Innovation & Management Review (2023)

Description

Innovation & Management Review is an academic, peer-reviewed journal related to applied science in the field of innovation and management. Published by Emerald on behalf of Universidade de São Paulo.

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Innovation & Management Review (2)

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Innovation & Management Review is a quarterly publication organised by the Business department of the University of Sao Paulo, Brazil. INMR's main objectives are: to disseminate the intellectual production in the field of technological, organisational and market innovation, stimulating creative academic and research contributions; to do its share in increasing the knowledge production of the academic and professional communities related to applied sciences in the field of innovation; to serve as a proper channel to spread conceptual and methodological advances and experiences of innovation in modern society; and to encourage the dissemination of knowledge that promotes new studies and new theoretical and empirical formulations for the field of innovation.

The journal covers all fields of innovation including:

  • Innovation,innovationmanagement
  • Businessmodelsinnovation, startups
  • Socialinnovation,responsibleinnovation
  • Entrepreneurship
  • Innovationecosystems
  • Technologymanagementinnovation
  • Serviceinnovation
  • Innovationstrategy,innovationcapabilities
  • Research&developmentR&D, newproductdevelopment
  • Digitaltransformation,industry4.0
  • Sustainability and innovation in emerging economies
  • Integrating innovation for business and society

This journal offers immediate access to its content, following the principle of making scientific knowledge freely available to the public, providing greater global democratisation of knowledge.

Original manuscripts are welcome in English or in Portuguese, provided that the authors submit an English version of the text prior to publication.

INMR publishes 4 issues per annum.

Open access

All articles published inINMRare published Open Access under a CCBY 4.0 licence.

Innovation & Management Review (4)

(Video) How Apple Is Organized for Innovation: The Functional Organization

Innovation & Management Review is published by Emerald Publishing on behalf of Universidade de São Paulo. INMR is owned by Universidade de São Paulo. INMR is published under a platinum OA arrangement, in that all charges for publishing an OA article in INMR are funded by Universidade de São Paulo. There is no charge to the author.

  • Editor-in-Chief

    • Leonardo Augusto de Vasconcelos Gomes
      Universidade de São Paulo (Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo), São Paulo, SP, Brazil
      [emailprotected]
  • Editorial Assistant

    • Tatiane C.S.Santos
      [emailprotected]
  • Co-Editors

    • Felipe MendesBorini
      Universidade de São Paulo (Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo), São Paulo, SP, Brazil
    • Claudia Sofia Frias Pinto
      University of São Paulo (FEA-USP)-Brazil
    • ManuelPortugal Ferreira
      Instituto Politecnico de Leiria - School of Management and Technology, Leiria-Portugal
  • Indexing Consultant

    • Ronaldode Oliveira Santos Jhunior
      School of Economics, Business Administration and Accounting of the University of São Paulo (FEA-USP), São Paulo - SP, Brazil – Business Administration Department
      [emailprotected]
  • Associate Editors

    • DirkBoehe
      University of Adelaide, Australia
    • VitorBraga
      Polytechnic Institute of Porto -Portugal
    • VascoEiriz
      University of Minho, Portugal-Portugal
    • KadígiaFaccin
      University of the Sinos River Valley, Rio Grande do Sul, Brazil
    • Paulo Henrique AssisFeitosa
      School of Communication and Arts, University of Sao Paulo (ECA/USP) São Paulo-Brazil
    • MarcosFerasso
      Unochapecó-Brazil
    • Ana LúciaFigueiredo Facin
      Universidade Estadual Paulista Júlio de Mesquita Filho , Brazil
    • RonnieFigueiredo
      University of Beira Interior-Portugal
    • Jonathan SimoesFreitas
      Federal University of Minas Gerais -Brazil
    • Rodrigo FrancoGonçalves
      Universidade Paulista, Brazil
    • YuranJin
      University of Science and Technology Liaoning-Peoples Republic of China
    • Mohammad SaudKhan
      School of Management, Victoria Business School (Department of Innovation Management and Entrepreneurship)-New Zealand
    • HenryLopez-Vega
      University of Surrey, Guildford, UK
    • MagdalenaMarkowska
      Jönköping University (Centre for Family Enterprise and Ownership CeFEO), Sweden
    • Marcia RamosMay
      Universidade Federal do Paraná (UFPR)-Brazil
    • RafaelMorais Pereira
      Universidade Ibirapuera, São Paulo, Brazil
    • Larissa MarchioriPacheco
      Northeastern University – Global Resilience Institute -USA
    • EdisonQuirino D'Amario
      Escola Superior Nacional de Seguros, ESNS, Brazil
    • TiagoRatinho
      IÉSEG School of Management – Paris Campus
    • Muhammad MustafaRaziq
      National University of Sciences and Technology (NUST)-Pakistan
    • Nuno RosaReis
      School of Technology and Management – Polytechnic Institute of Leiria -Portugal
    • PriscilaRezende da Costa
      Nove De Julho University, São Paulo, Brazil
    • Dennys EduardoRossetto
      SKEMA Business School (Brazil, China, France, South Africa, and USA)
    • AidinSalamzadeh
      Faculty of Management, University of Tehran-Iran
  • Publisher

    • ChrisTutill
      Emerald Publishing
      [emailprotected]
  • Journal Editorial Office (For queries related to pre-acceptance)

    • PriyadharshaniReddy
      Emerald Publishing
      [emailprotected]
  • Supplier Project Manager (For queries related to post-acceptance)

    • AbinayaJegadhesan
      Emerald Publishing
      [emailprotected]
  • Editorial Board

