Pub Date : 2020-08-08DOI: 10.24840/2183-0606_008.002_0002
Chao Miao, Shanshan Qian, R. Humphrey
Successful aging at work is an important topic which is pertinent to everyone who works to make a living because getting older is unavoidable. The objective of this paper is to draw on Job Demands-Resources (JD-R) model to explore successful aging in the field of entrepreneurship. A conceptual approach was used to examine the successful aging in the field of entrepreneurship. Building on JD-R model, older workers who pursue entrepreneurship may have improved mental and physical health and obtain successful aging at work. The current study developed a theoretical foundation to explore successful aging in the field of entrepreneurship and offered suggestions for future research.
{"title":"Successful Aging in Small Enterprises: Entrepreneurship, Job Demands-Resources, and Health","authors":"Chao Miao, Shanshan Qian, R. Humphrey","doi":"10.24840/2183-0606_008.002_0002","DOIUrl":"https://doi.org/10.24840/2183-0606_008.002_0002","url":null,"abstract":"Successful aging at work is an important topic which is pertinent to everyone who works to make a living because getting older is unavoidable. The objective of this paper is to draw on Job Demands-Resources (JD-R) model to explore successful aging in the field of entrepreneurship. A conceptual approach was used to examine the successful aging in the field of entrepreneurship. Building on JD-R model, older workers who pursue entrepreneurship may have improved mental and physical health and obtain successful aging at work. The current study developed a theoretical foundation to explore successful aging in the field of entrepreneurship and offered suggestions for future research.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":"8 1","pages":"11-15"},"PeriodicalIF":0.0,"publicationDate":"2020-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45175289","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 : 2020-08-08DOI: 10.24840/2183-0606_008.002_0005
Maral Mahdad, Chiara Eleonora de Marco, A. Piccaluga, A. D. Minin
In this article, we explore and interpret organizational identity transformation associatedwith the open innovation strategy of the largest telecommunication company in Italy, Telecom Italia(TIM). When TIM established eight joint laboratories within five major Italian universities to benefitfrom opening its business model, it transferred some R&D employees to the new laboratories to workwith the university scientists. This organizational transformation imposed challenging conditions forR&D employees engaged in the open innovation activities of the firm. We conducted an interpretativephenomenological analysis (IPA) to answer the question of “how do R&D employees experience theimplementation of an open innovation strategy from an organizational identity perspective?” Our analysisis based on the interpretation of the lived experiences of 14 employees. Studying the phenomenon ofopen innovation implementation using the lens of organizational identity suggests the following: (1) Theprocess of open innovation through mobility of skilled R&D employees triggers organizational identityambiguity and change, (2) Organizational identity ambiguity phase in the process of open innovationcan be shortened by the support of parent company and managerial skills highlighting sensemakingmechanisms, (3) Constructing a shared organizational identity with university members involved in thisprocess is an undeniable element of OI success. We contribute to the literature by establishing linkagesamong organizational identity and open innovation and building on recent works on the role of individualswithin open innovation ecosystems. Our qualitative analysis draws on a conceptual framework for openinnovation and organizational identity transformation
{"title":"Why Open Innovation is Easier Said Than Done: An Organizational Identity Perspective","authors":"Maral Mahdad, Chiara Eleonora de Marco, A. Piccaluga, A. D. Minin","doi":"10.24840/2183-0606_008.002_0005","DOIUrl":"https://doi.org/10.24840/2183-0606_008.002_0005","url":null,"abstract":"In this article, we explore and interpret organizational identity transformation associatedwith the open innovation strategy of the largest telecommunication company in Italy, Telecom Italia(TIM). When TIM established eight joint laboratories within five major Italian universities to benefitfrom opening its business model, it transferred some R&D employees to the new laboratories to workwith the university scientists. This organizational transformation imposed challenging conditions forR&D employees engaged in the open innovation activities of the firm. We conducted an interpretativephenomenological analysis (IPA) to answer the question of “how do R&D employees experience theimplementation of an open innovation strategy from an organizational