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The article aims to analyze innovation strategies from the perspective of the Resource-Based View.
Introducing a fourth helix in the triangle made by government, universities, and firms was to create a different method to analyze innovation processes.
Our study is the first to analyze innovation effects of foreign employees by means of a representative micro dataset at the firm level in the Netherlands.
We analyze innovation in emerging and newly industrialized economies over the past 30 years, with the emphasis being on Asian economies.
The purpose of this paper is to present and analyze innovation as a social phenomenon and how it is tangential to the public administration reform and identify the defining characteristics that classify the reform process as one innovative.
In this perspective, the first question we pose is the following: "What is the function of a good meta-theory of financial innovation?" To answer this question, we build on the research method proposed by (Poole and Van de Ven, 1995) to understand and analyze innovation processes with their associated complexities.
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The following conclusions are the result of this study; The first category related to innovation and educational environments has a combination of five analyzed innovation attributes.
In this study, we develop an expert system framework that utilizes text and data mining procedures for analyzing innovation through textual patent data.
In this paper, we operationalize our previous work on a functional approach to analyzing innovation system dynamics into a practical scheme of analysis for policy makers.
This paper proposes a generic framework for analyzing innovation systems, anchored around five fundamental activities — R&D, implementation, end-use, education, linkage — and focused on the performance implications of a system's structure and dynamics.
The Triple Helix model contributes value to analyzing innovation in a knowledge-based economy, in which knowledge flows, interactions, and communications take place within 'hyper-networks of organizations', and in which participants at one level of networking can use collaborations or boundaries from other levels as resources (Leydesdorff and Etzkowitz 1998).
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