    • IlanAlon
      University of Agder (Department of Management)-Norway
    • VenetaAndonova
      The American University (Department of Business) , Bulgaria
    • AlsonesBalestrin
      Universidade do Vale do Rio dos Sinos (Centro de Ciências Econômicas), São Leopoldo, RS, Brazil
    • AbrahamBenzaquen Sicsu
      Universidade Federal de Pernambuco (Departamento de Engenharia de Produção), Recife, PE, Brazil
    • LourdesCasanova
      SC Johnson College of Business, Cornell University, USA
    • MauricioFernandes Pereira
      Universidade Federal de Santa Catarina (Departamento de Ciências da Administração), Florianópolis, SC, Brazil
    • Edi MadalenaFracasso
      Universidade Federal do Rio Grande do Sul (Departamento de Ciências Administrativas), Porto Alegre, RS, Brazil
    • Juana C.García Duque
      Universidad de Los Andes (Facultad de Administración), Colombia
    • Eduardo PinheiroGondim de Vasconcellos
      Universidade de São Paulo (Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo), São Paulo, SP, Brazil
    • CésarGonçalves Neto
      Universidade Federal do Rio de Janeiro (Instituto Coppead de Administração), Rio de Janeiro, RJ, Brazil
    • AlbertoGrando
      Università Bocconi (Dipartimento di Management e Tecnologia), Milan, Italy
    • Ricardo Vinícius DiasJordão
      SKEMA Business School (Brazil, China, France, USA), Brazil
    • Mohammad SaudKhan
      School of Management, Victoria Business School (Department of Innovation Management and Entrepreneurship)-New Zealand
    • GeorgeLeal Jamil
      Universidade FUMEC (Faculdade de Ciências Empresariais), Belo Horizonte, MG, Brazil
    • HenryLopez-Vega
      University of Surrey, Guildford, UK
    • MagdalenaMarkowska
      Jönköping University (Centre for Family Enterprise and Ownership CeFEO), Sweden
    • FelipeMonteiro
      INSEAD (Programa de Gestao Avancada), Fontainebleau, France
    • WilliamNewburry
      Florida International University (Department of Management & International Business), Miami
    • Aurea HelenaPuga Ribeiro
      Fundação Dom Cabral (Programa de Gestão Avançada – PGA) Belo Horizonte, MG, Brazil
    • TiagoRatinho
      IÉSEG School of Management – Paris Campus
    • Muhammad MustafaRaziq
      National University of Sciences and Technology (NUST)-Pakistan
    • RobertoSbragia
      Faculdade de Economia, Administração e Contabilidade, Universidade de São Paulo, São Paulo, SP, Brazil
    • FredrikTell
      Uppsala University, Uppsala, Sweden
    • Eliane PereiraZamith Brito
      Fundação Getúlio Vargas (Escola de Administração de Empresas de São Paulo), São Paulo, SP, Brazil
    • Marcos Augustode Vasconcellos
      Fundação Getúlio Vargas (Escola de Administração de Empresas de São Paulo), São Paulo, SP, Brazil
  • Board Editorial Policy

    • TalesAndreassi
      Fundação Getúlio Vargas (Departamento de Administração e Recursos Humanos), São Paulo, SP, Brazil
    • Paulo CésarNegreiros de Figueiredo
      Fundação Getúlio Vargas (Escola Brasileira de Administração Pública e de Empresas), Rio de Janeiro, RJ, Brazil
    • Guilherme AryPlonski
      Universidade de São Paulo (Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo), São Paulo, SP, Brazil
    • Rogerio HermidaQuintella
      Universidade Federal da Bahia (Escola de Administração, Núcleo de Política e Administração Em Ciência e Tecnologia), Salvador, BA, Brazil
    • MaxVon Zedtwitz
      Copenhagen Business School, Denmark & Center for Global R&D and Innovation (GLORAD)-Denmark
    • Paulo AntonioZawislak
      Universidade Federal do Rio Grande do Sul (Departamento de Ciências Administrativas e do Programa de Pós-Graduação em Administração), Porto Alegre, RS, Brazil
    • Ruyde Quadros Carvalho
      Universidade Estadual de Campinas (Departamento de Política Científica e Tecnológica do IGE), Campinas, SP, Brazil
    • Eda Castro Lucasde Souza
      Universidade de Brasília (Programa de Pós-Graduação em Administração), Brasília, DF, Brazil

Submit to the journal

Submissions toINMRare made using ScholarOne Manuscripts, the online submission and peer review system. Registration and access is available athttps://mc.manuscriptcentral.com/inmr. Full information and guidance on using ScholarOne Manuscripts is available at the Emerald ScholarOne Manuscripts Support Centre:http://mchelp.manuscriptcentral.com/gethelpnow.

Original manuscripts are welcome in English or in Portuguese, provided that the authors submit an English version of the text prior to publication.

Registering on ScholarOne Manuscripts

IMPORTANT– The journal requires that all authors (both the corresponding and co-authors) have a valid ORCiD in order to publish. It is the responsibility of the submitting author to ensure that all relevant ORCiDs are captured. In order to obtain your ORCiD, please follow this link:https://orcid.org/register

If you have not yet registered on ScholarOne Manuscripts, please follow the instructions below:

  • Please log on tohttps://mc.manuscriptcentral.com/inmr
  • Click on "Create Account"
  • Follow the on-screen instructions, filling in the requested details before proceeding
  • Your username will be your e-mail address and you have to input a password of at least 8 characters in length and containing two or more numbers
  • Click "Finish" and your account will have been created.

Submitting an article toINMRon ScholarOne Manuscripts

  • Please log on toINMRathttps://mc.manuscriptcentral.com/inmrwith your username and password. This will take you through to the welcome page (to consult the Author Guidelines for this journal, click on the homepage link in the "Resources" column)
  • Click on the "Author Centre" button
  • Click on the "Submit a manuscript" link which will take you through to the Manuscript Submission page
  • Complete all fields and browse to upload your article
  • When all required sections are completed, preview your PDF proof
  • Submit your manuscript

Review process

Each paper submitted is reviewed by at leasttwo external reviewers and the editors to assess its suitability to the journal. All manuscripts which format does not follow the guidelines indicated below will be rejected without further consideration.

