Abstract — Innovation is a beautiful thing. It unleashes a creative spirit, opening minds to hitherto undreamed of possibilities, while simultaneously accelerating economic growth. For industrial organizations, the primary engine is innovation which provides both exceptional opportunities and steep challenges. Technologicalinnovation is the act of introducing a new device, method, or material for application to commercial or practical objectives. Collaboration strategy is one of type of technologicalinnovation management which is approached as a strategic process. Firms are most likely to collaborate with customers, suppliers, competitor, and also with producers of complements. Collaboration used to progress from assessing the competitive dynamics of the situation, to strategy formulations and then strategy implications.
Batik industry centers of Lawean have potentials for the development of export-oriented batik painting. The identiication of need for the development of export-oriented batik painting is focused on the batik technologicalinnovation of batik painting design and dyeing which is participatory in nature. The evaluation on the implementation of batik technologicalinnovation through experiment, demo, and work practice either at the collective workshop or at the workshop of each company is accompanied by facilitators. The results of the evaluation are as follows: (a) the batik painting entrepreneurs involve themselves and participate actively and voluntarily in the experiments, demos, and practices of the development of batik painting design and dyeing qualities; (b) Their involvement and participation include decision- making, implementation, observation, evaluation, and utilization of the results of experiments, demos, and practices of the development of batik painting design and dyeing qualities; (c) the participants receive the innovation of batik painting design and dyeing to be implemented in their own companies; and (d) the advantages of activities of the technologicalinnovation of batik painting design and dyeing are the improved qualities of workers, industrial processes, and export- oriented products of batik painting.
Innovation can arise from many different sources. The general sources of innovations are different changes in industry structure; in market structure; in local and global demographics; in human perception, mood and meaning; in the amount of already available scientific knowledge, etc. Innovation can also come from research efforts of universities, government laboratories and incubators, or private nonprofit organizations. One primary engine of innovation is firms. Firms are well suited to innovation activities because they typically have greater resources than individuals and management system to marshal those resources toward a collective purpose. Firms also face strong incentives to develop differentiating new products and services, which may give them an advantage over nonprofit or government- funded entities. Procter & Gamble‟s (P&G) is a global company that has a successful innovation for their products that consuming by most people in the world. This company consistently innovates in every area business sector where they bra nds touch consumers‟ lives: the package and product, the shopping experience, the in-home product usage experience, and every aspect of communication. P&G also create innovative business models and organizational structures whereby making the competitive advantages among the competitors. By innovating so broadly, P&G get to see more innovation opportunities and to leverage more innovation resources than more narrowly focused competitors. Keywords: innovation, industry dynamic, technologicalinnovation, innovation management
Abstract: This study aimed to examine the relationship between market orientation and busi- ness performance and mediated by non-technologicalinnovation. This study uses a survey involving 71 companies producing automotive components. All companies are located in the district of Bandung, West Java, Indonesia. Data were analyzed using covariance-based struc- tural equation modeling. The results showed that the orientation of the market is very impor- tant to improve the performance of the business and non-technologicalinnovation capability. This study highlights the importance of the mediating role of non-technologicalinnovation when examining the relationship between market orientation and business performance. The results imply that the company producing automotive components need to encourage them to increase the market orientation of non-technologicalinnovation and business performance.
ABSTRACT South East Asia (SEA) region is characterized by economies of vast disparities in natural resources, capabilities and development levels. Key issues for Small and Medium Enterprises (SMEs) in globalizing economies in the region continue to financing, marketing, technology, human resource and external environment including policy framework. SMEs are currently going through a transition phase and process of restructuring for competitive growth, in the fast technological changes, among other factors. The increasing influx of transnational corporations (TNCs) and foreign direct investment (FDI) in manufacturing and services in the region have opened up large business opportunities and also threats, needing more advanced technological inputs, and absorptive and innovative capabilities for enhancing and efficiency of SMEs. This paper describes the technologicalinnovation, provide information, and discuss the technologicalinnovation issues in selected SEA countries.