identity perspective?” Our analysisis based on the interpretation of the lived experiences of 14 employees. Studying the phenomenon ofopen innovation implementation using the lens of organizational identity suggests the following: (1) Theprocess of open innovation through mobility of skilled R&D employees triggers organizational identityambiguity and change, (2) Organizational identity ambiguity phase in the process of open innovationcan be shortened by the support of parent company and managerial skills highlighting sensemakingmechanisms, (3) Constructing a shared organizational identity with university members involved in thisprocess is an undeniable element of OI success. We contribute to the literature by establishing linkagesamong organizational identity and open innovation and building on recent works on the role of individualswithin open innovation ecosystems. Our qualitative analysis draws on a conceptual framework for openinnovation and organizational identity transformation","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":"8 1","pages":"47-67"},"PeriodicalIF":0.0,"publicationDate":"2020-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48774182","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 : 2020-08-08DOI: 10.24840/2183-0606_008.002_0003
M. Deschryvere, Markku Mikkola, S. Conn
COVID-19 pandemic-related direct public support mechanisms have received more attention than previously and budgets for SME subsidies have skyrocketed around the globe. Currently, most support measures focus on short-term liquidity needs. However, policy makers have already started thinking about which role subsidies should play in the renewal of the economic structure once the pandemic dust has settled. The pandemic offers a good opportunity to restructure a company support system taking into account the structural barriers that innovation support systems have been subject to over the last decade. The aim of the analysis in this paper is threefold: (1) to map the barriers to innovation support, (2) to offer policy makers and SME support agencies a set of solutions to overcome these barriers and (3) to re-interpret these results against the background of the COVID-19 pandemic that started to unravel shortly after finalising the set of research interviews.
{"title":"On the structural barriers to public innovation support for SMEs and the opportunity COVID-19 can offer to overcome these barriers","authors":"M. Deschryvere, Markku Mikkola, S. Conn","doi":"10.24840/2183-0606_008.002_0003","DOIUrl":"https://doi.org/10.24840/2183-0606_008.002_0003","url":null,"abstract":"COVID-19 pandemic-related direct public support mechanisms have received more attention than previously and budgets for SME subsidies have skyrocketed around the globe. Currently, most support measures focus on short-term liquidity needs. However, policy makers have already started thinking about which role subsidies should play in the renewal of the economic structure once the pandemic dust has settled. The pandemic offers a good opportunity to restructure a company support system taking into account the structural barriers that innovation support systems have been subject to over the last decade. The aim of the analysis in this paper is threefold: (1) to map the barriers to innovation support, (2) to offer policy makers and SME support agencies a set of solutions to overcome these barriers and (3) to re-interpret these results against the background of the COVID-19 pandemic that started to unravel shortly after finalising the set of research interviews.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":"8 1","pages":"16-25"},"PeriodicalIF":0.0,"publicationDate":"2020-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47529764","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 : 2020-04-28DOI: 10.24840/2183-0606_008.001_0003
A. Dubey, Shreya Tripathi
With almost one third of the world on a lockdown, the corporates and the offices have now rapidly shifted to working from home. Since no specific treatment has been suggested by any medical institution so far, World Health Organization has recommended that the only possible solution to be safe is to self-isolate and stay home. Due to this, the world has come to a screeching halt and the businesses have to be shifted to remote work. Work-from-Home is a very new experience for most of us and hence the perception of the people ranges from being very excited to very hopeless. This study aims to examine the sentiments of the people regarding Work-from-Home concept by analysing twitter activities posted on social media. Total 100,000 tweets were analysed for this study. Results indicate that Work-from-Home concept was taken positively by the people. The emotions associated with most of the tweets were of trust and anticipation indicating that this concept is being welcomed by the people.
