Avvari V. Mohan

Exploring open innovation approaches adopted by small and medium firms in emerging/growth industries: case studies from Daegu–Gyeongbuk region of South Korea

This study explores the status of open innovation in small and medium firms that operate in emerging or growth technological industries that have been designated as new growth engines in the Daegu–Gyeongbuk district in South Korea. Chesbrough (2003, 2006a,b) had demonstrated that the motive power of growth and development of big enterprises, be it in hi-tech or lowtech industries of USA, is ‘open innovation’. Studies that followed examined the relationship between open innovation and industry performance had focused considerably on developed/mature industries. Though they analysed open innovation of small and medium firms, their analysis was limited to statistical relationships between open innovation and industry performances. Through the case studies this study’s findings indicate that small and medium firms in South Korea seem to be dynamically adopting open innovation in the process of changing their business lines to more prospective hi-tech areas for their existence. It also seems that continuous growth and development could not be expected with closed innovation, and that the existence of small and medium firms can be threatened during verification period because it takes considerable time to get approval or support form markets or science and technology business circle.

Marketing programmes across different phases of the product life cycle

Purpose – This paper seeks to report the findings of a survey aimed at understanding the marketing programmes (MP) for industrial products in different phases of the product life cycle (PLC).Design/methodology/approach – The study is an exploratory one, conducted in a sample of 63 Indian organisations manufacturing general‐purpose machinery. Data pertaining to a total of 191 product lines in four phases of the PLC (42 in introduction, 59 in growth, 53 in maturity and 37 in decline phase) were collected using a specially developed questionnaire.Findings – The results of the descriptive analysis revealed that the marketing programme variables emphasised in different PLC were different. In the Introduction phase decisions about product attributes, physical performance of the product, direct mail advertising, quality improvements and differentiation by design were emphasized. In Growth phase: feature additions, improvements in product styling, quality and service and market segmentation. In maturity and decli...

ICT Clusters as a Way to Materialize a National System of Innovation: Malaysia's Multimedia Super Corridor Flagships

Developing countries have realised the need to develop the Information and Communication Technology (ICT) sector to compete in an environment of increasing globalisation and also the emergence of the knowledge based economy. But given the limited resources, one approach seems to be popular among many countries is the ‘cluster’ based approach for industrial development This paper seeks to highlight one such effort viz. Malaysias Multimedia Super Corridor (MSC) Cluster with its Flagships approach. The MSC is presented in the paper as a physical manifestation of the NSI, to illustrate how a policy driven – cluster based regional development approach has helped to further national innovative performance and competitiveness

Internal and external resources for enhancing innovation capabilities – an exploratory study based on cases from the Malaysian automobile sector

The Malaysian automotive sector is an interesting case in the region, given that it is anchored by large national vehicle manufacturing firms which have been protected by several policy measures, along with foreign assemblers. This offers the backdrop to this exploratory study on the internal and external sources for developing innovation capabilities in the Malaysian automotive sector. The paper is based on cases developed through interviews in the field. Overall findings indicate the sector itself is dominated by supplier firms that are mostly involved in parts that are not very high tech, like plastic or metal parts, and there is little by the way of product innovation, and most innovation relates to changes in processes (this is with the exception of the two national car manufacturing firms Proton and Perodua). The foreign players have been mostly assemblers and while they are well linked in terms of intra-firm networks with access to technological resources, this does not seem to have spilled over to the supplier firms – offering an option for policy to leverage this resource, as done in the electronics sector. While there are indications that several of these firms are passive in terms of innovation activities/capabilities and could be in danger of not being competitive if they lose their anchor customer, there is anecdotal evidence where firms (small and large) have become competitive and gone into export markets by developing external linkages, and internal resource developments thus overcome barriers to limited resources or markets size for innovation.

Policy-driven collaborative arrangements and competency development – a case of Malaysia's MSC flagship networks

This paper presents the results of a survey done among organisations participating in flagship networks in Malaysias Multimedia Super Corridor (MSC Malaysia) project. The MSC flagships are an integral part of MSC Malaysia and are inter-organisational networks, built through policy-driven collaborative arrangements, to help participating organisations develop innovative applications and achieve sustainable competitive advantage. These directed networks of exchange relationships are intended to create value in that the creativity and talent derived out of such an environment is perceived to result in certain competencies. Preliminary findings indicate that the three network groups are identified as having different forms or structures. The results of the statistical analysis indicate the following – that network structure is important in facilitating results for the organisations committed to the networks, where different network forms display different combinations of network characteristics and correspondingly, the different combinations lead to differing strengths in different competencies. It is especially significant where the focus is on policy-driven inter-organisational networks in developing economies.

