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Klimczak, Karol Marek; Machowiak, Wojciech; Staniec, Iwona; Shachmurove, Yochanan

doi:10.17270/j.log.2017.2.9

Cited by 5 publications

(3 citation statements)

References 25 publications

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“…This emphasizes the concern perceived by the interviewees about this cluster. It is noteworthy that previous authors have already recognized the relevance of the image issue, e.g., enhancement of corporate image [74] and reputation by associating with a prominent institution [64]. However, these authors did not address the risks involved.…”

Section: Institutional Image and Reputation Risksmentioning

confidence: 99%

“…Industry stakeholders, on the other hand, may be exposed to risks associated with production and innovation [69,70], potential loss of technological competitive advantage [71,72], and supply chain vulnerabilities [73]. Finally, civil society actors may face, for instance, risks related to public perception [74].…”

Section: Urgent Project Risks Within the Context Of The Qh Modelmentioning

confidence: 99%

See 1 more Smart Citation

Navigating the Urgency: An Open Innovation Project of Protective Equipment Development from a Quadruple Helix Perspective

da Penha,

Bonato,

Passos

et al. 2024

Sustainability

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This study empirically explores the Quadruple Helix model’s potential in facilitating an urgent open innovation project. By examining the life cycle of the project, developed during the COVID-19 pandemic crisis in Brazil, it reveals complex interactions among government, academia, industry, and civil society stakeholders, while also shedding light on the various risks arising from their dynamic collaboration. Employing an approach that combines case study analysis, risk assessment, and theoretical framework development, we unravel the project’s evolution, highlighting pivotal elements such as trust, collaboration, communication, agile mindset, stakeholder partnerships, scale, and logistics. Additionally, the study underscores concerns related to finance, time, reputation, and health, which warrant consideration. Risk analysis uncovers internal and external risks and categorizes thirty-two risks, with one deemed unacceptable, thus revealing valuable insights into stakeholders’ partnerships, institutional image, public equipment, manufacturing, project management, human resources, intellectual property, regulation, and sanitation risks. Building on these findings, we develop a new framework illustrating the management of the urgent open innovation project through the fast-paced Quadruple Helix formation. By exploring stakeholder collaboration and risk management, this research provides insights into the adaptability and speed required to successfully execute an emergency project, as well as presenting practical strategies for risk management and mitigation, significantly contributing to the domains of the Quadruple Helix and project management research.

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Section: Institutional Image and Reputation Risksmentioning

confidence: 99%

Section: Urgent Project Risks Within the Context Of The Qh Modelmentioning

confidence: 99%

Navigating the Urgency: An Open Innovation Project of Protective Equipment Development from a Quadruple Helix Perspective

da Penha,

Bonato,

Passos

et al. 2024

Sustainability

View full text Add to dashboard Cite

show abstract

“…In contrast, if they are slow in optimizing the role of social media, it will certainly hamper their business performance (Hassan & Raziq, 2019). Optimizing the use of social media is also able to provide support for strengthening management for business actors because the added value obtained can be directed towards building new concepts in managing management and making management processes effective and efficient 0,71% 0,84% 0,86% 0,85% 0,81% 0,91% 0,96% 0,91% 1,02% 0,95% Page │1085 (Klimczak, Machowiak, Staniec, & Shachmurove, 2017), by Therefore, efforts to optimally utilize the role of social media and strengthen management on an ongoing basis can certainly enable micro and small businesses to grow well (Hassan & Raziq, 2019). The empirical description above shows that social media and strengthening management are relevant phenomena to explain how social media can provide objective support towards strengthening management through behavior creative and innovative in activity management and business processes in a structured manner to leverage business growth for the better (Wahyuni & Sara, 2020).…”

Section: Introduction a Backgroundmentioning

confidence: 99%

Leveraging the Growth of Micro and Small Sector Businesses In Sidoarjo Regency: Antecedents of Social Media And Strengthening Management

Wahyudiono,

Gunawan,

Wijaya Putri

2023

ijebd

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Objective: This research wants to test the influence of social media on strengthening management and business growth and examine the effect of strengthening management on business growth. Design/methodology/approach: This research is included in the quantitative research category with an associative /explanatory approach and hypothesis testing. The unit of analysis in this research is micro and small business actors with a population of 186. The sample size in the research is 92. While Taking sample members from the population using a purposive sampling technique, the sample members are also referred to as respondents. The distribution of questionnaires was carried out over one month (1 June 2023 - 30 June 2023); 87 questionnaires were answered and filled in completely (94.57%); therefore, the data collected through this questionnaire was representative enough to represent the total population. Findings: Testing with Path analysis shows that social media directly and significantly influences strengthening management and business growth with standardized coefficient values of 0.347 (sig. 0.039) and 0.324 (sig. 0.041), while strengthening management directly and significantly influences the growth of micro-businesses and small with a standardization coefficient value of 0.409 (sig. 0.46). The results of this test show that social media, which is used massively to explore market information and is carried out in a structured manner, will encourage optimal management development to provide an adequate contribution to strengthening management, which leads to the creation of sustainable creative behavior in managing micro and small businesses to be more effective and efficient, both in managing market access, implementing management functions, business processes, and business cycles, so as to leverage the growth of micro and small businesses for the better. Therefore, hypotheses H1, H2, and H3 can be accepted because all the antecedents are tested to have a positive and significant influence with a significance figure below 0.05

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