Copyright

Articles submitted to the journal should not have been published before in their current or substantially similar form, or be under consideration for publication with another journal. Please seeEmerald's originality guidelinesfor details. Authors submitting articles for publication warrant that the work is not an infringement of any existing copyright and will indemnify the publisher against any breach of such warranty.

The editor may make use ofiThenticate softwarefor checking the originality of submissions received.

This is an open access journal. All works are published underCreative Commons CC-BY licensewhich means that all content is freely available without charge to the user or his/her institution. Users are allowed to read, download, copy, distribute, print, search, or link to the full texts of the articles, or use them for any other lawful purpose, without asking prior permission from the publisher or the author.

View the license in more detail.

Third party copyright permissions

Prior to article submission, authors should clear permission to use any content that has not been created by them.

(Video) Course Review: Management and Strategy for Technology and Innovation

Failure to do so may lead to lengthy delays in publication. Emerald is unable to publish any article which has permissions pending. The rights Emerald requires are:

  1. Non-exclusive rights to reproduce the material in the article or book chapter.
  2. Print and electronic rights.
  3. Worldwide English language rights.
  4. To use the material for the life of the work (i.e. there should be no time restrictions on the re-use of material e.g. a one-year licence).

When reproducing tables, figures or excerpts (of more than 250 words) from another source, it is expected that:

  1. Authors obtain the necessary written permission in advance from any third party owners of copyright for the use in print and electronic formats of any of their text, illustrations, graphics, or other material, in their manuscript. Permission must also be cleared for any minor adaptations of any work not created by them.
  2. If an author adapts significantly any material, the author must inform the copyright holder of the original work.
  3. Authors obtain any proof of consent statements
  4. Authors must always acknowledge the source in figure captions and refer to the source in the reference list.

Authors should not assume that any content which is freely available on the web is free to use. Authors should check the website for details of the copyright holder to seek permission for re-use.

Informed consent

If your article involves human participants, you must ensure you have considered whether or not you require ethical approval for your research, and include this information as part of your submission. Find out more about informed consent.

Committee on Publication Ethics (COPE)

Emerald supports the development of, and practical application of consistent ethical standards throughout the scholarly publishing community.

All Emerald’s journals and editors are members of theCommittee on Publication Ethics(COPE) which provides advice on all aspects of publication ethics. Emerald follows the Committee’sflowchartsin cases of research and publication misconduct, enabling journals to adhere to the highest ethical standards in publishing. Find out more on Emerald’spublication ethics policy.

Copyright forms

Upon acceptance of an article authors will be requested to sign a Creative Commons Attribution Licence 4.0 (CC BY 4.0). Publishing under aCC BY 4.0license means:

  • Copyright in the article is retained by the author.
  • The author grants Emerald a licence to publish the article and identify itself as the original publisher.
  • Your article can be shared freely, including copying and redistributing the material in any medium or format.
  • Your article can be adapted, remixed, transformed, and built upon the material for any purpose, even commercially.
  • Full attribution to the original work must be included in any derivatives, indicating if/where changes have been made.

Authors will be asked to complete the CC BY 4.0 licence through ScholarOne. All authors are sent an e-mail with links to the licence form, which they must check for accuracy and submit electronically.

Author fees

The journal is published under a Platinum Open Access arrangement, in that all costs associated with publishing an Open Access article in the journal are funded by the Universidade de São Paulo. This journal does not charge APCs or submission charges.

Emerald Editing Service

Emerald is pleased to partner withPeerwithto provide editorial support for authors wishing to submit papers to Emerald journals. Peerwith is a platform for author services, connecting academics seeking support for their work with the relevant expert who can help out with language editing and translation, visuals, consulting, or anything else academics need to get their research submission-ready.

Final submission

The author must ensure that the manuscript is complete, grammatically correct and without spelling or typographical errors. Before submitting, authors should check their submission completeness using the availableArticle Submission Checklist. Proofs will be e-mailed prior to publication.

Archiving policy

Emerald provides perpetual access for all eJournal and book content by working with digital preservation schemes Portico, LOCKSS and CLOCKSS. Find out more aboutEmerald’s archiving policy.

Manuscript requirements

The journal's policyis open access and creative commons. Authors retain their rights torepublish this material in other works written or edited by them, subject to fullacknowledgement of the original source of publication.

Please prepare your manuscript before submission, using the following guidelines.


Format

Article files should be provided in Microsoft Word format. LaTex files can be used if an accompanying PDF document is provided. PDF as a sole file type is not accepted, a PDF must be accompanied by the source file. Acceptable figure file types are listed further below.

Article length

Articles should be a maximum of 6,000 words in length. This includes all text including references and appendices. Please allow 280 words for each figure or table.

(For instance, if an article has 5,000 words and two tables, then the total sum of words will be: 5,000 + 280 + 280 = 5,560 words)

Article title

A title of not more than eight words should be provided.

Author details

All contributing authors’ names should be added to the ScholarOne submission, and their names arranged in the correct order for publication.IMPORTANT- all authors (both the corresponding and co-authors) are required to have a valid ORCiD in order to publish in this journal. Submitting authors should ensure that all relevant ORCiDs are captured as part of the submission process. In order to obtain your ORCiD, please follow this link:https://orcid.org/register

  • Correct e-mail addresses should be supplied for each author in their separate author accounts
  • The full name of each author must be present in their author account in the exact format they should appear for publication, including or excluding any middle names or initials as required
  • The affiliation of each contributing author should be correct in their individual author account. The affiliation listed should be where they were based at the time that the research for the paper was conducted

Biographies and acknowledgements

Authors who wish to include these items should save them together in an MS Word file to be uploaded with the submission. If they are to be included, a brief professional biography of not more than 100 words should be supplied for each named author.

