Seven Stimuli to Identify Opportunities of Innovation: A Practice of Training Innovative Engineers and Some Findings in China

Tan, Runhua

doi:10.4236/ajibm.2013.38083

Cited by 8 publications

(13 citation statements)

References 56 publications

(47 reference statements)

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“…The start-ups initiated the process by identifying an opportunity, in a continuum from discovery to creation of opportunities (see Tan, 2013). All of the cases evaluated the opportunities; however, those ones that did not initially enter into the acceleration process used feasibility or opportunity study, while the rest of the cases followed accelerators' standards which emphasize on preparing detailed business plans (Salamzadeh, 2015a).…”

Section: Discussionmentioning

confidence: 99%

Creation of ICT-Based Social Start-Ups in Iran: A Multiple Case Study

Salamzadeh

Arasti

Elyasi

2017

J. Enterprising Culture

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Despite the importance of social startups, their evolution is rarely investigated. Thus, in this manuscript, the emergence of ICT-based social start-ups is studied using a multiple case study research method. To do so, five social start-ups are selected using a combination of purposive and convenience sampling and studied in detail, based on Lanteri's (2015) model regarding creation of social enterprises. Eight cofounders are interviewed and data triangulation is employed by collecting data from both primary and secondary sources. Also, replication logic is considered to be able to generalize the findings. Moreover, in order to better understand the phenomenon, the history of social entrepreneurship and its evolutionary trend in Iran is elaborated. The findings show that the evolutionary trend of social entrepreneurship in Iran could be classified into three stages, i.e. ancient Persia, entrance of Islam, and emergence of entrepreneurship as a field. Finally, the findings are categorized in four categories: (i) process, (ii) social entrepreneur/founder, (iii) activities, and (iv) organization.

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Section: Discussionmentioning

confidence: 99%

Creation of ICT-Based Social Start-Ups in Iran: A Multiple Case Study

Salamzadeh

Arasti

Elyasi

2017

J. Enterprising Culture

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“…Education. Highly innovative organizations create and maintain a learning environment by keeping the knowledge and skills of the employees up to date (Tan, 2013). Organizations with high learning orientation tend to benefit from, for example, knowledge and mistakes, generating new ideas and developing innovations (Smith et al 2008).…”

Section: Team Perspectivementioning

confidence: 99%

“…to find ideal systems on imaginary basis, use unexpected resources, identify contractions within a system, trim some elements in an existing product, add another purpose to a product, etc.) (Tan, 2013). An effective learning model is to strive for shared mental models by working with reflection and experimentation (Gieskes and Van der Heijden, 2004) and to supply educational environments including course development, collaborative learning and evaluation (Chou and Chou, 2011).…”

Section: Team Perspectivementioning

confidence: 99%

“…to identify existing opportunities). Different tools, such as lateral thinking, metaphoric thinking, positive thinking, association trigger, capturing, interpreting dreams, pattern recognition or blue ocean strategies, give different results (Tan, 2013). Park (2005) comes to the conclusion that awareness of opportunities comes from an interaction between three individual components: the entrepreneur, including institutionalization alertness and knowledge development, embracing risk, driving growth and market-driven innovation culture; the knowledge and experience within the firm, which includes new markets, customer requirements and technological expertise; and technology, which includes external technology providers.…”

Section: Team Perspectivementioning

confidence: 99%

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Innovation Enablers for Innovation Teams - A Review

Johnsson

2017

jim

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This review consolidates research on innovation enablers for innovation teams, defined within this research as factors that enable a cross-functional team within an organization to conduct innovation work, to provide a deeper understanding of what factors enable innovation teams to conduct innovation work, which means that this research involves three areas to provide a holistic picture: the organizational context, the team itself, and the individuals within the innovation team. A systematic database search was conducted in which 208 relevant articles were identified and analyzed thematically way. Twenty innovation enablers related to innovation teams were identified: awareness, capabilities, climate, collaboration, culture, dedication, economy, education, empowerment, entre- / intrapreneurship, human resources, incentives, knowledge, knowledge management, management, mind-set, need, processes, strategy, and time. This review contributes to prior research a deeper understanding of what key factors enable innovative work for innovation teams. Suggestions of both academic and practical use for the identified innovation enablers are included in this review, and direction for future research is suggested.

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“…An interactive seven-step process model for training engineers [11] is developed by the center, which is a mass-engineer-oriented training model (MEOTM). The first feature of the model is that it is a mass-engineer-oriented in which 40-80 engineers from different companies and regions may attend a class at same time.…”

Section: Introductionmentioning

confidence: 99%

Research on Opportunity-Driven Redesign Process to Cooperate With Training Innovative Engineers in China

Tan

Dong

Yang

et al. 2018

Chin. J. Mech. Eng.

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Many design engineers in cross-domain industries have attended training classes of TRIZ to improve their innovative abilities in China. Most of them are successful, but others are not. So the latest target of the trainers is to improve the training process used now in industry in China and to make the engineers to understand the basic principles of TRIZ better. Based on the mass-engineer-oriented training model (MEOTM) and mechanical engineers' design cases, a relationship between managing activities about the opportunities for innovation and the training process is set up. It is shown that the inventive problems come first from opportunity searching for engineers. A training and gate system for evaluation is developed to involve the managing activities of the companies in the training process. Then comparison between the general analogous process and the application of TRIZ is made, which shows the advantages and depth principles of TRIZ for the engineers to apply them confidently. Lastly a new process is formed in which opportunity searching, engineers training, inventive problems identifying and solving,and three redesign paths are connected seamlessly. The research proposes an opportunity-driven redesign path that cooperates the training and opportunity searching, which will be applied in future training classes to make more and more engineers to follow.

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Seven Stimuli to Identify Opportunities of Innovation: A Practice of Training Innovative Engineers and Some Findings in China

Cited by 8 publications

References 56 publications

Creation of ICT-Based Social Start-Ups in Iran: A Multiple Case Study

Creation of ICT-Based Social Start-Ups in Iran: A Multiple Case Study

Innovation Enablers for Innovation Teams - A Review

Research on Opportunity-Driven Redesign Process to Cooperate With Training Innovative Engineers in China

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