Despite the fact that technologicalinnovation and its role in the economic growth of developed countries have been much studied, but there is only little knowledge about the factors that determine technologicalinnovation in Indonesia. Objectives of this study are to analyze the factors that affect innovation in the food industry in Indonesia and to recommend the policy alternative for technologicalinnovation development in food industry. Analytical methods used to achieve the research objective are regression analysis with 2 SLS (Two Stage Least) method and qualitative analysis. The results show that there are six factors that influence technologicalinnovation in the food industry. The determinants include the style of leadership, human capital, learning orientation, the company’s ability to provide incentives, company relationships with outsiders and corporate location. This implies that there are six possibilities of policy in order to promote technologicalinnovation in food industry.
Inovasi dalam konteks perdagangan dan industri pertama kali didefinisikan sebagai “The successful bringing to market ot new or improved products, processes or services.” Definisi ini diterbitkan pada tahun 1967 oleh Robert L Charpie dalam laporannya kepada US Department of Commerce dengan tajuk “TechnologicalInnovation: its Environment and Management”(Zairi, 1999). Pendapat senada, bahwa inovasi berkaian dengan alur proses dari memimpikan sesuatu, menciptakannya, mengenalkannya kepada publik agar nilai dan manfaatnya dapat dirasakan oleh masyarakat, dinyatakan juga oleh pakar lain (Chesbrough, 2006; Prahalad & Ramaswamy, 2004). Dari kelompok pakar ini dapat ditarik benang merah bahwa inovasi merupakan eksploitasi gagasan – gagasan baru yang diupayakan agar berhasil meraih sukses. Interaksi antara penggagas, pelaksana dan pengguna inovasi dapat menjadi sebuah mekanisme dinamis, terjadi transfer nilai (value) di antara elemen inovasi yang saling mengumpan maju (fedforward) dan mengumpan balik (fedback). Pengalaman inovasi tidak hanya dilakukan oleh internal perusahaan dan memerlakukan konsumen sebagai pengguna karya inovasi yang terpisah dari strategi inovasi, namun sebagaimana argumen Prahalad & Ramaswamy, telah melibatkan pelanggan. Mereka dilibatkan dalam proses pencipataan produk-produk baru, dan memberikan fedback atas kualitas produk yang telah dipasarkan.
FPCO has undertaken technologicalinnovation through means such as installing (and updating) state of the art manufacturing facilities, developing food containers using new materials, reducing the wall thickness of materials, reducing the weight of products, and developing new functions and materials.Going forward, FPCO will promote improved technology through cultivation of human resources, speed up the development speed of high quality value added new products, and thoroughly implement our basic posture as a manufacturer of "creating superior products at competitive prices and delivering them to the clients when they need them".
Related with company's management, the owner of the company has a vision to foster innovation culture. Nevertheless, the owner of the company authorized his worker to be creative and innovative. This is evident from the change based on the initiative of production machine by production team. Such changes can be made ??as long as it has positive impact such as to increase productivity. The changes can be done without waiting for instructions from the owner of the company. However, the majority of the resulting innovations were still initiated by the owner. This is due to limited capacity of its human resources. The owner himself always tried to find resources and knowledge that are needed by company either through trial and error or from external sources, such as from print and electronic media, discussions with experts and business partners, conference, as well as input from the customer. These shows that the innovation made by Company A is not R & D based. Innovation is not done routinely and is only done whether there is demand from customers or if the owner finds a new idea supported by trusted information and knowledge.
Generally, prior studies of police innovation have used the requirement that an innovation must be new to the field of policing, or ``state-of-the-art.'' Unfortunately, these same studies have not always been clear how ``state-of- the-art'' for policing was ascertained. Weiss's (1992) definition of police innovation required that the innovation be new to policing, but it is not clear how Weiss ascertains what is ``new to policing'' and why there are only seven such innovations (one radical, two administrative, and four technical). Likewise, Mullen (1996) appears to use the criterion that an innovation is ``state- of-the-art'' for policing, but like Weiss it is not clear who deemed some items as being innovative. Two recent studies of police innovation have described their process for determining state-of-the-art more carefully. Zhao (1995) conducted a review of the literature to ascertain what is ``state-of-the-art'' for policing. Likewise, Moore, et al. (1996) utilized panel interviews of police experts, a survey of practitioners, and literature review of journals to identify police innovations. The innovations identified by Moore et al. (1996) were subsequently used by Spelman et al. (1992) and King (1998).
