Perceived innovation success in the Russian market

Knowledge as a Critical Resource in Innovation among Small Furniture Companies in Indonesia: An Exploration

“…However, it should be noted here that the findings are mixed. In a study in Russia, Johannessen et al (1997) observe that the use of new knowledge is not significantly linked to the perceived success of innovation. These mixed experiences may be attributed to differences in types of the knowledge concerned, e.g.…”

“…In terms of people, the main factors are the capability to be open to new knowl- edge, to understand new knowledge and to absorb it in such a way that it can be used on the work floor and at the same time be evaluated and enriched based on practical experiences. Many authors have argued that knowledge management is an important business activity and a determining factor in innovation (Nonaka and Takeuchi 1995;Johannessen et al 1997;MacDonald 1998). For instance, according to Cohen and Levinthal (1990) knowledge capacity -defined as an organization's ability to recognize the value of new external knowledge and to assimilate and apply it effectivelyis a critical part of an organization's innovative capability.…”

Capturing the ‘Pioneering Minds’ via Human Capital: The Impact on Innovative Performance of Malaysian SMEs

“…Innovation human capital has three dimensions; uniqueness of human capital (4-items), value of human capital (5-items), which are adapted from Cabello-Medina et al (2011) and proactiveness (2-items) which is adapted from Blesa and Ripollés (2003). Innovation performance is measured by 6-items, which is adapted from Johannessen, Dolva & Kolvereid, (1997).…”

Organizing innovation: Integrating knowledge systems

“…According to Landabaso, the most important task for the people in the R&D sector relating to SMEs, is to be 'boundary spanners' in terms of technology and market development. On this basis, it is alarming that several Norwegian studies (Johannessen & Dolva, 1995;Johannessen & Kolvereid, 1994;Johannessen et al, 1997) find so little contact between R&D institutions and companies.…”

“…However, the picture is completely different when it comes to external information seeking of business managers of SMEs. These managers make more extensive use of rational thinking, long-term planning and systematic search procedures (Johannessen & Dolva, 1995;Johannessen et al, 1997). In order to transform non-innovative small companies in a more Downloaded by [University of California Santa Cruz] at 13:07 14 October 2014 innovative direction the external information procedures must be changed into a coupling between informal external sources and a systematic long-term planning, where the development and use of personal networks are emphasized.…”