Pub Date : 2012-11-30DOI: 10.1142/S1363919612400117
H. Simula, Mervi Vuori
In recent years crowdsourcing has increased in popularity as a method for gathering ideas for new innovations and providing solutions to existing problems. This means that firms apply the wisdom of crowds to certain tasks and challenges. Various crowdsourcing initiatives and platforms seem to provide new channels and ways to enable this in practice. The purpose of this paper is to examine how business-to-business (B2B) firms can interact with different groups of contributors in order to receive new ideas, feedback and solutions for improving their products and services. Based on theoretical conceptualization, combined with empirical evidence, we propose a layered framework for approaching crowdsourcing in a B2B context. The empirical results of this paper reveal benefits but also practical challenges to overcome before crowdsourcing can be effectively utilized in the B2B sector.
{"title":"Benefits and Barriers of Crowdsourcing in B2B Firms: Generating Ideas with Internal and External Crowds","authors":"H. Simula, Mervi Vuori","doi":"10.1142/S1363919612400117","DOIUrl":"https://doi.org/10.1142/S1363919612400117","url":null,"abstract":"In recent years crowdsourcing has increased in popularity as a method for gathering ideas for new innovations and providing solutions to existing problems. This means that firms apply the wisdom of crowds to certain tasks and challenges. Various crowdsourcing initiatives and platforms seem to provide new channels and ways to enable this in practice. The purpose of this paper is to examine how business-to-business (B2B) firms can interact with different groups of contributors in order to receive new ideas, feedback and solutions for improving their products and services. Based on theoretical conceptualization, combined with empirical evidence, we propose a layered framework for approaching crowdsourcing in a B2B context. The empirical results of this paper reveal benefits but also practical challenges to overcome before crowdsourcing can be effectively utilized in the B2B sector.","PeriodicalId":18132,"journal":{"name":"Managing Innovation and Standards","volume":"74 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2012-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81202006","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2012-06-12DOI: 10.1142/S1363919611003544
A. Kleinknecht, G. Panne
New product sales are hard to predict. Our analysis of sales performance two years after market launch reveals that three groups of factors do not increase the accuracy of predicting new product sales: (1) A firm's general experience and experience with innovation; (2) High technological competences and strong knowledge networks; (3) Customer involvement in new product development. RD but it may also enhance knowledge leaking to competitors, thus increasing probabilities of unexpected failure.
{"title":"Predicting New Product Sales: The Post-Launch Performance of 215 Innovators","authors":"A. Kleinknecht, G. Panne","doi":"10.1142/S1363919611003544","DOIUrl":"https://doi.org/10.1142/S1363919611003544","url":null,"abstract":"New product sales are hard to predict. Our analysis of sales performance two years after market launch reveals that three groups of factors do not increase the accuracy of predicting new product sales: (1) A firm's general experience and experience with innovation; (2) High technological competences and strong knowledge networks; (3) Customer involvement in new product development. RD but it may also enhance knowledge leaking to competitors, thus increasing probabilities of unexpected failure.","PeriodicalId":18132,"journal":{"name":"Managing Innovation and Standards","volume":"36 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2012-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82044289","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2012-06-12DOI: 10.1142/S1363919611003647
Cevahir Uzkurt, R. Kumar, Halil Semih Kimzan, Hanife Sert
The purpose of this study is to examine the effects of factors of environmental uncertainty on the innovativeness of small and medium enterprises (SMEs). Innovativeness is widely accepted as an important characteristic for firm competitiveness and it has been studied by both researchers as well as business managers. Environmental uncertainty is a measure of the complexity of changing external forces faced by an organisation and it crucially impacts the responses of organisations in order to stay competitive. Based on approaches in existing literature, this study conceptualises environmental uncertainty comprised three separate dimensions — competitive intensity, market/demand turbulence, technological turbulence. Data for the study were collected from 156 SMEs in Turkey. SMEs are regarded as an important ingredient in the economic growth of nations and especially so in developing nations such as Turkey. The findings of the study reveal that market/demand turbulence and technological turbulence have a positive effect on the innovativeness of SMEs. Interestingly and contrary to popular belief, competitive intensity was not found to have significant effect on an SME's innovativeness. The implication of the results from this research is that the degree of organisational innovativeness for SMEs tends to increase and therefore should be supported in environments with greater technological and market/demand turbulence. This research makes an important contribution to the developing body of innovation literature and provides directions for managers and researchers in influencing innovativeness of firms.
