Government support for applied Research and Development (R&D) persisted in the US despite evidence to the contrary. Many provide government R&D funding for enterprises of particular interest and a number of countries have substantially increased their expenditure on R&D. SBIR as a means of funding high-risk R&D with broad commercial and societal benefits that would not be undertaken by a single company, either because the risk was too high or because a large enough share of the benefits of success would not accrue to the company for it to make the investment. Therefore, the program¡¦s goal is to the development and application of new, enabling technologies that individual firms would not or pursue on their own and thereby encourage the economic growth that comes from the commercialization and use of new technologies in the private sector. However, very few studies of R&D policy toward innovative subsidy program in developing country. Public programs to subsidize high-technology firms have represented a significant but little-studied area of public expenditures. This article assesses the long-run success of firms participating in the SBIR program in Taiwan. The plan of this research is as follows. The purpose of this search in Taiwan is to study the impact of government-industry R&D programs on private R&D. The research has 3 important aspects. First, using a questionnaire to understand the enterprises intention and behavior which have participated in the ¡§Small Business Innovation Research (SBIR)¡¨ this paper first examines whether government R&D subsidies influence firm¡¦s innovative activities. Second, this paper examines what the correlation is between government funding and private R&D expenditures. Finally, this research conducted 67 important interviews from enterprises. Not only the multi-methodology comparisons, the empirical results aimed at: 1) Examine the role of public/private partnerships (PP/Ps) as an instrument to leverage public investment in strategy technology and innovation and to achieve other goals of technology and innovation policy; 2) Identify the critical factors determining the success of R&D subsidy program for innovation, with an emphasis on programme design, financial arrangement, and evaluation 3) Government R&D subsidies have a significant positive effect or not on firm¡¦s R&D expenditure / employment / firm-financed R&D spending.

The New Zealand innovation sector is dominated by Small to Medium Enterprises (SMEs). SMEs make up more than 97% of all businesses and account for about 30% of total employment. There is, however, limited research available on the New Product Development practices of these companies. For New Zealand to compete with major economies of the world, investment in innovation is paramount. This can be achieved by effective management of New Product Development practices and systems. This report presents findings of the research based on the “Establishing an NPD best practices framework” survey which was designed to conduct similar studies in the US, UK and Ireland (Kahn, Barczak and Moss 2006). The study identified seven dimensions of New Product Development practices – strategy, process, research, project climate, company culture, metrics & performance measurement and commercialisation. The survey was designed to measure the relative importance of each of the seven dimensions. The survey further listed various characteristics under each of the seven dimensions and respondents were asked to identify which of these constituted poor, good, better and best practices. Strategy was ranked the highest among the seven dimensions followed by commercialisation, research, company culture, process, project climate and metrics. The results were broadly consistent with those from the US, UK and Ireland which ranked strategy the highest and metrics the lowest. Commercialisation was ranked the second most important dimension where as in the US, UK and Ireland studies, research was ranked above commercialisation. Respondents indicated that a formal strategy helped reduce processing time. Decisions were taken quickly because the head of the firm was directly involved in the product development process. A vision statement for the company which incorporates NPD was also cited as an important part of the overall NPD strategy. This includes “well-defined NPD goals and long-term strategic support for NPD projects”. The study also considered the characteristics of the seven dimensions of NPD. Respondents were asked to review those characteristics and indicate whether they reflected a Poor, Good, Better or Best NPD practice. The US, UK and Ireland samples indicated that poor practices were more well-known than best practices were each of the seven dimensions. There was one significant difference between NZ results and those from the US, UK and Ireland. NZ professionals identified best practices for the Metrics dimension. This indicated that even though Metrics as a dimension ranked the lowest among the seven for NZ professionals, there was a general awareness of the characteristics that constitute best and poor practices for this dimension.