Structured abstract

Authors must supply a structured abstract in their submission, both via the online submission system and within the Word document as per the below sub-headings (see our "How to... write an abstract" guide for practical help and guidance):

  • Purpose (mandatory)
  • Design/methodology/approach (mandatory)
  • Findings (mandatory)
  • Research limitations/implications (if applicable)
  • Practical implications (if applicable)
  • Social implications (if applicable)
  • Originality/value (mandatory)

Maximum is 250 words in total (including keywords and article classification, see below).

Authors should avoid the use of personal pronouns within the structured abstract and body of the paper (e.g. "this paper investigates..." is correct, "I investigate..." is incorrect).

Keywords

Authors should provide appropriate and short keywords in the ScholarOne submission that encapsulate the principal topics of the paper (see theHow to... ensure your article is highly downloadedguide for practical help and guidance on choosing search-engine friendly keywords). The maximum number of keywords is 12.

Whilst Emerald will endeavour to use submitted keywords in the published version, all keywords are subject to approval by Emerald’s in house editorial team and may be replaced by a matching term to ensure consistency.

Article classification

Authors must categorize their paper as part of the ScholarOne submission process. The category which most closely describes their paper should be selected from the list below.

Research paper.This category covers papers which report on any type of research undertaken by the author(s). The research may involve the construction or testing of a model or framework, action research, testing of data, market research or surveys, empirical, scientific or clinical research.

Viewpoint.Any paper, where content is dependent on the author's opinion and interpretation, should be included in this category; this also includes journalistic pieces.

Technical paper.Describes and evaluates technical products, processes or services.

Conceptual paper.These papers will not be based on research but will develop hypotheses. The papers are likely to be discursive and will cover philosophical discussions and comparative studies of others' work and thinking.

Case study.Case studies describe actual interventions or experiences within organizations. They may well be subjective and will not generally report on research. A description of a legal case or a hypothetical case study used as a teaching exercise would also fit into this category.

Literature review.It is expected that all types of paper cite any relevant literature so this category should only be used if the main purpose of the paper is to annotate and/or critique the literature in a particular subject area. It may be a selective bibliography providing advice on information sources or it may be comprehensive in that the paper's aim is to cover the main contributors to the development of a topic and explore their different views.

General review.This category covers those papers which provide an overview or historical examination of some concept, technique or phenomenon. The papers are likely to be more descriptive or instructional ("how to" papers) than discursive.

Headings

Headings must be concise, with a clear indication of the distinction between the hierarchy of headings.

The preferred format is for first level headings to be presented in bold format and subsequent sub-headings to be presented in medium italics.

Notes/endnotes

Notes or endnotes should be used only if absolutely necessary and must be identified in the text by consecutive numbers, enclosed in square brackets and listed at the end of the article.

Figures

All Figures (charts, diagrams, line drawings, web pages/screenshots, and photographic images) should be submitted in electronic form.

All figures should be of high quality, legible and numbered consecutively with arabic numerals. Graphics may be supplied in colour to facilitate their appearance on the online database.

  • Figures created in MS Word, MS PowerPoint, MS Excel, Illustrator should be supplied in their native formats. Electronic figures created in other applications should be copied from the origination software and pasted into a blank MS Word document or saved and imported into an MS Word document or alternatively create a PDF file from the origination software.
  • Figures which cannot be supplied as above are acceptable in the standard image formats which are: .pdf, .ai, and .eps. If you are unable to supply graphics in these formats then please ensure they are .tif, .jpeg, or .bmp at a resolution of at least 300dpi and at least 10cm wide.
  • To prepare web pages/screenshots simultaneously press the "Alt" and "Print screen" keys on the keyboard, open a blank Microsoft Word document and simultaneously press "Ctrl" and "V" to paste the image. (Capture all the contents/windows on the computer screen to paste into MS Word, by simultaneously pressing "Ctrl" and "Print screen".)
  • Photographic images should be submitted electronically and of high quality. They should be saved as .tif or .jpeg files at a resolution of at least 300dpi and at least 10cm wide. Digital camera settings should be set at the highest resolution/quality possible.

Tables

Tables should be typed and included in a separate file to the main body of the article. The position of each table should be clearly labelled in the body text of article with corresponding labels being clearly shown in the separate file.

Ensure that any superscripts or asterisks are shown next to the relevant items and have corresponding explanations displayed as footnotes to the table, figure or plate.

Supplementary files

Where tables, figures, appendices, and other additional content are supplementary to the article but not critical to the reader’s understanding of it, you can choose to host these supplementary files alongside your article on Insight, Emerald’s content hosting platform, or on an institutional or personal repository. All supplementary material must be submitted prior to acceptance.

If you choose to host your supplementary files on Insight, you must submit these as separate files alongside your article. Files should be clearly labelled in such a way that makes it clear they are supplementary; Emerald recommends that the file name is descriptive and that it follows the format ‘Supplementary_material_appendix_1’ or ‘Supplementary tables’. All supplementary material must be mentioned at the appropriate moment in the main text of the article, there is no need to include the content of the file but only the file name. A link to the supplementary material will be added to the article during production, and the material will be made available alongside the main text of the article at the point of EarlyCite publication.

Please note that Emerald will not make any changes to the material; it will not be copyedited, typeset, and authors will not receive proofs. Emerald therefore strongly recommends that you style all supplementary material ahead of acceptance of the article.

