How Market–Based Organisation Sustains Organic Innovation

Välikangas, Liisa; Merlyn, Paul

doi:10.1111/1467-8616.00215

Cited by 10 publications

(4 citation statements)

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“…By responding to external factors, policy makers can aim to restructure economies to make them more resilient. Moreover, policy actors can be proactive and prompt change without first experiencing a crisis (Välikangas, 2010). Simmie and Martin (2010) demonstrate how the resilience of the City Regions of Cambridge and Swansea were both affected by public policy decisions over an extended period of time.…”

Section: Unpacking the Economic Resilience Of City Regionsmentioning

confidence: 99%

Economic resilience and entrepreneurship: A case study of the Thessaloniki City Region

2013

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The aim of this study is to examine the relationship between economic resilience and entrepreneurship in City Regions. ‘Resilience’ is an emerging concept, which has been employed to examine economic performance and responsiveness to exogenous shocks, such as financial crisis and recession. Drawing on interviews with key stakeholders in the Thessaloniki City Region, Greece, this article contributes to the emergent literature by examining the link between economic resilience and entrepreneurship. The article finds that entrepreneurship is integral to promoting the diversification and capacity building of city region economies, with the external shock of the Eurozone crisis and austerity challenging areas such as the Thessaloniki City Region to rethink their economic structure. The article concludes that entrepreneurship is critical to restructuring and adaption of city region economies before drawing a series of recommendations concerning the wider policy implications of the study.

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Section: Unpacking the Economic Resilience Of City Regionsmentioning

confidence: 99%

Economic resilience and entrepreneurship: A case study of the Thessaloniki City Region

2013

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“…A new generation of research into global developments could focus on the combined dynamics of the multipolar international regime and multifaceted organic innovation (Välikangas and Merlyn, 2002) to provide practical policy solutions at all levels (individual, local, national, global). At the same time, it could concentrate on the phenomenon of innovation generation and global governance institutionalisation by considering the unfolding of the capitalist system from its emergence to the present day.…”

Section: Concluding Remarks Limitations and Research Prospectsmentioning

confidence: 99%

Searching for a new global development trajectory after COVID-19

Vlados¹,

Chatzinikolaou²

2021

IJGENVI

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A growing number of policymakers and scholars refer to the current COVID-19 pandemic crisis as a turning point in the evolution of globalisation. Following these interpretations, a relative theoretical deficiency in analysing the contour of the newly emerging global development perspective is identified. We explore the post-war evolution of world capitalism (from World War II and beyond), focusing on the following pillars: the formation of international regimes, the generation of main types of innovation, and the successive articulation of world development and crisis phases. The current transition period of the post-COVID-19 era constitutes, in its essence, a mutational crisis of the global accumulation regime and mode of regulation, accelerating the transition towards a 'new globalisation'. The generation and application of functional, institutional, and organically perceived business innovation seems to constitute the main component for a sufficiently re-stabilised new global development trajectory.

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“…Another well-known Shell practice is the deployment of its ten year old 'GameChanger' innovation process (Hammonds, 2002;V€ alikangas and Merlyn, 2002), which emerged after a corporation-wide reorganisation in the mid-1990s that abandoned a thirty-year-old three-dimensional matrix organisation involving some 200 decision-makers, and replaced it with a multi-divisional structure reporting to just five executives (Mathieur, 2001). This was a far-reaching change, and one of the many aspects it affected was Shell's R&D activities.…”

Section: Introduction Objectives and Organisationmentioning

confidence: 99%

“…The biggest and most profitable of the five new divisions, which included the company's exploration and production businesses, decided to develop a new approach e called 'GameChanger' -to focus on radical innovations, which was then adopted by other divisions and subsequently across the whole company. GameChanger was set up as a peer-managed, stage-gated, funnel process to convert ideas into projects and eventually (for successful projects) into ventures (Verloop, 2006;V€ alikangas and Merlyn, 2003;van Dijk and van den Ende, 2002). Potential innovation ideas are received from anyone, or sought out via workshops, and initially assessed by peers to see if they are worth further investigation.…”

Section: Introduction Objectives and Organisationmentioning

confidence: 99%