benefits of innovation opportunities ahead of their rivals achieve superior rates of organic growth. These growth leaders don't wait for opportunities to appear before reacting. Instead, they systematically search for opportunities to select for development. Qualitative case analyses of four growth leaders found that each used two types of heuristics or rules of thumb while capturing innovation opportunities. Their top‐down strategy heuristics were revealed with a wide‐spectrum framework that reimagined and stretched each dimension of their strategy. Growth leaders also used bottom‐up process heuristics to routinize and share their approaches to capturing innovation opportunities throughout their organization. These heuristics are a useful lens for studying innovation practices and suggest fruitful avenues for further research.

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Section: Learning From Growth Leadersmentioning

confidence: 99%

Capturing innovation opportunities: Learning from growth leaders

Day

2024

J of Product Innov Manag

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“…Modern economic theory has 4 models of corporate entrepreneurship and to: enabling, productive, opportunistic and advocacy model (Wolcott and Lippitz, 2010). The starting point of their segmentation comprises the following criteria:…”

Section: Models Of Corporate Entrepreneurshipmentioning

confidence: 99%

Corporate entrepreneurship as a factor of competitiveness of companies

Golubović¹,

Janković²

2019

Ekonomski izazovi

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The purpose of the research of this paper is to conduct an analysis of the impact of corporate entrepreneurship on the business performance of a modern enterprise in the conditions of global competition. The research goal is to show through the comprehensive approach the significance of this interdependence, further expand the existing knowledge base and suggest to organizations to turn to this entrepreneurial model in order to achieve a higher degree of flexibility and innovation. Scientific methods of induction, deduction, comparison, analysis, and synthesis used in the research unambiguously indicate that the application of corporate entrepreneurship simultaneously contributes to the improvement of the business results of both individuals within the organization and the organization themselves, leading ultimately to a better market positioning of enterprises. Corporate entrepreneurship encourages employees to take an individual initiative , thus creating a perfect ground for doing new innovations that are the only guarantee of survival in a dynamic market XXI century.

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“…Growth of a firm is a central phenomenon in economics, sociology, business and management literature (Wolcott, and Lippitz, 2010).It is a broad concept which refers to growth at firm and industry level. At the industry level attention is given to ecological factors and population dynamism (Harrison, 2004).…”

Section: Introductionmentioning

confidence: 99%

Logic of Growth

Najmaei

2014

International Journal of Strategic Information Technology and Applications

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Business literature has paid a remarkable deal of attention to the growth of the firm. Despite the enormity of research about this phenomenon the role of business model in this context has surprisingly received little attention. In some cases, it has also been mistakenly equated with the strategy of the firm. In this research the authors address these two issues in two steps. First the authors clarify the concept of business model and distinguish it from the concept of strategy. Second the authors show what roles these two can play in the growth of the firm separately and jointly. Therefore this research can serve two purposes: 1) to advance understanding of growth as a complicated phenomenon from the perspective of business model and its interactions with strategy and 2) to provoke further empirical and theoretical research on this emergent area of inquiry. The main conclusion drawn from this analysis is that, although business model is not strategy however these two are intertwined and their interactions form the underlying assumptions by which a firm grows.

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From Low Cost to Global Leadership: Computime (Hong Kong) Leads Through Innovation

Cited by 5 publications

References 0 publications

Capturing innovation opportunities: Learning from growth leaders

Capturing innovation opportunities: Learning from growth leaders

Corporate entrepreneurship as a factor of competitiveness of companies

Logic of Growth

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