Water management is undergoing a transformation towards integration, source control and ecological thinking. In the EU, the Water Framework Directive can be considered as a driver towards this new approach to water management. Innovations are deemed necessary to deliver this ideal of water management. In this thesis efforts by water sewerage companies in England & Wales to rectify agricultural pollution at source are viewed as an organisational innovation towards more sustainable water management. These source control interventions can help achieving the goals of the Water Framework Directive by reducing diffuse pollution from agriculture, fostering participation in water management and by reducing overall cost of implementation. This thesis contributes to understanding the process of change in water management by developing a model of the innovation-decision process. Insights about how innovation and therefore change can be influenced is generated by applying this model to the process of source control intervention adoption by water and sewerage companies. This research employed a flexible research design using comparative case studies. Each of the 10 water and sewerage companies in England and Wales represented an individual case. Data were collected in two phases using semi-structured interviews with selected water and sewerage company representatives. Thematic analysis, recurrence counts and content analysis were applied to analyse interviews. It was found that water companies are likely to contribute towards integrated approaches to water management, since there is a trend to adopt source control intervention. Change in water management is influenced by the interaction of factors from the domains: ‗Natural-Physical‘, ‗Organisational Characteristics‘, ‗Regulatory- Institutional‘ and ‗Innovation Attributes‘. The rate of change by water and sewerage companies is governed by a combination of asset characteristics, environmental state changes and the funding cycle. Furthermore, innovation is triggered by direct regulation and regulation that requires the gathering of information. Contrary to this flexible or framework regulation performs better in guiding the direction of change.

In the telecom manufacturing industry, the business environment is characterized by high competition and challenging tasks. To be able to thrive in this environment, companies have to work hard in order to develop innovations in the form of products, services and solutions to the marketplace. R&D departments, in collaboration with other functional departments and external agents, become the main engine for innovation development. R&D managers face the difficult challenge of effectively managing innovation projects, which are surrounded by high complexity, uncertainty and risk. To help address this issue, this thesis explores four successful innovation projects within four distinct international telecom technology suppliers, namely Nortel, Alvarion, ZTE and ST-Ericsson, to identify the factors that directly influenced the success behind each innovation. To do so, a comprehensive study of the telecom innovation system was conducted; this study enabled the researchers to devise a framework that describes the innovation process in the industry and that highlights the value of the marketing department, the importance of early customer involvement and that clearly demonstrates the self-sufficiency of today’s telecom manufacturing department. Additionally, the study highlights the importance of the human factor and the substantial value of nurturing staff and fostering different roles within the innovation team, such as that of the gatekeeper, entrepreneur, technology specialist and senior manager. R&D management literature lists over 250 different success factors; the framework included in this thesis presents only the 60 factors that are relevant to the industry. These factors are categorized in two ways: (1) As either order winners or order qualifiers and (2) as either being affected or unaffected by the innovation type. The first categorization serves to identify 25 factors that can become a source of competitive advantage if managed accordingly and 35 factors that are considered to be the status quo of the industry, and while very important are not a source of competitive advantage. The second categorization brings awareness to the R&D manager by identifying nine factors, namely: the source of the idea, access to information, the probability of commercial success, the comprehensiveness of the requirements, newness to firm, market strength, innovation receptiveness, degree of innovation and supportive environment. The research showed that these nine factors are directly affected by the innovation type (incremental, architectural or radical).

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Didėjant įmonių ir šalių inovatyvumui, svarbu tirti inovacijų pokyčius, jų įtaką ekonomikai.Šiame darbe išanalizavus inovacijų teoriją, jų vertinimo indeksus bei pagrindinių inovacijų veiksnių pokyčius, įvertinamas inovacinių veiksnių poveikis suminio inovacijų indekso (SII)kaitai bei atliekama lyginamoji analizė tarp atrinktų Europos sąjungos šalių narių. / In order to maintain growth and stability companies and counties must be innovative, it`s important to reveal to concept of innovation. In this paper, the analysis of innovation theory, the evaluation indexes and main innovation factors, assesses their impact on summary innovation index (SII)change and a comparative analysis among selected European Union Member States.