{"title":"Analysing the Sentiments towards Work-From-Home Experience during COVID-19 Pandemic","authors":"A. Dubey, Shreya Tripathi","doi":"10.24840/2183-0606_008.001_0003","DOIUrl":"https://doi.org/10.24840/2183-0606_008.001_0003","url":null,"abstract":"With almost one third of the world on a lockdown, the corporates and the offices have now rapidly shifted to working from home. Since no specific treatment has been suggested by any medical institution so far, World Health Organization has recommended that the only possible solution to be safe is to self-isolate and stay home. Due to this, the world has come to a screeching halt and the businesses have to be shifted to remote work. Work-from-Home is a very new experience for most of us and hence the perception of the people ranges from being very excited to very hopeless. This study aims to examine the sentiments of the people regarding Work-from-Home concept by analysing twitter activities posted on social media. Total 100,000 tweets were analysed for this study. Results indicate that Work-from-Home concept was taken positively by the people. The emotions associated with most of the tweets were of trust and anticipation indicating that this concept is being welcomed by the people.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":"8 1","pages":"13-19"},"PeriodicalIF":0.0,"publicationDate":"2020-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41961419","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 : 2020-04-28DOI: 10.24840/2183-0606_008.001_0001
A. Mention, J. J. P. Ferreira, M. Torkkeli
As we write this editorial, people around the world are apprehensive about their future; some are at home; some are thinking about the loved ones they cannot visit; some, unfortunately, are dying. We watch the graphs and listen to the daily news of new coronavirus cases, but be it just one or one thousand, for the those close of the ones affected, the impact is catastrophic. (...)
{"title":"Coronavirus: a catalyst for change and innovation","authors":"A. Mention, J. J. P. Ferreira, M. Torkkeli","doi":"10.24840/2183-0606_008.001_0001","DOIUrl":"https://doi.org/10.24840/2183-0606_008.001_0001","url":null,"abstract":"As we write this editorial, people around the world are apprehensive about their future; some are at home; some are thinking about the loved ones they cannot visit; some, unfortunately, are dying. We watch the graphs and listen to the daily news of new coronavirus cases, but be it just one or one thousand, for the those close of the ones affected, the impact is catastrophic. (...)","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":"8 1","pages":"1-5"},"PeriodicalIF":0.0,"publicationDate":"2020-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42720025","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 : 2020-04-28DOI: 10.24840/2183-0606_008.001_0006
Heather J Johnson
The purpose of this paper is to conduct a quantitative, integrative and systematic literature review of the moderating effects of dynamic capability associated with radical innovation and incremental innovation teams in the global pharmaceutical biotechnology industry. This paper utilizes a conceptual framework of dynamic capability and socio-technical theory to underpin the study. The study includes 250 articles which were originally surveyed, and then a final selection of 66 articles was based on a structured coding system. The study outcome reveals that knowledge sharing strengthens existing professional knowledge and enhances internal work coordination and consistency in employees’ behavior, and effectively integrates diverse team knowledge and experience. Open innovation has a positive effect on radical innovation and enables knowledge acquisition to form a symbiotic relationship with knowledge sharing. Learning orientation has a stronger effect on incremental innovation than on radical innovation. The limitations of the study are related to a systematic literature review for this research does not establish causality. The mediating effects of dynamic capability on teams are not explored for this research. The implications for management are as follows, teams must be given the autonomy to make decisions from a technical perspective. Tacit knowledge, open innovation, knowledge acquisition and learning orientation are areas in which priority must be given during and after acquisitions in the pharmaceutical biotechnology industry.