El presente estudio tiene por finalidad analizar la idea de negocio para la implementación de un servicio de asesoría empresarial, que ayude a la micro y pequeña empresa en nuestro país, a través del desarrollo del modelo de negocio bajo la metodología del Business Model CANVAS. Este trabajo comprende la idea de negocio, el análisis del sector y del mercado; así, como su viabilidad. Esta idea de negocio se originó como resultado del análisis de la información obtenida sobre la situación de este tipo de empresas y como resultado del conocimiento adquirido durante nuestra carrera profesional, lo cual nos ha permitido conocer con mayor detalle la realidad y desafíos que estas tienen que afrontar, y más aún en un contexto que exige innovación de las empresas Por otro lado, se recurrió a un sondeo de mercado para determinar si esta propuesta de negocio era de interés y necesario. Como resultado se identificó que existe la preocupación del empresario por el futuro de su empresa y la necesidad de conocer de manera sencilla como opera su negocio y como identificar nuevas oportunidades que le permita generar los flujos de ingresos suficientes. Finalmente, se determinó que mediante una estrategia de diferenciación de servicio personalizado y de calidad, se puede ingresar al mercado para captar clientes. El análisis financiero mostró que esta idea de negocio es capaz de generar valor, con un VAN de S/ 1’700,197 soles y una TIR de 150%, superior a un COK de 11.04%. / The purpose of this study is to analyze the business idea for the implementation of a business advisory service, which helps micro and small businesses in our country, through the development of the business model under the business model CANVAS methodology. This work includes the business idea, the analysis of the sector and the market, as well as its viability. This business idea originated as a result of information obtained on the situation of this type of companies and as a result of the knowledge acquired during our professional career, which has allowed us to know in greater detail the reality and challenges that they have to face, and more so in a context in which companies have to be innovating. On the other hand, a market survey was used to determine if this business proposal was of interest and necessary. As a result, it was identified that there is the concern of the entrepreneur for the future of his company and the need to know in a simple way how his business operates and how to identify new opportunities that allow him to generate sufficient income streams. Finally, it was determined that through a strategy of differentiation of personalized service and quality, you can enter the market to attract customers. The financial analysis showed that this business idea can generate value, with an NPV of S/. S/ 1’700,197 soles and an IRR of 150%, higher than a COK of 11.04%. / Trabajo de investigación

La presente investigación bibliográfica tiene como propósito explicar cómo el liderazgo transformacional impacta en la creatividad e innovación de los individuos que conforman las empresas. Para lograr dicho objetivo, se describirán los principales argumentos de diferentes autores que han investigado y escrito sobre el impacto del liderazgo transformacional en la creatividad e innovación. Sin embargo, también se señalarán algunas posiciones que no consideran a dicho estilo de liderazgo como un factor relevante en el impulso de la creatividad e innovación. Finalmente, a partir de este balance bibliográfico, se arribará a la conclusión de que sí existe una relación entre el liderazgo transformacional y el impulso de la creatividad e innovación en las empresas. / The purpose of this bibliographic research is to explain how transformational leadership impacts the creativity and innovation of the individuals that make up companies. To achieve this objective, the main arguments of different authors who have researched and written about the impact of transformational leadership on creativity and innovation will be described. However, some positions that do not consider said leadership style as a relevant factor in promoting creativity and innovation will also be pointed out. Finally, based on this bibliographic balance, it will be concluded that there is a relationship between transformational leadership and the drive for creativity and innovation in companies. / Trabajo de Suficiencia Profesional

Despite some understanding within the development literature about innovation in extreme contexts marked by challenges of institutional voids and resource scarcity, there exists little knowledge within organization theory and strategic management. To extend this understanding, I connect innovation in extreme contexts with research on social and purposeful innovation. But while the literature attributes social innovation to social entrepreneurs, we know little about how social entrepreneurs themselves view innovation. Questions that arise: How do social entrepreneurs conceptualize innovation broadly and specifically under extreme contexts marked by institutional voids and resource scarcity? I explore these questions using qualitative, descriptive and analytical methods by studying two communities of globally networked and formally recognized social entrepreneurs. Analysis is at meso level of innovation and value chains but observations are at micro level through document analysis, interviews, and observations. I reveal perceptions by social entrepreneurs on conceptual drivers, determinants and key features of innovation. The findings help organizational theorists to frame models of innovation to understand innovation among social entrepreneurs broadly and in extreme contexts. In contrast to social innovation presented in current literature, I find innovation among social entrepreneurs is viewed as a disparate range of understandings that stem from varied motivations, means and outcomes related to social concerns as well as user, efficiency, and challenge concerns. I further find that social entrepreneurs turn to a mix of technology, social, and institutional innovations to deal with, make use of, or overcome constraints. The varied concerns and approaches to innovation can be condensed using the construct of 'frugal innovation' which helps provide some cohesion to the seemingly disparate notions of innovation among social entrepreneurs. I build propositions from the findings and suggest models of innovation that help develop a theory of frugal innovation with implications and lessons relevant for theory, practice, policy and future research.