In the framework of technological development, the concern of International Law does not lie in its nature, form, development or even deployment. An opinion of the International Court of Justice in its Advisory Opinion on the Threat or Use of Nuclear Weapons (Nuclear Weapons Advisory Opinion), stated: “in the absence of specific treaty obligations freely acceptance by states, the development of nuclear weapons is not prohibited by international law. Indeed, even their use is not unlawful, per se; at least in circumstance where the state of the art faces an existential threat and otherwise complies with the laws of armed conflict”. In the same context, the 1976 Convention on the Prohibition of Military or Any Other Hostile Use for Environmental Modification Techniques governs that the development and use of environmental modification technologies is neither regulated nor prohibited under international law, but only their hostile use in the context of an international armed conflict. 52 In this matter, the principle of state sovereignty permits states to utilize their resources, conduct research, develop and deploy, or
Technology is scientific knowledge used in practical ways in industry, for example in designing new machines. 8 Technology cannot thrive without philosophy. There must be a fundamental idea or philosophy enunciated before any product of technology can be produced for mankind. Every technological product to be designed and produced must have a functional purpose, and to enunciate the basic ideas about such developments is the subject matter consideration of philosophy. Whereas science and technology deal with restricted or limited fields, philosophy attempts to deal with the whole or totality of experiences.
The companies should make a high level effort in implement of open innovation successfully. The implementation of open innovation and the development of man methods have been put into practice, (P.Talaga, 2009). After all method that analyzed, there are three main approaches, (Albors, J., Ramos, J.C, Hervas, J.L., 2008). The method can be listed as working with experts inside and outside the company, customer involved in the innovation process for companies organized by a system of rewards innovation, and collect ideas and projects. Open innovation will generate sustainability and create a more competitive manufacturing industries.
In their role as strategy leader, they need to cast innovation as the central character in their department scenario of future growth. It is states under MOHE Transformation Plan 2009, and innovation is polytechnics Critical Agenda in New Economic Model 2008- 2015. Innovation matters have to scrutinize even in the classroom. On the top of that, besides teaching, the academia in polytechnic, have to read, think, and do some relevant research with industries and companies.
Models of knowledge that should be owned by teacher has changed with the addition of technological knowledge component. Figure I is the relationship models between pedagogy knowledge (PK), content knowledge (CK), and technological knowledge (TK) in the framework of Technological Pedagogical Content Knowledge (TPACK) (Mishra & Koehler, 2006). TPACK is a slice of PK, CK, and TK (Hsu, 2015a). CK is an organization of knowledge about subject matter (Harris, Mishra, & Koehler, 2009; Koehler & Mishra, 2009; Mishra & Koehler, 2006; Shulman, 1986). PK is a knowledge about learning strategies and classroom management (Shulman, 1987). PK consist of knowledge about learning plan, classroom management, student assessment, student’s learning styles, and learning practices (Harris et al., 2009; Koehler & Mishra, 2008, 2009; Mishra & Koehler, 2006). TK refers to all about technology and its use (Benson, Ward, & Liang, 2015; Harris et al., 2009; Koehler & Mishra, 2009; Mishra & Koehler, 2006). TK related to digital technology, that is use of computers (software, hardware, internet, etc.) (Tzavara & Komis, 2015).
A number of surveys over the last decade or so have thrown a little light on the extent of innovative activity in Indonesia and the barriers to it. One survey of 167 000 SMEs in 1999 (Kawasanto, 1999) found that 68% of SMEs encountered considerable techno- logical difficulties, while another, conducted a few years later (Sakya, 2005), found that innovation was largely confined to medium-sized firms (15% of the population) and that only 11.5% of this sub-group attempted to manage technological change and innovation. These indications of low levels of innovative activity were further supported by the results of a survey of 14 000 large and medium-sized enterprises in 2007 (reported in Hidayat et al, 2011), which revealed that nearly 90% of firms had not conducted any innovation-related activities in the previous three years.