Emerald Insight can host the following file types and extensions:

  • Adobe Acrobat (.pdf)
  • MS Word document (.doc, .docx)
  • MS Excel (.xls, xlsx)
  • MS PowerPoint (.pptx)
  • Image (.png, .jpeg, .gif)
  • Plain ASCII text (.txt)
  • PostScript (.ps)
  • Rich Text Format (.rtf)

If you choose to use an institutional or personal repository, you should ensure that the supplementary material is hosted on the repository ahead of submission, and then include a link only to the repository within the article. It is the responsibility of the submitting author to ensure that the material is free to access and that it remains permanently available.

Please note that extensive supplementary material may be subject to peer review; this is at the discretion of the journal Editor and dependent on the content of the material (for example, whether including it would support the reviewer making a decision on the article during the peer review process).

References

References to other publications must be inAPAstyle and carefully checked for completeness, accuracy and consistency. This is very important in an electronic environment because it enables your readers to exploit the Reference Linking facility on the database and link back to the works you have cited through CrossRef.

Invert all authors’ names; give surnames and initials for up to and including seven authors. When authors number eight or more, include the first six authors’ names, then insert three ellipsis points, and add the last author’s name. For example:

Gilbert, D. G., McClernon, J. F., Rabinovich, N. E., Sugai, C., Plath, L. C., Asgaard, G., … Botros, N. (2004). Effects of quitting smoking on EEG activation and attention last for more than 31 days and are more severe with stress, dependence, DRD2 A 1 allele, and depressive traits.Nicotine and Tobacco Research,6, 249–267. doi:1 0.1 080/1462220041 0001676305.

For references with the same surname and initials but different first name provide the first name as follows:

    • Janet, P. [Paul]. (1876). La notion de la personnalité [The notion of personality].Revue Scientifique, 10, 574–575.
    • Janet, P. [Pierre]. (1906). The pathogenesis of some impulsions.Journal of Abnormal Psychology, 1, 1–17.

Text citation to be given as follows: (Paul Janet, 1876) (Pierre Janet, 1906)

For references of two or more primary authors with the same surname, include the first author's initials in all text citations, even if the year of publication differs.

    • Light, I. (2006).Deflecting immigration: Networks, markets, and regulation in Los Angeles. New York, NY: Russell Sage Foundation.
    • Light, M. A., & Light, I. H. (2008). The geographic expansion of Mexican immigration in the United States and its implications for local law enforcement.Law Enforcement Executive Forum Journal,8, 73–82.

Examples of text citation: Among studies, we review M.A. Light and Light (2008). I. Light (2006) studies this concept.

If two references of more than three surnames with the same year shorten to the same form e.g. both Ireys, Chernoff, DeVet, & Kim, 2001, and Ireys, Chernoff, Stein, DeVet, & Silver, 2001 shorten to Ireys et al., 2001)

Then cite the surnames of the first authors and of as many of the subsequent authors as necessary to distinguish the two references, followed by a comma andet al.:

Ireys, Chernoff, DeVet,et al. (2001) and Ireys, Chernoff, Stein, et al. (2001)

  • Do not include personal communications, such as letters, memoranda, and informal electronic communications in references but do cite these in the text. Examples of a citation of personal communication are: (V. G. Nguyen, personal communication, September 28, 1999); T. K. Lutes (personal communication, April 18, 2001).

Use Arabic numerals even if some volume numbers of books and journals are given in roman numerals (e.g. Vol. 3 not Vol. III).

Examples of references: Journals:

  • Burns, P. (2002a). The intergovernmental regime: A public policy in Hartford, Connecticut.Journal of Urban Affairs,24(7), 55–73.
  • Burns, P. (2002b). The intergovernmental regime: A public policy in Hartford, Connecticut.Journal of Urban Affairs,24(September), 55–73.
  • Burns, P. (2002). The intergovernmental regime: A public policy in Hartford, Connecticut.Journal of Urban Affairs,24(Autumn), 55–73.
  • Burns, P. (in press-a). The intergovernmental regime: A public policy in Hartford, Connecticut.Journal of Urban Affairs,24(7), 55–73.
  • Burns, P., & Johanson, R. (Eds.). (2002). The intergovernmental regime: A public policy in Hartford, Connecticut.Journal of Urban Affairs,24(7), 55–73.

Books:

  • Alexander, C. F. (1996).The theory and practice of Ku Klux Klan in the southwest. Lexington: University of Kentucky Press.
  • Alexander, C. F. (1996).The theory and practice of Ku Klux Klan in the southwest[Brochure]. Lexington: University of Kentucky Press.
  • American Institute of Certified Public Accountants (AICPA). (2002).Statement on auditing standards no. 99: Consideration of fraud in a financial audit. New York, NY: AICPA.
  • Arnold, M. B. (1960).Emotion and personality: Psychological aspects(2nd ed., pp. 34–48). New York, NY: Columbia University Press.
  • Merriam-Webster’s collegiate dictionary(10th ed.). (1993). London: Merriam-Webster.
  • Citation: (Merriam-Webster’s Collegiate Dictionary, 1993).

Edited Books:

  • Bridges, A., Burns, B., & Cash, A. (1989). Becoming an American: The working classes in the United States before the Civil War. In I. Katezelson & A. Zolvo (Eds.),Working class formation:A subject class(2nd ed., Vol. 6, pp. 110–125). Princeton, NJ: Wiley.
  • Bridges, A., & Burns, B. (with Cash, C. A.) (1989). Becoming an American: The working classes in the United States before the Civil War. In I. Katezelson (Ed.),Working class formation:A subject class(2nd ed., Vol. 6, pp. 110–125). London: City University.
  • Bridges, A., Burns, B., & Cash, A. (Eds.). (1989). Becoming an American: The working classes in the United States before the Civil War. InWorking class formation:A subject class(2nd ed., Vol. 6, p. 125). Princeton, NJ: Princeton University Press.
  • Simmel, G. (1950). The stranger. In K. Wolff (Ed. & Trans.),The sociology of Georg Simmel. New York, NY: Free Press (Original work published in 1908).

