The purpose of this study is to analyze Volvo CE´s current innovation management strategy and compare it with the European Committee for Standardization´s (CENT/TS) standardized innovation management system. The study can be helpful for the organization to understand the gap between their current management system and the recommendations found in the CEN/TS innovation management system. A qualitative research methodology with a deductive approach combined with action research has been used to answer and fulfill the research question and purpose of this study. Our theoretical framework will introduce the five areas presented in CEN/TS IMS (2013) and describe their content more detailed with help from theoretical frameworks related to these areas. We will also consider other theorist's perspectives and compare their thoughts, description and models with what is been described in the CEN/TS regarding these five areas.Empiricism: Interviews with three of Volvo CE´s innovation coaches has been made to gain an understanding about the current status of the company´s innovation management strategies related to the requirements the five areas mentioned within CEN/TS IMS. In the Analysis section, a gap analysis has been made between Volvo CE´s current innovation management strategies and the requirements of the CEN/TS IMS for each area covered by this study. Overall, we think that Volvo CE have a good potential to develop a fully functional IMS in accordance with the requirements of CEN/TS 16555-1 into their organization with their current innovation management model as a starting point to build upon, and by following the references and recommendations provided by this study, the company has great chances in succeed with this mission

An Innovative company can apply new thinking faster than its competitors or surprise its customers by offering products that makes the customers first realize its need and then consume it. There are substantial evidence stating the positive impact of innovation in the automotive industry; however, corresponding research is lacking on the two-wheeler industry which is growing at a healthy pace. The main purpose of this thesis is to explore the role of innovation in a two-wheeler company and to analyse its influence in the growth of such companies.  Two research questions are addressed: What role does innovation play in the firms' product portfolio management? Does innovation lead to increased sales and market share for a company? The thesis is based on a case study of Bajaj Auto Ltd (BAL). Starting with a focus on the theme and motives involved in marketing of its products, the study revolves around the trends of innovation in the core business and its contribution to BAL’s success. Central to this report is the innovative ways employed by BAL to maintain a balanced portfolio followed by the comparison of the BAL’s sales growth with the Indian two-wheeler industry over the years and also the increase in market share of BAL in the same period. The descriptive part of “Bajaj Auto Ltd” is based on interviews via e-mail with management staffs and employees plus revenue data of the company. In addition the analysis builds upon secondary data from various sources of references like, journals, news paper reports, internet and articles. The results from the case company have been used together with a theoretical framework to explain the empirical patterns. From just taking a cue from the market trend to fine tuning a product’s operational efficiency, Bajaj Auto was not only able to sustain in the market but is able to compete with the leader in the two-wheeler segment in India. The world had a lot of offer and Bajaj gladly grabbed the opportunity by precisely managing innovation in all its business activities. Being intuitive and proactive in understanding the changing needs of the market has made this possible for BAL. Conclusively, the findings suggest that Innovation is proving to be a critical entity in a business firm and managing it effectively certainly favours the company in leaping ahead in times of competition.