在快速變動的環境下，全球企業致力於持續創新以維持競爭優勢。創新是不同知識重組的過程。技術知識與顧客知識成為建構知識互補，達到創新的重要因素。過去的研究著重於測試互補效果的存在以及對於結果的影響。然而，針對知識互補的過程缺乏詳細的瞭解。本研究的目的即希望經由瞭解技術知識與顧客知識如何互補達到創新的過程，對於知識互補建構完整的概念。本研究包含兩個研究問題: (1) 如何定義兩種組織知識（技術知識與顧客知識）的知識互補？(2) 組織如何管理知識互補（技術知識與顧客知識）以達到創新？ 本研究經過反覆的文獻探討及深度個案訪談後，將知識互補定義為一種狀態，當某一種知識提供另外一種知識的缺乏，經過知識互動後增加為了達到某個特定目的的全部價值。此外，建構知識互補過程開始於察覺為了達到某個特定目標知識的不足，進而確認另一種知識來補足它。經過知識互動後，互動的深度及廣度有所變化，兩種知識可能逐漸增加或產生知識質變而達到創新。 本研究基於文獻探討及個案分析的結果提出五個命題。命題主要是針對知識互補的過程、階段及不同類型的知識互補進行探討。本研究發現知識互補有三種型態：基礎性互補、突現性互補及機會性互補。 本研究利用動態觀點分析研發及業務部門知識互動情形，進而瞭解組織建構知識互補的過程。這種過程導向的研究不僅發現知識互補的存在，更進一步解釋知識互補的建構過程。組織可藉由動態管理知識互動以建構知識互補的過程，來達到持續創新的目的。本研究著重於知識本身，知識互補的概念、流程及型態對於創新及知識管理提供未來進一步研究的基礎。 / Global enterprises are currently engaged in continuous innovation to compete and sustain themselves in the dynamic changing market. The development of innovation is a process of novel combination of different kinds of knowledge. Both technological and customer knowledge have been identified as crucial for building knowledge complementarity for delivery of innovation. Researches have examined the existence of complementarity between inputs and the effect of output. Nevertheless, detailed understanding of the process of knowledge complementarity development is still lacking. The objective of this study is to develop a complete concept of knowledge complementarity with a thorough understanding of how technological knowledge complements customer knowledge in the process of adaptation and innovation. There are two research questions, as follows. (1) How can we define knowledge complementarity between the two kinds of organizational knowledge (technological knowledge and customer knowledge)? (2) How do organizations manage knowledge complementarity between technological knowledge and customer knowledge for innovation? Through iterative analyses of the existing literature and examination of empirical data, this study clarifies the definition of knowledge complementarity as a situation in which one source supplies knowledge that another source lacks, thus increasing the total value for achieving a specific purpose through knowledge interaction. The process of building knowledge complementarity starts with sensing the insufficiency of knowledge for a specific goal and identifying sources that can satisfy the deficiency. Then, through knowledge interactions, the scope and depth of the knowledge of the interactive parties are increased and evolved, resulting in an increased innovative value for the specific purpose. Based on the literature review and observation of case studies of T Probe Card and Cyber Software, five propositions were formulated. These propositions concern the sequences of the process of knowledge complementarity and different types of knowledge interaction for knowledge complementarity. The three types of knowledge complementarity identified are: infrastructural complementarity, emergent complementarity, and opportunity complementarity. In different to the static view to examine the relationship between knowledge management variables, this study uses a dynamic view to understand knowledge interaction between R&D and sales department in the process of building knowledge complementarity. This process-oriented study not only examines the existence of complementarity but also provides the explanation for "how" something happened and the sequence of events leading to the outcome. Rather than placing focus on the interactive activities, the underlying point of this study is on the knowledge itself. Operationalizable indexes of the scope and depth of knowledge interaction have been clearly developed for the purpose of examining knowledge interaction and their interplay in different types of knowledge complementarity. The concept, process and distinctive types of knowledge complementarity provide essential input to innovation and knowledge management. Organizations intent to build sustained innovation capability could benefit from this study by dynamically managing knowledge interactions for complementarity of different purposes.

