Is the value created necessarily associated with money? On the connections between an innovation process and its monetary dimension: The case of Solibro's thin-film solar cells

Perna, Andréa; Baraldi, Enrico; Waluszewski, Alexandra

doi:10.1016/j.indmarman.2015.01.011

Cited by 38 publications

(81 citation statements)

References 12 publications

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“…Such studies typically conclude that as a result of a start-up's early interactions, it learns how to fit into (or add to) the customers' resources and how to interact with customers (e.g., Aaboen et al, 2011). Previous start-up studies have argued that the development of start-ups depends on their embeddedness in the development, production and use settings (e.g., Ciabuschi et al, 2012;Ingemansson and Waluszewski, 2009;La Rocca and Perna, 2014;Perna et al, 2015). To accomplish this embeddedness, the new solution offered by the startup must be interfaced with other products that are already in use and are being produced, supplied, marketed and sold (Perna et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

Start-ups initiating business relationships: process and asymmetry

Aaboen

Aarikka‐Stenroos

2017

IMP

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Purpose: To develop an understanding of how start-ups initiate business relationships and to identify the subprocesses that characterise business-relationship initiations in a start-up context. Design/methodology/approach: The paper builds on business relationship-initiation models, develops a theoretical framework of relationship initiation and its subprocesses and, in a multiplecase study, applies this framework to seven relationship initiations by start-ups. Findings: The key findings of this study describe the process of business-relationship initiation by start-ups, which comprises six subprocesses. Our detailed and structured initiation-process analyses show how the initiation process occurs in a start-up context and how start-ups develop their relationships. Our analyses also reveal typical patterns and critical issues, such as asymmetry, that characterise start-ups' business-relationship initiations, particularly with bigger players. Theoretical implications: This paper develops a model of the relationship-initiation process, uses it in a start-up context and identifies the critical characteristics, including asymmetry, of start-up initiations; these contributions address both the literature on start-ups and the literature on relationship initiation and development. Originality/value: This paper is the first to focus on how start-ups initiate business relationships; previous studies of business-relationship initiation have focused on mature firms. Using the industrial marketing and purchasing approach, the paper contributes to shifting the focus from interactions between resource entities to relationship-initiation processes in the context of startups.

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Section: Introductionmentioning

confidence: 99%

Start-ups initiating business relationships: process and asymmetry

Aaboen

Aarikka‐Stenroos

2017

IMP

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“…Total Quality Management (TQM) adalah pendekatan yang tujuannya untuk memaksimalkan daya saing melalui peningkatan kualitas produk, sumber daya manusia, layanan, proses, dan lingkungan yang berkelanjutan (Jumenez & Martinez, 2009 (Fotopoulos, 2010) Seperti halnya penelitian yang dilakukan pada perusahaan jasa membuktikan bahwa implementasi TQM ditemukan sebagian berkorelasi dengan kualitas kinerja perusahaan dan ditemukan bahwa budaya kualitas dianggap sebagai implementasi TQM yang dominan dalam kualitas kinerja. Implementasi lain seperti sistem mutu, pelatihan dan pendidikan, kerja tim, dan pembandingan menunjukkan hubungan positif dengan kualitas kinerja (Talib, Rahman ,Qureshi, 2013) Kemampuan inovasi (terdiri dari kemampuan inovasi produk dan kemampuan inovasi proses) diakui sebagai salah satu sumber daya internal paling penting yang dapat menghasilkan kinerja perusahaan yang unggul (Perna, 2015). Kemampuan perusahaan untuk berinovasi adalah faktor yang paling penting untuk keunggulan kompetitif dalam kondisi pasar yang sangat bergejolak.…”

Section: ) Total Quality Management Dan Innovation Capabilityunclassified

“…Studi empiris terbaru pada pengembangan kemampuan inovasi,berfokus pada bagaimana perusahaan secara praktis mengembangkan kemampuan untuk berinovasi (Aggeri, 2009;Borjesson, 2013;Borjesson, 2011;Wallin, 2011;Samson, 2013 (Jumenez & Martinez, 2009;Talib, Qureshi, & Zillur, 2013) 2. Innovation Capability, diukur melalui 3 item pernyataan/pertanyaan (Zhang & Hartley, 2018;Perna, 2015).…”