Support Institutions and R&D Activities in an ICT Cluster: The Multimedia Development Corporation in Malaysia's Multimedia Super Corridor Cluster

Economic geography in an era of global competition poses a paradox. In theory, location should no longer be a source of competitive advantage. Open global markets, rapid transportation and high-speed communications should allow any company to source anything from any place at any time. But in practice, location remains central to competition and institutions seem to help in the development of regions. This article examines the role of Malaysias Multimedia Development Corporation as a regional development agency—in the development of the MSC Project—the Multimedia Super Corridor Cluster, a project to develop the information and communications technology sector, started by the government of Malaysia to kickstart the transition to a knowledge-based economy. Even though the MDC has played a significant role in developing the MSC project, there is much more it can do to develop it as a ‘regional cluster’. It is concluded that the MDC has been doing a good job of marketing the MSC in general and attracting companies to set up shop in Malaysia in order to form a new knowledge-based sector. It is suggested that the business-related function should receive equal attention when any innovation cluster is designed and operated.

Can Government Policies Drive Open Innovation Type Platforms? Ideas from the MSC Malaysia Flagship Applications:

The discussion of open innovation has always been centred on the organisation where innovation occurs. The focus would be on the inflow and outflow of knowledge into the organisation; several studies and cases published have addressed the concept around business (or government) organisations and their research and development (R&D) activities. The open innovation framework is based on a focal organisation, which is usually a business organisation that provides a platform for other organisations to collaborate—either helping the focal organisation to commercialise its knowledge and gain economic benefits or vice versa. This notion, we argue, is where an open innovation platform is ‘supplier-driven’, that is, ‘supplier’ indicating the focal organisation where innovation occurs. In this article, however, we propose an alternate framework for open innovation, that is, one that is ‘customer-driven’ where the customer organisation or demand-creating organisation provides a platform for open innovation. This alternate notion is derived from the case of the flagship applications of Malaysia’s Multimedia Super Corridor (MSC Malaysia). The MSC Malaysia flagships can be seen as open innovation type platforms established by the customer, that is, the Malaysian government—which provides the demand pull for creating an open-innovation platform. This framework of a ‘customer-driven’ open innovation platform could provide lessons for other emerging economies to understand how their governments can play a more active role, as policymaker and demand-generating entity, to create a platform for open innovation.

Collectivism, Individualism and Open Innovation: Introduction to the Special Issue on ‘Technology, Open Innovation, Markets and Complexity’:

Hofstede (1980) developed the culture study of organisations in addition to a theoretical framework to guide cross-cultural comparisons, so to say value survey module (VSM). In a great deal of research interest in cross-cultural psychology, the topic of individualism-collectivism has been focused on because of it has been proved to be a more concise, coherent, integrated and empirically testable dimension of cultural variation by VSM. Therefore, the 1980s has been characterised as ‘the decade of individualism-collectivism’. According to Hofstede (1980), individualism emphasise ‘I’ consciousness, autonomy, private right, individual initiative, universalism and so on. Collectivism emphasise ‘we’ consciousness, collective identity, duties and obligations, group solidarity, particularism. On the surface, these two concept are at the opposite side and cannot be viewed as an integrated one.

Human resource management and coordination for innovation activities: gleanings from Malaysian cases

ABSTRACT This study explores human resource management (HRM) and coordination for research and development (R&D) or innovation-related activities in companies operating in Malaysia. The case studies conducted show that internal mechanisms like recruitment and training can be seen as hygiene factors in all three organisations. Reward systems were not discussed as critical in all three cases. In order for the organisations to up their level of technological or innovation capability, external mechanisms for human resource development can be seen as critical. This varied in terms of developing links with a foreign university for training and also joint projects in the case of large conglomerates, the foreign subsidiary sending personnel to the R&D centre of the headquarters and links with the government research institute, which was critical. In all the cases, the role of the top management in supporting the R&D (formal or informal) function was crucial for innovation capabilities.

A Review of Smes Recruitment and Selection Dilemma: Finding a 'Fit'

This systematic review of theoretical approaches is to determine whether the recruitment and selection process in SMEs shows evidence of a strategic ‘fit’ and second, examining the extent of a structured, innovative and flexible recruitment and selection process. HR managers may be aware of Strategic Human Resource Management but their understanding of recruitment and selection process as a HR architecture linking the firm and HR strategy may be vague. Findings in literature shows that priority research tends to be non-HRM related functions. HRM practices are seen as less important. The review also shows evidence that recruitment and selection is an under researched area and no specific research papers provided insights on the concept of ‘fit’ in recruitment and selection. Although general literature presents various models of recruitment but the compatibility between the individual, job and environment – ‘fit’, as a strategic process in SMEs seems disconnected and unexplored. This suggests that the HRM functions in the Malaysian SMEs are treated and perceived as secondary, routine and an insignificant function.