O setor de varejo brasileiro passa por um grande processo de transformação, em ambiente de alta competição e forte tendência de atuação multicanal, com surgimento de novas tecnologias e observação de mudanças no comportamento dos consumidores. Diante deste cenário, existe oportunidade para criar diferenciais competitivos por meio de estratégia de gestão de clientes, assim como já ocorre em outros setores. O objetivo deste estudo é identificar e analisar as diretrizes para implementação dos principais processos da estratégia de gestão de clientes em organizações de varejo em ambiente multicanal, de qualquer segmento de atuação, bem como entender desafios, restrições, oportunidades e outros aspectos relevantes. Após relato da experiência profissional do autor em projetos de gestão de clientes, em especial nos setores de serviços e varejo, buscou-se na teoria os principais temas relacionados - Varejo Multicanal, Consumidor Omnichannel e Gestão de Clientes - para posterior análise, comparação com a prática e direcionamento da pesquisa empírica. Como método de pesquisa, escolheu-se a abordagem exploratória e qualitativa, por meio de entrevista pessoal em profundidade com 13 especialistas em varejo e gestão de clientes, utilizando roteiro semiestruturado. Para avaliação das respostas obtidas, foram considerados os procedimentos de análise de conteúdo, que resultaram em 7 categorias temáticas: i) cenário competitivo do varejo brasileiro; ii) mudanças no comportamento dos consumidores; iii) características e integração do varejo multicanal; iv) processo de desenvolvimento da estratégia de clientes; v) processo de gestão da informação / conhecimento dos clientes; vi) processo de criação de valor / experiência dos clientes; vii) processo de avaliação de desempenho e resultados. À luz da experiência relatada e referencial teórico, as diretrizes para implementação da estratégia de gestão de clientes foram analisadas e consolidadas, alcançando os objetivos propostos e contribuindo para a prática em organizações de varejo multicanal, bem como para a inovação de marketing e organizacional. Como contribuição para a teoria, a pesquisa abordou alguns temas e conceitos ainda pouco explorados na literatura acadêmica, abrindo também espaço para o desenvolvimento de novos estudos. / Brazilian retail sector undergo a considerable transformation process, in high competition environment and strong trend of multichannel operation, with emergence of new technologies and changes in consumers behavior. In this scenario, there is opportunity to create competitive advantages through customer management strategy, as already in other sectors. The aim of this study is to identify and analyze the guidelines for implementation of the main processes of customer management strategy in retail organizations in multichannel environment, in any business segment, as well as understand the challenges, constraints, opportunities, and other relevant aspects. After reporting author\'s professional experience in customer management projects, especially in services and retail, it was researched in theory the main issues - Multichannel Retail, Omnichannel Consumer and Customer Management - for later analysis, comparation to practice and direction of empirical research. As a research method was chosen exploratory and qualitative approach, through personal in-depth interviews with 13 specialists in retail and customer management, using semi-structured script. For evaluation of the obtained responses, content analysis procedures were considered, which resulted in seven thematic categories: i) competitive landscape of the Brazilian retail sector; ii) changes in consumers behavior; iii) characteristics and integration of multichannel retail; iv) customer strategy development process; v) information management process / customer knowledge; vi) creating value process / customer experience; vii) performance evaluation and results process. In light of the reported experience and theoretical reference, guidelines for implementation of customer management strategy were analyzed and consolidated, achieving the proposed goals and contributing to the practice in multichannel retail organizations, as well for marketing and organizational innovation. As a contribution to the theory, this research addressed some issues and concepts still few explored in academic literature, also making room for the development of new studies.

創新來自知識的互動。本研究將創新知識來源分成客戶類知識與技術類知識，並將企業創新分成新產品開發、解決客戶問題與提高企業自身創新能耐，以探討知識互動特性對不同類型創新的影響。本研究針對業務端與研發端的知識互動，採個案研究的方式，蒐集14個企業創新個案。分析結果發現，高深度的知識互動是新產品開發成功的關鍵；不同客戶問題，所需的知識互動廣度與深度則不一；若欲提高企業自身創新能耐，需要的是高廣度的知識互動。本研究透過不同實際個案歸納出各類創新類型下的知識互動特性，除了有助於更加瞭解知識互動對創新的影響之外，亦有助於企業經營實務上的操作。 / The objective of this study is to understand the impact of intra-organizational knowledge interaction on business innovative performance. The study divided knowledge of innovation into customer-related knowledge and technology-related knowledge, and classified business innovation into product innovation, problem-solving innovation and general innovation capability. Focusing on the knowledge interaction between sales people and R&D engineers the study analyzed 14 business innovation cases in four selected companies. The results reveal that high depth of knowledge interaction is the key to product innovation while the level of the depth and scope of the knowledge interaction is highly related to the context of the problems to be solved. In regard to general innovation capability, high scope of knowledge interaction seems to be the influential factor. The findings about intra-organizational knowledge interaction provide insights about how different levels of the scope and depth of knowledge interaction affect different types of business innovation and offer useful guide in managing technology and customer knowledge in business practices.