{"title":"The Impact of Environmental Uncertainty Dimensions on Organisational Innovativeness: An Empirical Study on SMEs","authors":"Cevahir Uzkurt, R. Kumar, Halil Semih Kimzan, Hanife Sert","doi":"10.1142/S1363919611003647","DOIUrl":"https://doi.org/10.1142/S1363919611003647","url":null,"abstract":"The purpose of this study is to examine the effects of factors of environmental uncertainty on the innovativeness of small and medium enterprises (SMEs). Innovativeness is widely accepted as an important characteristic for firm competitiveness and it has been studied by both researchers as well as business managers. Environmental uncertainty is a measure of the complexity of changing external forces faced by an organisation and it crucially impacts the responses of organisations in order to stay competitive. Based on approaches in existing literature, this study conceptualises environmental uncertainty comprised three separate dimensions — competitive intensity, market/demand turbulence, technological turbulence. Data for the study were collected from 156 SMEs in Turkey. SMEs are regarded as an important ingredient in the economic growth of nations and especially so in developing nations such as Turkey. The findings of the study reveal that market/demand turbulence and technological turbulence have a positive effect on the innovativeness of SMEs. Interestingly and contrary to popular belief, competitive intensity was not found to have significant effect on an SME's innovativeness. The implication of the results from this research is that the degree of organisational innovativeness for SMEs tends to increase and therefore should be supported in environments with greater technological and market/demand turbulence. This research makes an important contribution to the developing body of innovation literature and provides directions for managers and researchers in influencing innovativeness of firms.","PeriodicalId":18132,"journal":{"name":"Managing Innovation and Standards","volume":"68 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2012-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75859658","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-11-20DOI: 10.1142/S1363919611003477
Louise Muhdi, R. Boutellier
Different types of virtual innovation-related communities have emerged in recent years. These are increasingly being utilized by companies from different industries as a tool to efficiently source knowledge from diverse groups of individuals and thus to nourish internal innovations. Based on a case study research methodology this study investigated the impact 39 motivational factors have on the participation and contribution of members of two different innovation communities, i.e., an online Swiss innovation intermediary community (n = 48) and the off-line internal innovation community of a Swiss bank (n = 69). Results showed many similarities yet 16 significant differences between the perception of members of the two investigated innovation communities. For example, reward related items (monetary and non-monetary) showed to be top motivators for the intermediary community only. Items such as 'Webcam option', 'Chat function', 'Connection with other social network platforms', were perceived as low motivators by both communities. Derived from the findings, we discuss how the nature of the innovation community has an influence on the motivation and measures potentially leading to higher participation and contribution efficiency.
{"title":"Motivational Factors Affecting Participation and Contribution of Members in Two Different Swiss Innovation Communities","authors":"Louise Muhdi, R. Boutellier","doi":"10.1142/S1363919611003477","DOIUrl":"https://doi.org/10.1142/S1363919611003477","url":null,"abstract":"Different types of virtual innovation-related communities have emerged in recent years. These are increasingly being utilized by companies from different industries as a tool to efficiently source knowledge from diverse groups of individuals and thus to nourish internal innovations. Based on a case study research methodology this study investigated the impact 39 motivational factors have on the participation and contribution of members of two different innovation communities, i.e., an online Swiss innovation intermediary community (n = 48) and the off-line internal innovation community of a Swiss bank (n = 69). Results showed many similarities yet 16 significant differences between the perception of members of the two investigated innovation communities. For example, reward related items (monetary and non-monetary) showed to be top motivators for the intermediary community only. Items such as 'Webcam option', 'Chat function', 'Connection with other social network platforms', were perceived as low motivators by both communities. Derived from the findings, we discuss how the nature of the innovation community has an influence on the motivation and measures potentially leading to higher participation and contribution efficiency.","PeriodicalId":18132,"journal":{"name":"Managing Innovation and Standards","volume":"253 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2011-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74932499","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-10-01DOI: 10.1142/S1363919610002908
M. Millson, D. Wilemon
Our research examines the relationships among four factors thought to be important to new product developing organizations. Those factors include the speed with which product developers produce new products and bring them to market; the degree of integration among the various groups participating in the New Product Development (NPD) process; the proficiency with which the product developers perform their tasks; and the degree of success attained upon the completion of the NPD process. Market dynamism, or the degree of customer changeability, and market hostility, or the degree of market competitiveness, are thought to moderate the relationships among the four previously noted factors.The research questions driving our investigation include: (1) Does NPD project success vary with NPD process speed?; (2) Does NPD speed vary across innovation types (new-to-the-world products, line extensions, etc.)