The South African titanium metal industry is underdeveloped and has a fragmented value chain. The aim of this study was to investigate fragmentation within the local titanium metal value chain by using industry technology roadmapping as a tool to comment on the completeness of each value chain stage. Roadmapping for the period 2021 to 2030 was applied to a novel value chain produced for the local titanium metal industry. Within the fragmented value chain, it was indicated that from the eight identified stages only four were established locally. The identified stages of the titanium metal value chain were: stage 1 - mineral reserves; stage 2 - slag; stage 3 – TiCl4; stage 4 – sponge; stage 5 – melted products; stage 6 – mill products; stage 7 – metal powder production and stage 8 – metal powder products. Stages 1, 2, 6 and 8 are already established in South Africa. The roadmapping type selected to address the fragmented South African titanium metal value chain was an industry technology roadmap. This type of roadmap focuses on forecasting the development, commercialisation and deployment of new technologies. The overall industry roadmap was designed using individual roadmaps for the value chain stages. These individual roadmaps were used as a guideline on what to include and what to exclude from the overall industry roadmap. The technology roadmap layout consisted of five layers namely market, product, technology, R&D, and resources. These roadmapping layers were applied to each stage of the titanium metal value chain resulting in the production of individual roadmaps for each stage. The roadmap model was based on the three fundamental questions in roadmapping: “Where are we now?” addressing the current state of each value chain stage, “Where do we want to go?” addressing the vision elements for each value chain stage and “How will we get there?” addressing how the vision elements would be achieved for each value chain stage. The methodology used in this study relied on data collection from two main sources. The first was primary data collected through conducting interviews and a survey. The main aim of the interviews (conducted with industry and R&D experts) was to establish a vision element for each of the titanium metal value chain stages which was validated though the survey. Secondary data was then combined with the collected expert driven data in order to follow the selected roadmapping approach and complete a roadmap for each of the value chain stages following the specified layers (top-down approach). The vision elements were then combined to obtain an overall South African titanium metal value chain vision. The consolidated vision, based on what should be included in the South African titanium metal value chain and what not, was used as driver for compiling the overall South African titanium metal industry roadmap. This was done by considering and combining the required actions needed from the value chain stage roadmaps (top-down visioning approach) to achieve the identified overall roadmap (bottom-up visioning approach). The newly developed vision for the South African titanium metal industry is: South Africa should continue to mine and upgrade titanium mineral concentrates in a sustainable and efficient manner. The country should commit to the establishment of two additional stages within the titanium metal value chain, which is TiCl4 production and titanium metal powder production. Capacity and expertise within the two already developed downstream stages (mill product and powder product production) should be expanded for both the local and the export markets. Within the mill product market, the focus should be on producing products for the medical, chemical and aerospace industries while the powder product markets should focus on medical, aerospace, leisure and automotive industries. In addition to the vision and roadmap establishment, other outcomes of this study indicated that the South African titanium metal industry is fragmented and should remain fragmented over the next decade. This thesis presents novel research on the production of a roadmap for a fragmented industry. To the best knowledge of the author, no other industry roadmap approach has first considered the production of individual roadmaps in a fragmented value chain and then combine them into a single overall industry technology roadmap. South Africa can apply the newly obtained titanium industry vision and roadmap, since there was no prior vision that addressed the development of the industry’s fragmented value chain. The newly produced roadmap can be used to advance and develop the South African titanium metal industry in order to improve local value addition to the already existing resources. / Thesis (PhD)--University of Pretoria, 2020. / The main sponsor wat the CSIR, Additive Manufacturing Initiative (AMI) UP Postgraduate Bursary for Masters and Doctoral students / Graduate School of Technology Management (GSTM) / PhD / Unrestricted

Yes / Creativity and innovation in any organization are vital to its successful performance. The authors review the rapidly growing body of research in this area with particular attention to the period 2002 to 2013, inclusive. Conceiving of both creativity and innovation as being integral parts of essentially the same process, we propose a new, integrative definition. We note that research into creativity has typically examined the stage of idea generation, whereas innovation studies have commonly also included the latter phase of idea implementation. The authors discuss several seminal theories of creativity and innovation and then apply a comprehensive levels-of-analysis framework to review extant research into individual, team, organizational, and multilevel innovation. Key measurement characteristics of the reviewed studies are then noted. In conclusion, we propose a guiding framework for future research comprising 11 major themes and 60 specific questions for future studies. / Grant IN-2012-095 from the U.K. Leverhulme Trust awarded to the first author and by British Academy Grant SG110409 awarded to the second author.