PHD Thesis

  • Lowe, R. (1967).Racial segregation in Indiana. Ph.D. thesis, Ball State University, Munice, IN, USA.

Dissertation

  • Sinaceur, M. (2006).Suspending judgments to create value: Suspicion, distrust and trust in negotiations. Dissertation, Stanford University

Proceedings

  • Chalmers, D. (1965). Becoming an American in today’s world. In I. Katezelson (Ed.),Proceedings of the 4th international conference meeting, Bronx, Germany (pp. 1–27).

Unpublished data

  • Chalmers, D. (1965).Racial segregation in Indiana. Unpublished data. Department of Biotechnology, University of Antwerp, Belgium

Translation

  • John, A., Williams, R., & Monste, E. (2000). Article title in German.Journal name in German. [Translation of Journal Name in English.], 47, 1–10.

Book Translation

  • John, A., Williams, R., & Monste, E. (2000). In H. Johanson & K. Mark (Trans.),Book name in French(pp. 1–20). [Book name in English.] Place: Publisher

Book Series

  • John, A., Williams, R., & Monste, E. (2000). Article title. In T. Monste (Ed.),Book name.Book Title Series. Place: Publisher

Technical Report

  • Bonn, M. (2000).Racial segregation in Indiana.Technical Report no. 29876765. University of Wisconsin, WI, USA.
  • Author, A. (2001).Article title. Technical Report. Department of Physics, University of Wisconsin 1897287. University of Wisconsin, WI, USA.
  • Armstrong, J., Deeble, J., Dror, D. M., Rice, N., Thiede, M., & Van de Ven, W. P. M. M. (2004, February 16).The International Review Panel report to the South African Risk Equalization Fund Task Group. Retrieved from http://www.medicalschemes.com/publications/publications.aspx?catid=23. Accessed on March 9, 2007.
  • Armstrong, J., Deeble, J., & Dror, D. M. (2004, February 16).The International Review Panel report to the South African Risk Equalization Fund Task Group. Retrieved from http://www.medicalschemes.com/publications/publications.aspx?catid=23. Accessed on March 9

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Transparencystatement forInnovation & Management Review

  1. Journal Ownership:Innovation & Management Reviewis published by Emerald Publishing on behalf oftheUniversity of Sao Paulo.

  2. Governing Body:The editorial team is appointed and managed bytheUniversity of Sao Paulo.The journal is governed by the editorial team in collaboration withEmerald Publishing.

  3. Peer Review Process:The journal operates a double blind peer review model.All articlesundergo an initial assessment by the journal editor. If they are considered suitable for consideration, articles will then be a reviewed by a minimum of two external reviewers to assess suitability for publication.Final responsibility for editorial decisions rests with the Editor-in-Chief of the journal.

  4. Editorial team/contact information:Contact details for the editorial team can be found on the journal homepage. Queries may also be directed to Emerald’s Publishing team as follows:
    Chris Tutill–[emailprotected]

  5. Copyright: All articles in the journal are published Open Access under a Creative Commons Attribution license (CC BY-4.0). This allows authors to retain copyright of their work whilst others can share, use and build upon this work created as long as appropriate attribution is given.

  6. Author Fees:The journal is published under a Platinum Open Access arrangement, in that all costsassociated with publishing an Open Access article in the journal are funded bytheUniversity of Sao Paulo.There arecurrentlynoArticle Processing Charges to the author(s).

  7. Allegations ofMisconduct:All journals published by Emerald are members of and subscribe to the principles of theCommittee on Publication Ethics. In the event of any allegation of research or publication misconduct the publisher and editor will adhere to COPE guidelines in dealing with such allegations.

  8. Conflicts of interest:Authors are asked to declare any financial or ethical conflicts of interest upon submitting their work to the journal. Difficult cases will be referred totheCommittee on Publishing Ethics (COPE) for advice.

  9. Frequency:The journalcurrentlypublishesfour issuesper annum

  1. Access:All journalarticlesare published OpenAccessonEmeraldInsight.com -http://www.emeraldinsight.com/loi/inmrunder a CCBY 4.0 licence (please see section 5).

  1. Revenue sources:The journal is published under a platinum Open Access arrangement, in that all costsassociated with publishing an Open Access article in the journal are funded bytheUniversity of Sao Paulo.

  1. Advertising:The journal does not acceptdirectadvertising

  1. Archiving:Emerald provides perpetual access for all e-journal content by working with digital preservation schemes Portico, LOCKSS and CLOCKSS.

  1. Direct marketing:On occasion the journal will use direct marketing activities (primarily email campaigns) to raise awareness of the journal and to invite authors to submit articles.Marketing activities areconductedbytheUniversity of Sao Paulounless otherwise agreed with Emerald.

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This statementwasupdatedbyChris Tutill(EmeraldPublishing) on16thFeb2020.

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FAQs

What is innovation best answer? ›

Innovation can be a new idea, product or method that is translated into a good or service that creates value or for which customers are willing to pay. The essence of innovation is improvement – the ability to create something better and launch it to the world.

Why is innovation management difficult? ›

Innovation is an iterative process, uncertainty and unknown being an inevitable part of it. Going through that process requires one being comfortable with confusion, failures, and disappointments and it's not always easy or pleasant. Innovating can be nerve-wracking, uncomfortable or even scary.

What is innovation management with example? ›

“Innovation management” thus refers to handling of all the activities needed to “introduce something new”, which in practice means things like coming up with ideas, developing, prioritizing and implementing them, as well as putting them into practice, for example by launching new products, or by introducing new ...

What is your understanding of innovative management thinking '? ›

Innovation management involves the process of managing an organization's innovation procedure, starting at the initial stage of ideation, to its final stage of successful implementation. It encompasses the decisions, activities and practices of devising and implementing an innovation strategy.