{"title":"The Moderating Effects of Dynamic Capability on Radical Innovation and Incremental Innovation Teams in the Global Pharmaceutical Biotechnology Industry","authors":"Heather J Johnson","doi":"10.24840/2183-0606_008.001_0006","DOIUrl":"https://doi.org/10.24840/2183-0606_008.001_0006","url":null,"abstract":"The purpose of this paper is to conduct a quantitative, integrative and systematic literature review of the moderating effects of dynamic capability associated with radical innovation and incremental innovation teams in the global pharmaceutical biotechnology industry. This paper utilizes a conceptual framework of dynamic capability and socio-technical theory to underpin the study. The study includes 250 articles which were originally surveyed, and then a final selection of 66 articles was based on a structured coding system. The study outcome reveals that knowledge sharing strengthens existing professional knowledge and enhances internal work coordination and consistency in employees’ behavior, and effectively integrates diverse team knowledge and experience. Open innovation has a positive effect on radical innovation and enables knowledge acquisition to form a symbiotic relationship with knowledge sharing. Learning orientation has a stronger effect on incremental innovation than on radical innovation. The limitations of the study are related to a systematic literature review for this research does not establish causality. The mediating effects of dynamic capability on teams are not explored for this research. The implications for management are as follows, teams must be given the autonomy to make decisions from a technical perspective. Tacit knowledge, open innovation, knowledge acquisition and learning orientation are areas in which priority must be given during and after acquisitions in the pharmaceutical biotechnology industry.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":"8 1","pages":"51-83"},"PeriodicalIF":0.0,"publicationDate":"2020-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46700953","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}
{"title":"Legitimacy of Corporate Social Innovation: Legitimizing Resource Mobilization for Corporate Social Innovation in the Case Studies in Japan","authors":"Masaatsu Doi","doi":"10.24677/RIIM.17.0_101","DOIUrl":"https://doi.org/10.24677/RIIM.17.0_101","url":null,"abstract":"","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":"17 1","pages":"101-117"},"PeriodicalIF":0.0,"publicationDate":"2020-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44330618","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 : 2020-03-30DOI: 10.24840/2183-0606_008.001_0005
U. Lichtenthaler
To guide future discussions about managing artificial intelligence (AI), this article suggests an AI management framework with five maturity levels, which are comparable to the five levels of the autonomous driving framework from no automation to complete automation. If companies move beyond Isolated Ignorance (Level 0), they are characterized by an Initial Intent (Level 1), which typically evolves towards an Independent Initiative (Level 2). A more advanced management leads to Interactive Implementation (Level 3) and Interdependent Innovation (Level 4). On this basis, a close combination of AI and human knowledge enables a sustainable competitive advantage with Integrated Intelligence (Level 5). This framework draws on the intelligence-based approach to company performance, and it provides the basis for an AI maturity assessment in organizations. It further helps to identify many firms’ managerial challenges as well as major organizational limitations even in those firms that are often considered as AI leaders.
{"title":"Five Maturity Levels of Managing AI: From Isolated Ignorance to Integrated Intelligence","authors":"U. Lichtenthaler","doi":"10.24840/2183-0606_008.001_0005","DOIUrl":"https://doi.org/10.24840/2183-0606_008.001_0005","url":null,"abstract":"To guide future discussions about managing artificial intelligence (AI), this article suggests an AI management framework with five maturity levels, which are comparable to the five levels of the autonomous driving framework from no automation to complete automation. If companies move beyond Isolated Ignorance (Level 0), they are characterized by an Initial Intent (Level 1), which typically evolves towards an Independent Initiative (Level 2). A more advanced management leads to Interactive Implementation (Level 3) and Interdependent Innovation (Level 4). On this basis, a close combination of AI and human knowledge enables a sustainable competitive advantage with Integrated Intelligence (Level 5). This framework draws on the intelligence-based approach to company performance, and it provides the basis for an AI maturity assessment in organizations. It further helps to identify many firms’ managerial challenges as well as major organizational limitations even in those firms that are often considered as AI leaders.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":"8 1","pages":"39-50"},"PeriodicalIF":0.0,"publicationDate":"2020-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48720223","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 : 2020-02-06DOI: 10.24840/2183-0606_008.001_0002
A. Behrens
Where there is little trust, can there be self-transcendence? Can one strive for openness as well as closeness between tribes? Preference to trust own clan members is much higher among Mediterranean peoples than among Germanic ones. In both Germanic and Mediterranean clusters, trusting behaviours follow culturally determined kinship patterns that are slow to change, so much so that the different Mediterranean and Germanic trust patterns still show between Latin America and the USA. Germanic managerial techniques rest on Germanic trusting behaviours that are relatively lacking in the Mediterranean cluster, among whom Germanic managerial techniques lose efficacy and self-transcendence might be a riskier path to take. Clan-friendly management among Mediterranean peoples, including rewards more readily focused on needs, teamwork and citizenship behaviour, require less controls, bringing about faster alignment and more agile organizations. These reflections are relevant to manage North African migrants into Europe, as they are to manage Latin Americans into the USA.