This study explores the management of visitor sites and attractions associated with death, disaster and suffering, commonly referred to in the literature as ‘dark tourism’. Although gaining increasing academic attention, the supply-side perspective of dark tourism is poorly understood with scarce empirical evidence relating to management operations and practices. This may be due to management operations and practices that are perceived to conflict with the sensitive themes of visitor sites associated with dark tourism. Particular consideration is given to the management concept of innovation identified as a significant gap for scholarly exploration. Qualitative semi-structured interviews were carried out with senior management at 23 sites and attractions across the United Kingdom associated with dark tourism. The findings reveal that, contrary to suggestions that dark tourism sites may be restrictive in management practices, a wide array of innovative activities and marketing practices are widely conducted and innovation was viewed as a stimuli for repeat visitation. Furthermore, management operations are viewed as facilitating important stories of trauma for present and future generations. Omission of these stories would belittle the tragic circumstances in which people associated with the sites had died or suffered. Moreover, managers at dark tourism sites acknowledged the ethical and moral tensions surrounding management practices at dark tourism sites. Indeed, the majority of managers adopted both highly ethical processes resulting in ethical innovations and complex consultation processes in order to mitigate any potential concerns from stakeholders. The ethical stance underpinning operations positions the phenomenon of dark tourism as a subset within the tourism sector, distinct from its counterparts. Recommendations include calls to widen the study to explore visitor perceptions of innovative measures undertaken by managers, and to focus on specific commercial aspects, such as retailing, within the business of dark tourism.

This thesis examines innovation, innovation management and the innovation process in SMEs (small and medium enterprises). There are many academic researchers who work on innovation management but there are very few studies on SME innovation management. The aim of this master thesis is to evaluate of the characteristics and obstacles for implementing innovation management in SMEs. The study is limited to the airport industry as an example of a customer service intensive company. By using case study and survey methods, the thesis analysis new trends of airport business and the problems of implementing innovation management in such customer service intensive company. Data was primarily collected through interviews, observations and questionnaires. Secondary data was collected from literary sources in order to provide context and background. The results display the characteristics of SMEs innovation management, which in this case for instance concern limited resources, short-term strategy and flexible administration management. The results also point out the obstacles on SMEs innovation management implementation, for example informal process model, low involvement of employees, limited budgets, slow upgraded technology and low degree of communications.

The manufacturing industry has been on a decline. Companies have been closed, and employees have lost their jobs. The purpose of this qualitative exploratory multiple case study was to understand how 5 small manufacturing companies in Massachusetts remained competitive. Systems theory was used to focus on process and innovation management implemented by organizational leaders. A purposeful sampling was conducted to identify 15 organizational leaders from 5 small manufacturing companies in Massachusetts. Data were collected through semistructured interviews with the 15 participants. Interviews were recorded and transcribed with NoNotes software. Data were compiled and submitted to participants to member check information. Once participants confirmed the data, data were compiled with NVivo 12 software. Through the compilation process, 10 themes emerged. Seven of the themes were directly related to the positive steps of process management: employee involvement, customers, communication, products, innovation, knowledge, and analysis. Three emergent themes regarding negative strategies were managing from a distance, lack of communication, and no buy-in from stakeholders. Positive social change could emerge from the results of this study if organizational leaders use this information to increase their success and help grow the Massachusetts manufacturing GDP. The increase of business may lead to more jobs and revenue to help support local communities in Massachusetts.

In the recent decades there have been tremendous technological and innovative advances that have shaped the business. Technology Laws like Moore’s, Gates law, Gilder’s Law, Metcalfe’s Law and Less’s Law shows the rate at which technological development has taken place. This has impacted how society as a whole functions and thus had changed the whole business environment and the rate at which new trend and ideas are adopted. It has become important for organisations to develop dynamic capabilities to be able to adopt in these environments where they could easily become redundant in a very short time. The aim of this study was to assess the use of foresight as a managerial skill to manage business decisions in academic institutions. For this study the primary focus was on higher academic institutions in South Africa. These higher academic institutions have been operating in a business environment that is highly competitive considering they focus on delivering quality products and services to the communities they serve. These products and services have to be competitive with the rest of the international market and thus they have to ensure they deliver products and services that are relevant to the latest industry trends and technologies. Foresight as a skill is very useful in the early detection of new trends, technologies and assist in the improving the innovation of these organisations. Exploratory research found that within these organisations there is a strong representation of Flexist’s which are hesitant to adopt new technologies, where they would rather wait till it is tried and tested before adopting the technology. The results also depicted a relationship between the ways these organisations adopted technologies to that of the technology adoption life cycle model. The exact same way new technologies have to cross the chasm in the market was found within the organisations where there were some staff members being early adopter of new technology and the rest pragmatists. Finally a foresight skill measurement formula had been developed which can be adopted to various industries. It can indicate areas where the organisations need to improve and plot them on an exponential curve showing their rate of effectiveness. The curve also indicates how effective they are at the implementation of foresight. Recommendation for further research in this field can be aimed at getting a better understanding of the relationship between the biographical information such as qualifications, age and years of experience impact the ability of foresight as a skill. / MBA (Business Administration), North-West University, Potchefstroom Campus, 2015