?; (3) Does the strength of the relationships among NPD speed, organizational integration, NPD proficiency (overall and Fuzzy Front End [FFE]), and success vary with the degree of environmental dynamism (changing customer needs)?; and (4) Does the strength of the relationships among NPD speed, organizational integration, NPD proficiency (overall and FFE), and success vary with the degree of market hostility (competition)? We probed the electrical equipment, medical device, and heavy construction equipment industries to provide the data to address our research questions.Our research suggests that the speed with which projects were completed in our sample did not vary between projects that were more or less successful. We also found that the speed with which projects were completed did not vary across various product categories (new-to-the-world, line extensions, etc.) of newly developed products for the industries studied. Primarily, we found that market dynamism moderates the relationship between NPD speed and NPD proficiency whereas environmental hostility mediates NPD speed and NPD proficiency, NPD speed and organizational integration, and NPD speed and new product market success.Our data indicate that speed is not associated with NPD proficiency, degree of organizational integration, and new product success in less dynamic markets whereas speed has an inverse relationship with successfully entering new markets, the proficiency with which development and launch activities are performed, and the proficiency with which new product marketing strategies were implemented in more dynamic markets. Finally, we found that speed is inversely related to successfully entering new markets, overall NPD proficiency and organizational integration, predevelopment stage proficiency and organizational integration, and development and launch proficiency and organizational integration in non-hostile (competitive) environments whereas we found no significant relationships between these factors and speed in hostile environments. We provide several implications for both scholar
{"title":"The Impact of Changing Markets and Competition on the NPD Speed/Market Success Relationship","authors":"M. Millson, D. Wilemon","doi":"10.1142/S1363919610002908","DOIUrl":"https://doi.org/10.1142/S1363919610002908","url":null,"abstract":"Our research examines the relationships among four factors thought to be important to new product developing organizations. Those factors include the speed with which product developers produce new products and bring them to market; the degree of integration among the various groups participating in the New Product Development (NPD) process; the proficiency with which the product developers perform their tasks; and the degree of success attained upon the completion of the NPD process. Market dynamism, or the degree of customer changeability, and market hostility, or the degree of market competitiveness, are thought to moderate the relationships among the four previously noted factors.The research questions driving our investigation include: (1) Does NPD project success vary with NPD process speed?; (2) Does NPD speed vary across innovation types (new-to-the-world products, line extensions, etc.)?; (3) Does the strength of the relationships among NPD speed, organizational integration, NPD proficiency (overall and Fuzzy Front End [FFE]), and success vary with the degree of environmental dynamism (changing customer needs)?; and (4) Does the strength of the relationships among NPD speed, organizational integration, NPD proficiency (overall and FFE), and success vary with the degree of market hostility (competition)? We probed the electrical equipment, medical device, and heavy construction equipment industries to provide the data to address our research questions.Our research suggests that the speed with which projects were completed in our sample did not vary between projects that were more or less successful. We also found that the speed with which projects were completed did not vary across various product categories (new-to-the-world, line extensions, etc.) of newly developed products for the industries studied. Primarily, we found that market dynamism moderates the relationship between NPD speed and NPD proficiency whereas environmental hostility mediates NPD speed and NPD proficiency, NPD speed and organizational integration, and NPD speed and new product market success.Our data indicate that speed is not associated with NPD proficiency, degree of organizational integration, and new product success in less dynamic markets whereas speed has an inverse relationship with successfully entering new markets, the proficiency with which development and launch activities are performed, and the proficiency with which new product marketing strategies were implemented in more dynamic markets. Finally, we found that speed is inversely related to successfully entering new markets, overall NPD proficiency and organizational integration, predevelopment stage proficiency and organizational integration, and development and launch proficiency and organizational integration in non-hostile (competitive) environments whereas we found no significant relationships between these factors and speed in hostile environments. We provide several implications for both scholar","PeriodicalId":18132,"journal":{"name":"Managing Innovation and Standards","volume":"17 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2010-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86355726","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2009-06-01DOI: 10.1142/S1363919609002303
Daria Podmetina, M. Smirnova, J. Väätänen, M. Torkkeli
The number of Russian companies entering international markets has increased dramatically in the last 10 years. The development of innovative industries has intensified as well. Do innovations play significant role in internationalisation? Do innovators internationalize more actively? Does operating on international markets make companies more innovative? This paper studies innovations and internationalisation of companies in Russia, based on the survey of R&D-oriented companies located in the two most developed areas of Russia (St. Petersburg and Moscow). The study aims to identify the clusters of companies according to their exports and R&D expenditures, and fulfil in-depth analysis of innovations-related determinants that could explain the structure of the clusters. The main results of the study show the significant impact of innovation activities, competition and new product development on export intensity.