How do you answer an innovation question? ›

Example: "I'm best at coming up with ideas that solve an immediate problem and can make a process more efficient. Creating ideas that bring fast results and don't require a lot of steps is where I feel the most innovative. I'm also great at coming up with ideas on how so solve technical computer errors."

What are the key challenges in innovation management? ›

What are the challenges of innovation?
  • Impatient Leadership. Innovation of all forms takes time. ...
  • Lack of Innovation Culture. ...
  • A Fear of Change. ...
  • Lack of Ownership. ...
  • End-to-End Processes. ...
  • Inadequate Benchmarking. ...
  • No Innovation Ecosystem.

What are the three innovation challenges? ›

The three most common innovation challenges in design thinking are people desirability, business viability and technical feasibility.

What are examples of innovation in the workplace? ›

Common innovative examples at work

creating a new digital platform that streamlines your company's online processes or functions. encouraging collaboration between your company and another complementary company. designing a product that puts sustainability at the forefront of your company's actions.

What do you mean by innovation management? ›

Gartner defines innovation management as a business discipline that aims to drive a repeatable, sustainable innovation process or culture within an organization. Innovation management initiatives focus on disruptive or step changes that transform the business in some significant way.

What is the most important part of innovation management? ›

Capturing innovative ideas from employees at various levels, building an active and collaborative workforce, recognizing employees effort and communicating effectively with all stakeholders are the vital building blocks innovation management for continuous improvement .

What is the role of innovation management? ›

Innovation management is a business discipline that aims to nurture a long-lasting, sustainable innovation process within an organization. It encapsulates a definite procedure that regulates every stage of innovation, starting from ideation to its seamless implementation in the practical world.

How do you use innovation management? ›

There are, generally, a few steps to innovation management:
  1. Step one: topic ideation and generation. ...
  2. Step two: recording and sharing. ...
  3. Step three: innovation evaluation. ...
  4. Step four: organize and implement.

Is innovation management necessary? ›

Innovation management is the key to turning innovative ideas into action, but only if it is done well. Like any management process, it needs the right tools in place to facilitate progress. Ironically many businesses are keen to innovate but are not very innovative about their approach to innovation management.

What is innovation example? ›

Below are 10 examples of innovations that are turning problems into progress.
  • A bag that slow cooks food. (Photo: WIPO) ...
  • Bottle light bulbs. (Photo: Liter of Light) ...
  • Energy-producing roads. ...
  • 1 dollar microscope. ...
  • Medical drones. ...
  • Mobile water safety check. ...
  • Solar rechargeable hearing aids. ...
  • Wearable breast cancer detector.

How do you show innovation at work? ›

Here is a selection of things you can do at work to boost your innovation levels and foster creativity through the day.
  1. Optimise the atmosphere. ...
  2. Create a brainstorming wall. ...
  3. Encourage individuality. ...
  4. Allow for suggestions. ...
  5. Put suggestions into action. ...
  6. Start doing stand up. ...
  7. Place a ban on certain things. ...
  8. Buddy up.

How do you show you have innovation? ›

Some skills and qualities that go hand-in-hand with innovation are: the confidence to take on big, ambitious goals and take risks. the ability to adapt and be resourceful in unexpected situations. the motivation to identify where things can be improved and then act on it.

Which type of innovation is best? ›

Technological innovation is the most evident kind of innovation. The advance of technology brings about many opportunities. Thinking back a few centuries, the Industrial Revolution springs to mind as a good example, since it changed production methods in companies, work methods, and even workers' lives.

How do you write an innovative idea? ›

How to come up with innovative ideas
  1. Brainstorming ideas through Mind Mapping. When you typically think of a brainstorm, you may imagine yourself standing in front of a big whiteboard and trying to jot down every idea you have onto multiple pieces of paper. ...
  2. Mix up your surroundings. ...
  3. Take a break. ...
  4. Get feedback from others.
14 May 2020

What are the six meaning of innovation? ›

There are six stages in the process of innovation: generating ideas, capturing ideas, beginning innovation, developing a business-effectiveness strategy, applying business improvement, and decline. 1.

How can you contribute to innovation and improvements in the workplace? ›

Here are some ways you can promote an innovative environment in your business:
  1. Make innovation a core value. ...
  2. Hire people with different perspectives. ...
  3. Give employees time and space to innovate. ...
  4. Encourage collaboration. ...
  5. Have a feedback process. ...
  6. Implement ideas as soon as possible. ...
  7. Reward employees for their ideas. ...
  8. Offer training.
15 Sept 2022

What are the benefits of innovation? ›

Some of the key practical benefits of innovation are:
  • improved productivity.
  • reduced costs.
  • increased competitiveness.
  • improved brand recognition and value.
  • new partnerships and relationships.
  • increased turnover and improved profitability.

How do you solve lack of innovation? ›

These are some of the solutions we have identified – but we are constantly looking for new ideas and thoughts on how to boost innovation.
...
  1. Build a trust culture. ...
  2. Take the lean path. ...
  3. Welcome failure. ...
  4. Retain flexibility.
21 Jul 2016

What is the innovation process? ›

An innovation process is a set of steps between an idea's conception and its implementation. It is a streamlined process that is managed in a way that reflects a company's structure and innovation goals.

What are the factor that make innovation difficult? ›

9 Challenges Hindering Innovation in Your Organization
  • Employees aren't empowered to innovate. ...
  • Employees aren't motivated to innovate. ...
  • You're missing an innovation strategy. ...
  • Innovation is centralized to one functional group. ...
  • Lack of collaboration. ...
  • Lack of diversity. ...
  • Current product offerings are successful.
9 Jun 2016

What are the risks of innovation? ›

Risks of innovation

Risks can be: operational - eg failing to meet your quality, cost or scheduling requirements. commercial - eg failing to attract enough customers. financial - eg investing in unsuccessful innovation projects.