In the recent decades there have been tremendous technological and innovative advances that have shaped the business. Technology Laws like Moore’s, Gates law, Gilder’s Law, Metcalfe’s Law and Less’s Law shows the rate at which technological development has taken place. This has impacted how society as a whole functions and thus had changed the whole business environment and the rate at which new trend and ideas are adopted. It has become important for organisations to develop dynamic capabilities to be able to adopt in these environments where they could easily become redundant in a very short time. The aim of this study was to assess the use of foresight as a managerial skill to manage business decisions in academic institutions. For this study the primary focus was on higher academic institutions in South Africa. These higher academic institutions have been operating in a business environment that is highly competitive considering they focus on delivering quality products and services to the communities they serve. These products and services have to be competitive with the rest of the international market and thus they have to ensure they deliver products and services that are relevant to the latest industry trends and technologies. Foresight as a skill is very useful in the early detection of new trends, technologies and assist in the improving the innovation of these organisations. Exploratory research found that within these organisations there is a strong representation of Flexist’s which are hesitant to adopt new technologies, where they would rather wait till it is tried and tested before adopting the technology. The results also depicted a relationship between the ways these organisations adopted technologies to that of the technology adoption life cycle model. The exact same way new technologies have to cross the chasm in the market was found within the organisations where there were some staff members being early adopter of new technology and the rest pragmatists. Finally a foresight skill measurement formula had been developed which can be adopted to various industries. It can indicate areas where the organisations need to improve and plot them on an exponential curve showing their rate of effectiveness. The curve also indicates how effective they are at the implementation of foresight. Recommendation for further research in this field can be aimed at getting a better understanding of the relationship between the biographical information such as qualifications, age and years of experience impact the ability of foresight as a skill. / MBA (Business Administration), North-West University, Potchefstroom Campus, 2015

¡@With the increasing growth of Asia market, most of well-known multinational corpo -ration have respectively extended their business to and weight their investment in Taiwan area. Accordingly, Taiwan and Asia enterprises themselves need needs to innovate and change repeatedly so as to improve their competitive ability. Taiwan is in a transient stage from ¡§manufacture orientation¡¨ to ¡§marketing orientation¡¨, now will change to ¡§innovation orientation¡¨. Therefore, it is a significant subject for Taiwan enterprises, especially for which intend to have international business, to apply domestic and overseas management theories and experiences to the characteristics of the enterprises themselves so as to develop a new management mode. ¡@After reviewing and organizing related domestic and overseas studies and documents, we will do discussion with five aspects including strategy, organization, reward, technology and marketing. We will further discuss and analyze, by case study, the development of innovation and reformation in a company and show the results caused thereby. We generalize a study conclusion according to the collected data, documents and contents of a case interview. In this study conclusion, it can be understood that a parent company should give its subsidiary company appropriate autonomies and timely changes in management style while the subsidiary company keeps on growing, and that an enterprise should make clear its market position, core specialty and main target, improve internal efficiencies (e.g. enterprise resource planning, knowledge management, innovation management, supply chain manage -ment and so on) by introducing new technologies, encourage employees to learn and to innovate more as well as adopt diverse salary system for employee performance. Since enterprises nowadays need to face the rapid changes of science and technology, diversified markets and competitive environments,the case will keep moving forward to the business objectives which is predetermined by its organization. ¡@Based on the case findings, an enterprise intends to keep a longer business, overtake competitors and create competitive advantage for becoming a top one, it innovate and change repeatedly and keep moving forward to the business objectives which is predetermined by its organization. which all are good management modes for current enterprises to survive, grow and confront the market changes.