{"title":"Innovativeness and International Operations: Case of Russian R&D Companies","authors":"Daria Podmetina, M. Smirnova, J. Väätänen, M. Torkkeli","doi":"10.1142/S1363919609002303","DOIUrl":"https://doi.org/10.1142/S1363919609002303","url":null,"abstract":"The number of Russian companies entering international markets has increased dramatically in the last 10 years. The development of innovative industries has intensified as well. Do innovations play significant role in internationalisation? Do innovators internationalize more actively? Does operating on international markets make companies more innovative? This paper studies innovations and internationalisation of companies in Russia, based on the survey of R&D-oriented companies located in the two most developed areas of Russia (St. Petersburg and Moscow). The study aims to identify the clusters of companies according to their exports and R&D expenditures, and fulfil in-depth analysis of innovations-related determinants that could explain the structure of the clusters. The main results of the study show the significant impact of innovation activities, competition and new product development on export intensity.","PeriodicalId":18132,"journal":{"name":"Managing Innovation and Standards","volume":"3 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2009-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89238021","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2008-03-01DOI: 10.1142/S0219877008001308
Jin Chen, Yubing He, Xin Jin
Facilitating the company's competitive advantage building as well as enhancing its financial performance, the fitness between one company's technology strategy and its corporate strategy plays a significant role of ensuring the deployment of the company's technological capability and technological resources. In order to analyze the factors which influence the fitness between a company's technological capabilities and its corporate strategy, this study introduces four factors based on the former relevant studies. They are the external environment, top management, firm's technological resources and the organizational convergence ability. Moreover, this study has creatively utilized technology attitude, product innovation and process innovation as three indicators to measure the studying object: the fitness between a company's technology strategy and corporate strategy. After empirical research, a model is constructed, with all the detailed influencing factors and their functional mechanism included. Finally, the limitations and future expectations are discussed.
{"title":"A Study on the Factors that Influence the Fitness Between Technology Strategy and Corporate Strategy","authors":"Jin Chen, Yubing He, Xin Jin","doi":"10.1142/S0219877008001308","DOIUrl":"https://doi.org/10.1142/S0219877008001308","url":null,"abstract":"Facilitating the company's competitive advantage building as well as enhancing its financial performance, the fitness between one company's technology strategy and its corporate strategy plays a significant role of ensuring the deployment of the company's technological capability and technological resources. In order to analyze the factors which influence the fitness between a company's technological capabilities and its corporate strategy, this study introduces four factors based on the former relevant studies. They are the external environment, top management, firm's technological resources and the organizational convergence ability. Moreover, this study has creatively utilized technology attitude, product innovation and process innovation as three indicators to measure the studying object: the fitness between a company's technology strategy and corporate strategy. After empirical research, a model is constructed, with all the detailed influencing factors and their functional mechanism included. Finally, the limitations and future expectations are discussed.","PeriodicalId":18132,"journal":{"name":"Managing Innovation and Standards","volume":"50 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2008-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81673890","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2008-03-01DOI: 10.1142/S1363919608001923
Gülsen Akman, Cengiz Yılmaz
Innovation could be recognised as a key success factor in an increasingly competitive, global economy. The purpose of this paper is to examine the relations among market orientation, innovation strategy, innovative capability and innovation success in small and medium-sized business in developing countries. This study builds a model related to the most important factors that influence mostly innovative capability of firms, such as market orientation, technological orientation and innovation strategy. Then it examines the relationships between these factors and the innovative capability. A practical research was carried out in the Turkish software industry. Analysis, futurity and proactiveness dimensions of innovation strategy influence the innovative capability of software firms. Also, only customer orientation component of market orientation influences the innovative capability of the firms. Effects of other factors are not significant. Results of this study could lead to effective management of innovation for the software firms and benefits for the firms' managers.