{"title":"Tribal ethos favours self-transcendence, within the Tribe","authors":"A. Behrens","doi":"10.24840/2183-0606_008.001_0002","DOIUrl":"https://doi.org/10.24840/2183-0606_008.001_0002","url":null,"abstract":"Where there is little trust, can there be self-transcendence? Can one strive for openness as well as closeness between tribes? Preference to trust own clan members is much higher among Mediterranean peoples than among Germanic ones. In both Germanic and Mediterranean clusters, trusting behaviours follow culturally determined kinship patterns that are slow to change, so much so that the different Mediterranean and Germanic trust patterns still show between Latin America and the USA. Germanic managerial techniques rest on Germanic trusting behaviours that are relatively lacking in the Mediterranean cluster, among whom Germanic managerial techniques lose efficacy and self-transcendence might be a riskier path to take. Clan-friendly management among Mediterranean peoples, including rewards more readily focused on needs, teamwork and citizenship behaviour, require less controls, bringing about faster alignment and more agile organizations. These reflections are relevant to manage North African migrants into Europe, as they are to manage Latin Americans into the USA.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":"8 1","pages":"6-12"},"PeriodicalIF":0.0,"publicationDate":"2020-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44760414","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 : 2020-01-15DOI: 10.24840/2183-0606_008.001_0004
Manuel Torres, Nuno H. Flores, R. Torres
Informatics engineers are currently in the spotlight of innovation. It is, therefore, relevant to analyse and reflect on how higher education can, and should, prepare future engineers to innovate as expected in this ever-changing world. This paper aims to further research and foster scholarly debate regarding the requirements and implications of teaching innovation. For that purpose, we examine an exploratory case study on interdisciplinary cooperation between two higher education courses, designed to promote students’ active learning of innovation through the progressive development of their soft and hard skills. Both courses engaged in an emancipatory pedagogical approach, mostly grounded in project-based work, active learning, and formative assessment. To obtain feedback on this interdisciplinary cooperation, questionnaires were devised to ascertain the students’ perceptions about this pedagogical approach. Individual responses were collected from both courses and data was analysed through simple statistical procedures. Articulating a priori soft skills development with a posteriori hard skills learning process is perceived by students as beneficial in gradually, yet successfully, understanding the subject of innovation. Also, there were even some external success indicators which showed the recognition of successful innovation skills development in informatics engineering students. Thus, according to students’ perceptions of their experience with an emancipatory pedagogy that connected soft with hard skills development, we conclude that such approach encouraged students to create new knowledge and allowed them to develop the necessary skills to innovate.
{"title":"Fostering soft and hard skills for innovation among informatics engineering students","authors":"Manuel Torres, Nuno H. Flores, R. Torres","doi":"10.24840/2183-0606_008.001_0004","DOIUrl":"https://doi.org/10.24840/2183-0606_008.001_0004","url":null,"abstract":"Informatics engineers are currently in the spotlight of innovation. It is, therefore, relevant to analyse and reflect on how higher education can, and should, prepare future engineers to innovate as expected in this ever-changing world. This paper aims to further research and foster scholarly debate regarding the requirements and implications of teaching innovation. For that purpose, we examine an exploratory case study on interdisciplinary cooperation between two higher education courses, designed to promote students’ active learning of innovation through the progressive development of their soft and hard skills. Both courses engaged in an emancipatory pedagogical approach, mostly grounded in project-based work, active learning, and formative assessment. \u0000To obtain feedback on this interdisciplinary cooperation, questionnaires were devised to ascertain the students’ perceptions about this pedagogical approach. Individual responses were collected from both courses and data was analysed through simple statistical procedures. Articulating a priori soft skills development with a posteriori hard skills learning process is perceived by students as beneficial in gradually, yet successfully, understanding the subject of innovation. Also, there were even some external success indicators which showed the recognition of successful innovation skills development in informatics engineering students. Thus, according to students’ perceptions of their experience with an emancipatory pedagogy that connected soft with hard skills development, we conclude that such approach encouraged students to create new knowledge and allowed them to develop the necessary skills to innovate.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":"8 1","pages":"20-38"},"PeriodicalIF":0.0,"publicationDate":"2020-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44953572","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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