Section: ) Innovation Capability and Quality Performanceunclassified

“…Perusahaan kami terus-menerus mengevaluasi ide-ide baru yang datang dari pelanggan, pemasok, dll dan memasukkannya ke dalam kegiatan pengembangan produk Quality Performance 18 Produk memiliki fitur/karakteristik yang berbeda bila dibandingkan dengan pesaing 19 Perusahaan kami sering melakukan peningkatan kualitas 20 Fungsi produk di atas rata-rata jika dibandingkan dengan pesaing Sumber: Jumenez & Martinez, 2009;Talib, Qureshi, & Zillur, 2013;Zhang & Hartley, 2018;Perna, 2015;Muttaqin & Dharmayanti, 2015…”

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Implementasi Total Quality Management dan Innovation Capability dalam Meningkatkan Quality Performance

Amalia

Insfianadewi

2020

Capital

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Total Quality Management is not the only tool to be able to advance a company to be better. Innovation is a way that can also be used as a tool to develop a company to be more developed and more innovative to improve the quality of company performance. This study aims to determine the effect of Total Quality Management and Innovation Capability on Performance Quality on pottery craftsmen in Kasongan Bantul, Yogyakarta. More competitors are entering the craft world, so the craftsmen are required to have a strategy to keep maintaining Kasongan Pottery. This study uses a quantitative approach. The research data was collected from questionnaires distributed to 135 craftsmen in Kasongan Pottery Crafts. The variables of this study were measured using statement items/questions with a 1-5 Likert Scale, starting from 1 = strongly disagree to 5 = strongly agree. The data analysis method in this research is the Structural Equation Model (SEM) using Partial Least Square (PLS) to test the hypothesis with SmartPLS 3.0 software. The results of this study indicate that Total Quality Management has a positive and significant influence on Innovation Capability. Total Quality Management and Innovation Capability has a positive and significant impact on Quality Performance Keywords: Total Quality Management, Innovation Capability, Quality Performance

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“…In most respects, owners make the final decision about the development of the business entity. However, owners can withdraw from the firm by selling it (Perna et al, 2015). Several indirect links may evoke changes if the owner has chosen an exit option.…”

Section: Actor Levels and Purposesmentioning

confidence: 99%

Shaping business through and within networks: evolving from a traditional to a digital firm

Freytag

Philipsen

2019

JBIM

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Purpose Although individual and business actors are often mentioned as an important part of clarifying the stages that firms and their networks go through from starting up to becoming established, most studies have emphasised activities and resources rather than actors. Therefore, more needs to be known about how actors shape and are shaped through and within firms’ networks. Design/methodology/approach To clarify the process of reshaping business in networks, the focus of this study is on the role of actors in firms’ networks during the main stages of development. The major events for each stage are described in terms of how these events affect the interaction, alignment and interfaces between individual actors and business actors with a focus on individual and collective interests. Findings The individual actor plays a key role in the start-up stage, whereas the business actor has a key role in the final stage when the firm has become an important player in the industry. In later stages, the individual actor plays a gradually decreasing role and the business actor an increasing role. However, it appears that an analysis of the interplay between the two levels of analysis provides deeper insight into the shaping. Originality/value This study provides new insights into the role of the actor and how the actor shapes and is shaped by a firm and its network in different stages. Further, the study contributes by clarifying actors’ roles on two levels of analysis and shows the roles of interests, conflicts, interfaces and alignment in shaping firms and their networks.

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Is the value created necessarily associated with money? On the connections between an innovation process and its monetary dimension: The case of Solibro's thin-film solar cells

Cited by 38 publications

References 12 publications

Start-ups initiating business relationships: process and asymmetry

Start-ups initiating business relationships: process and asymmetry

Implementasi Total Quality Management dan Innovation Capability dalam Meningkatkan Quality Performance

Shaping business through and within networks: evolving from a traditional to a digital firm

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