O setor de varejo brasileiro passa por um grande processo de transformação, em ambiente de alta competição e forte tendência de atuação multicanal, com surgimento de novas tecnologias e observação de mudanças no comportamento dos consumidores. Diante deste cenário, existe oportunidade para criar diferenciais competitivos por meio de estratégia de gestão de clientes, assim como já ocorre em outros setores. O objetivo deste estudo é identificar e analisar as diretrizes para implementação dos principais processos da estratégia de gestão de clientes em organizações de varejo em ambiente multicanal, de qualquer segmento de atuação, bem como entender desafios, restrições, oportunidades e outros aspectos relevantes. Após relato da experiência profissional do autor em projetos de gestão de clientes, em especial nos setores de serviços e varejo, buscou-se na teoria os principais temas relacionados - Varejo Multicanal, Consumidor Omnichannel e Gestão de Clientes - para posterior análise, comparação com a prática e direcionamento da pesquisa empírica. Como método de pesquisa, escolheu-se a abordagem exploratória e qualitativa, por meio de entrevista pessoal em profundidade com 13 especialistas em varejo e gestão de clientes, utilizando roteiro semiestruturado. Para avaliação das respostas obtidas, foram considerados os procedimentos de análise de conteúdo, que resultaram em 7 categorias temáticas: i) cenário competitivo do varejo brasileiro; ii) mudanças no comportamento dos consumidores; iii) características e integração do varejo multicanal; iv) processo de desenvolvimento da estratégia de clientes; v) processo de gestão da informação / conhecimento dos clientes; vi) processo de criação de valor / experiência dos clientes; vii) processo de avaliação de desempenho e resultados. À luz da experiência relatada e referencial teórico, as diretrizes para implementação da estratégia de gestão de clientes foram analisadas e consolidadas, alcançando os objetivos propostos e contribuindo para a prática em organizações de varejo multicanal, bem como para a inovação de marketing e organizacional. Como contribuição para a teoria, a pesquisa abordou alguns temas e conceitos ainda pouco explorados na literatura acadêmica, abrindo também espaço para o desenvolvimento de novos estudos. / Brazilian retail sector undergo a considerable transformation process, in high competition environment and strong trend of multichannel operation, with emergence of new technologies and changes in consumers behavior. In this scenario, there is opportunity to create competitive advantages through customer management strategy, as already in other sectors. The aim of this study is to identify and analyze the guidelines for implementation of the main processes of customer management strategy in retail organizations in multichannel environment, in any business segment, as well as understand the challenges, constraints, opportunities, and other relevant aspects. After reporting author\'s professional experience in customer management projects, especially in services and retail, it was researched in theory the main issues - Multichannel Retail, Omnichannel Consumer and Customer Management - for later analysis, comparation to practice and direction of empirical research. As a research method was chosen exploratory and qualitative approach, through personal in-depth interviews with 13 specialists in retail and customer management, using semi-structured script. For evaluation of the obtained responses, content analysis procedures were considered, which resulted in seven thematic categories: i) competitive landscape of the Brazilian retail sector; ii) changes in consumers behavior; iii) characteristics and integration of multichannel retail; iv) customer strategy development process; v) information management process / customer knowledge; vi) creating value process / customer experience; vii) performance evaluation and results process. In light of the reported experience and theoretical reference, guidelines for implementation of customer management strategy were analyzed and consolidated, achieving the proposed goals and contributing to the practice in multichannel retail organizations, as well for marketing and organizational innovation. As a contribution to the theory, this research addressed some issues and concepts still few explored in academic literature, also making room for the development of new studies.

The Tropics continue to provide the most biologically diverse and carbon rich forest in the world, but they are being lost at alarming rates. To meet the global climate change targets and the UN sustainable development goals, financing is urgently needed to speed up and increase tropical forest restoration. The aim of this thesis is to show that sustainable timber and non-timber forest products offer are a viable vehicle for investment in tropical forest restoration and to identify the needed incentives and tools to enable sustainable investment.   There is a lack of research on the integration between business model design and sustainability generally and an absence of business models for tropical forest restoration. Very little research if any, has been undertaken to link the two and evaluate the feasibility of applying business models on tropical forest restoration, especially with regard to its potential as an interesting investment option. This thesis gives a background about tropical forest restorations, sustainable investment, presents three tropical reforestation projects and a conceptual framework. The conceptual framework will be used to evaluate the potential for business model application to finance restoration and enable sustainable investments.   Using a business model for tropical forest restoration projects, which in most cases are not defined as businesses, is an innovative approach and an agent of needed radical change. A business model is a crucial strategic management tool to enable success of tropical forest restorations. The core logic of the business model can offer equitable customer value and the fulfillment of new types of needs. Merging economic development and forest restoration is a powerful tool for innovation. The critical variables for financing are management, monitoring, operational efficiency, political incentives and regulations, stakeholder involvement, community benefits, transparency and information communication technology.