{"title":"Innovative Capability, Innovation Strategy and Market Orientation: An Empirical Analysis in Turkish Software Industry","authors":"Gülsen Akman, Cengiz Yılmaz","doi":"10.1142/S1363919608001923","DOIUrl":"https://doi.org/10.1142/S1363919608001923","url":null,"abstract":"Innovation could be recognised as a key success factor in an increasingly competitive, global economy. The purpose of this paper is to examine the relations among market orientation, innovation strategy, innovative capability and innovation success in small and medium-sized business in developing countries. This study builds a model related to the most important factors that influence mostly innovative capability of firms, such as market orientation, technological orientation and innovation strategy. Then it examines the relationships between these factors and the innovative capability. A practical research was carried out in the Turkish software industry. Analysis, futurity and proactiveness dimensions of innovation strategy influence the innovative capability of software firms. Also, only customer orientation component of market orientation influences the innovative capability of the firms. Effects of other factors are not significant. Results of this study could lead to effective management of innovation for the software firms and benefits for the firms' managers.","PeriodicalId":18132,"journal":{"name":"Managing Innovation and Standards","volume":"19 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2008-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86440419","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2005-09-01DOI: 10.1142/S0219877005000502
Wing-Ki Wong, Hong-Man Cheung, P. K. Venuvinod
Entrepreneurial technology-based new venture constitutes a dominant proportion of incubated firms. Often, such firms are established by engineering graduates. This paper investigates a methodology for assessing the potential for success of new ventures set up at an early stage by engineering students via an evaluation of the entrepreneurial personalities of engineering students. The survey of 215 students of Manufacturing Engineering indicates particular traits have a strong predictive impact on the proclivity towards the different 'idea factors on innovation' suggested by Goldenberg et al. [1999]. In particular, 'risk-taking propensity' and 'need to achieve' are two critical characteristics that significantly influence the selection of 'success-intended' idea factors whereas 'external locus of control' influences the selection of 'failure-intended' idea factors. The findings have important implications for researchers, business incubators, and policy makers inside and outside universities. Based on the extensive literature and successful result in demonstrating entrepreneurial characteristics as predictors of sustainable competitive advantage of future entrepreneurs by identifying types of idea factor adopter, the results of this study can be used either as a self-evaluation (self-screening) before starting a new venture that has a higher success probability. Specifically, the results indicate that the classification of idea factor adopters, in terms of entrepreneurial behavior, the incubator may be better able to identify the go or no-go decision for applicants. For instance, incubators could try to base their selection process for business incubation programme partly on information provided by applicants about personality traits and preferences regarding entrepreneurship.
{"title":"Individual Entrepreneurial Characteristics and Entrepreneurial Success Potential","authors":"Wing-Ki Wong, Hong-Man Cheung, P. K. Venuvinod","doi":"10.1142/S0219877005000502","DOIUrl":"https://doi.org/10.1142/S0219877005000502","url":null,"abstract":"Entrepreneurial technology-based new venture constitutes a dominant proportion of incubated firms. Often, such firms are established by engineering graduates. This paper investigates a methodology for assessing the potential for success of new ventures set up at an early stage by engineering students via an evaluation of the entrepreneurial personalities of engineering students. The survey of 215 students of Manufacturing Engineering indicates particular traits have a strong predictive impact on the proclivity towards the different 'idea factors on innovation' suggested by Goldenberg et al. [1999]. In particular, 'risk-taking propensity' and 'need to achieve' are two critical characteristics that significantly influence the selection of 'success-intended' idea factors whereas 'external locus of control' influences the selection of 'failure-intended' idea factors. The findings have important implications for researchers, business incubators, and policy makers inside and outside universities. Based on the extensive literature and successful result in demonstrating entrepreneurial characteristics as predictors of sustainable competitive advantage of future entrepreneurs by identifying types of idea factor adopter, the results of this study can be used either as a self-evaluation (self-screening) before starting a new venture that has a higher success probability. Specifically, the results indicate that the classification of idea factor adopters, in terms of entrepreneurial behavior, the incubator may be better able to identify the go or no-go decision for applicants. For instance, incubators could try to base their selection process for business incubation programme partly on information provided by applicants about personality traits and preferences regarding entrepreneurship.","PeriodicalId":18132,"journal":{"name":"Managing Innovation and Standards","volume":"48 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2005-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78251354","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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