Modelo Conceptual De M-Learning Como Innovaciin Para La Gestiin Del Aprendizaje (Conceptual Model of M-Learning as an Innovation Management Learning)

2015 ◽  
Author(s):  
Juan Mejia-Trejo ◽  
Jose Sanchez-Gutierrez ◽  
Antonio De Jesus-Vizcaino
Keyword(s):  
Conceptual Model ◽  
Innovation Management ◽  
Management Learning

scholarly journals A Conceptual Model of Linkage Between Innovation Management and Controlling in the Sustainable Environment

2014 ◽  
Vol 31 (1) ◽  
pp. 175 ◽  
Author(s):  
Neda Vitezi? ◽  
Vanja Vitezi?
Keyword(s):  
Conceptual Model ◽  
Innovation Management ◽  
Innovation Process ◽  
Management Process ◽  
Interview Method ◽  
Sustainable Environment ◽  
Sustainable Innovation ◽  
Efficient Measurement ◽  
The Relationship

The main objective of this research is to investigate the role of controlling in the innovation management process respecting sustainability. The question of interest is whether controlling is involved in the innovation management process and how to measure the effectiveness of innovation process using controlling as analytical and informative function and support to the management of the company. Today's approach to strategic management emphasized concept of sustainability and innovation. For that reason there is a need for a broader role of controlling in decision making process, especially for the purposes of efficient measurement system. In order to develop conceptual model of the relationship between innovation management and controlling research is done on Croatian enterprises that has controlling department. The involvement of controlling function in innovation process is analyzed using interview method and results confirmed insufficiently developed linkage between controlling and sustainable innovation management. The conceptual model which is proposed is developed with regard to sustainable innovation process and management performance within which controlling place coordinative and integrative role. A model suggests five stages of the innovation process in which controlling is included as analytical and informative function. Also, a model provides a framework for further elaboration of controlling effectiveness, when it is included in innovation management process.

scholarly journals COOPERATION NETWORKS AND ORGANIZATIONAL FACTORS ON SUSTAINABLE INNOVATION

2020 ◽  
Vol 11 (1) ◽  
pp. 94-121
Author(s):  
Eyup Calik ◽  
Fazleena Badurdeen ◽  
Alperen Bal
Keyword(s):  
Firm Performance ◽  
Organizational Performance ◽  
Conceptual Model ◽  
Organizational Factors ◽  
Internal Factors ◽  
Pressure Groups ◽  
Management Learning ◽  
Sustainable Innovation ◽  
Research Organizations ◽  
External Actors

Sustainable innovations need more partnerships than available within the boundaries of an organization. Cooperation with research organizations, public institutions, nongovernmental organizations, intermediary organizations and other pressure groups as external actors for sustainable innovation play an important role in organizational performance. Some organizational factors such as knowledge management, learning, and culture influence this relationship as internal factors. There has not been a comprehensive conceptual model that considers the relationships among external actors, organizational factors, and sustainable innovation in the literature yet. In this study, we propose a conceptual model to show all relationships between these factors following a systematic literature review to identify all important relationships. The model takes a general perspective, beginning with establishing cooperation to the end of firm performance. It can also provide a basis for researchers to test the relationships and to evaluate all factors that affect sustainable innovation, and sustainability-based firm performance for managers.  

A conceptual model of management learning in micro businesses

2005 ◽  
Vol 47 (8/9) ◽  
pp. 540-551 ◽  
Author(s):  
David Devins ◽  
Jeff Gold ◽  
Steve Johnson ◽  
Rick Holden
Keyword(s):  
Conceptual Model ◽  
Management Learning ◽  
Model Of Management

An Integrated Knowledge Innovation Process Management Model

2009 ◽  
pp. 156-173
Author(s):  
Dimitris Bibikas ◽  
Iraklis Paraskakis ◽  
Alexandros G. Psychogios ◽  
Ana C. Vasconcelos
Keyword(s):  
Conceptual Model ◽  
Process Management ◽  
Single Case ◽  
Innovation Management ◽  
Innovation Process ◽  
Management Model ◽  
Knowledge Process ◽  
Knowledge Innovation ◽  
Integrated Concept ◽  
Innovation Processes

The increasing pressure of today’s highly globalised markets has lead organisations to continuously compete for knowledge and innovation. Despite the fact that there is extensive analysis of the concepts of knowledge and innovation management as autonomous areas of research, there is limited investigation for identifying and managing knowledge innovation as an integrated concept. The aim of this chapter is to conceptualise an amalgamation between innovation and knowledge process management models. This study is based on a single case, selected to provide description and generate theory around the introduced knowledge innovation lifecycle model. Skandia was conceived as an appropriate example, since it has significant reputation both on knowledge and innovation management strategy. The proposed conceptual model of highly interlinked and recursive knowledge and innovation processes flow is believed to offer enhanced utilisation of knowledge and innovation management in organisational settings.

scholarly journals A conceptual model for finding key factors for new product development evaluation

2021 ◽  
Vol 8 (4) ◽  
pp. 57-77
Author(s):  
Rhys Williams ◽  
Pouya S. Moghadam ◽  
John Mulyata
Keyword(s):  
Product Development ◽  
Conceptual Model ◽  
New Product Development ◽  
Innovation Management ◽  
Correlation Coefficients ◽  
New Product ◽  
Key Factors ◽  
Analytic Hierarchy ◽  
Key Factor ◽  
Development Evaluation

This paper develops a conceptual model for finding key factors for new product development (NPD) evaluation. It builds on the work of the most cited and published authors on innovation management, but transfers attention from advertising aspects and efficiency, to factors identified within the NPD process such as new product project definition, a firm’s resources, organisation-product fit, and commercial entity, that would lead to success with “Information acquired” being identified as the underlying key factor. This paper presents a summary of the results of correlation coefficients calculated between the factors identified and outcome measures, derived from the leading authors’ work. Further, analytic hierarchy process (AHP) was used to evaluate the results of the correlation coefficients of sub-factors, which were modified by considering the ranking of each author.

Sign in / Sign up

Export Citation Format

Share Document