How do you set goals for innovation? ›

How to define your innovation goals and objectives
  1. Think of what you want your business to become in the future. ...
  2. Distinguish macro and micro innovation goals. ...
  3. Be specific with the type of innovation you want to focus on. ...
  4. Learn to measure the impact and importance of innovation.
19 Feb 2022

What is the key factor of innovation? ›

The Key Factors For Innovation Success

Examination. Diversity. Collaboration. Creativity.

What are the five steps to managing innovation? ›

Five Steps to Implementing Innovation
  1. Spot opportunities for innovation. ...
  2. Prioritize opportunities. ...
  3. Test your potential innovations. ...
  4. Build support for your innovations. ...
  5. Learn from your innovation efforts.
17 Jun 2019

What innovation can you bring to the company? ›

Below I outline five ways you could bring innovation to a company.
  • Define and measure innovation. ...
  • Balance new with improved. ...
  • Use innovation to respond to change, uncertainty, and constraint. ...
  • Improve how you get and develop ideas. ...
  • Lighten up.

What does innovation mean at work? ›

Innovation in the workplace refers to the process of introducing new ideas, services, products, business processes, or methodologies in a work environment. Innovative solutions can improve existing products or services, solve problems, and improve ROI or productivity of a certain business process.

What is innovation management essay? ›

Innovation Management:Innovation Management is the form of looking into future, of being creative, imaginative . It is used in the growth of product and also organizational innovation. It also includes tools which allows higher management & engineers to communicate with basic understanding of goals and its processes .

How important is innovation in business and management? ›

Innovation plays a key role in introducing novelty to existing product lines or processes, leading to increased market share, revenue, and customer satisfaction. Sometimes innovation is used to upgrade the operating systems of the business or to introduce modern technologies for automation.

Which are the four steps of the innovation process? ›

Four Steps to an Effective Innovation Process
  • Observe Your Customers to Uncover New Problems—and Opportunities. ...
  • Create New Solutions. ...
  • Prototype and Learn in the Market. ...
  • Implement the Best Ideas.
14 Jun 2016

How do we define innovation? ›

What does innovation mean? Innovation can refer to something new, such as an invention, or the practice of developing and introducing new things. An innovation is often a new product, but it can also be a new way of doing something or even a new way of thinking.

How do you define innovation *? ›

An innovation is an idea that has been transformed into practical reality. For a business, this is a product, process, or business concept, or combinations that have been activated in the marketplace and produce new profits and growth for the organization.

How do you describe your innovation? ›

Some skills and qualities that go hand-in-hand with innovation are: the confidence to take on big, ambitious goals and take risks. the ability to adapt and be resourceful in unexpected situations. the motivation to identify where things can be improved and then act on it.

What does innovation mean to you interview? ›

“Innovation is about being creative and original in your work and thinking. Too often in our industry people confuse innovation with technology. Some of MKG's most innovative work is not our most high-tech, but rather work that is entirely original.

What are examples of innovation in the workplace? ›

Common innovative examples at work

creating a new digital platform that streamlines your company's online processes or functions. encouraging collaboration between your company and another complementary company. designing a product that puts sustainability at the forefront of your company's actions.

What is innovation in the workplace? ›

Innovation is often associated with creating new products or services in your business. But it can also be about changing the way you do business. Innovation embraces: new technologies and their uses. improved industry methods.

What is the importance of innovation? ›

Innovation plays a key role in introducing novelty to existing product lines or processes, leading to increased market share, revenue, and customer satisfaction. Sometimes innovation is used to upgrade the operating systems of the business or to introduce modern technologies for automation.

What's an example of innovation? ›

Examples of product innovations:

Lego has been changing the materials of its famous bricks to biodegradable oil-based plastics. The first electric vehicles introduced in the car's market were also an innovation, and new batteries with longer ranges that keep coming out are also an example of innovation.

How do you write an innovation? ›

The best place to start with your innovation challenge is to focus on the future. What do you want the idea to achieve in the long-term? Think about the action or outcome you want this idea to fulfil. Is there an internal struggle your business needs to resolve?

How do you show innovation at work? ›

Here is a selection of things you can do at work to boost your innovation levels and foster creativity through the day.
  1. Optimise the atmosphere. ...
  2. Create a brainstorming wall. ...
  3. Encourage individuality. ...
  4. Allow for suggestions. ...
  5. Put suggestions into action. ...
  6. Start doing stand up. ...
  7. Place a ban on certain things. ...
  8. Buddy up.

What are the three skills of innovation? ›

Here are some of the top innovation skills and how you can use them in the workplace:
  • Imagination. Innovators are forward-thinking individuals who can use their imagination to envision better ways to accomplish tasks. ...
  • Problem-solving. ...
  • Design. ...
  • Critical thinking. ...
  • Flexibility. ...
  • Persuasion. ...
  • Entrepreneurship. ...
  • Take risks.
25 May 2021

What skills do you need to be innovative? ›

creativity, critical thinking, and complex problem solving. All three of these skills are essential to developing and bringing to life a new innovation that solves a real problem and provides meaningful value.

What does innovation mean to you please give us an example? ›

1st Answer Example

"To me, innovation means presenting a new idea or making an existing idea better. It's important to be innovative in the workplace, but often it's a misunderstood concept. An example of when I was innovative was when our company was facing budget cuts.

What are 10 most common interview questions and answers? ›

10 most common interview questions and answers
  • Tell me about yourself.
  • What attracted you to our company?
  • Tell me about your strengths.
  • Tell me about your strengths.
  • Where do you see yourself in five years?
  • Tell me about a time where you encountered a business challenge?

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