Innovation and Production in Manufacturing Industry: a Comparative Study about Global Chains

A new logic in the capitalist accumulation process has emerged in the last four decades. The hypothesis of the article is that this new logic expresses itself in the manufacturing industry through the increasing segmentation of product innovation and product manufacturing activities, and the integration of two alternative types of innovation activities: informational and aesthetic-expressive. Starting from an approach that combines different theoretical categories (global value chain, historical system of accumulation, disconnection between innovation and production capabilities) and a methodology based on the analysis of secondary sources of information, three productive chains have been studied: pharmaceutical, apparel and consumer electronics. The outcome of the research confirms the formulated hypothesis and allows us to detect specificities in the content of innovation, the constitution of entry barriers and the geographical dispersion in each chain.
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Categorizing the collaboration and community promotion spaces that make urban innovation ecosystems tick

A variety of collaboration spaces are spreading across urban innovation ecosystems. This makes sense intuitively, because collaboration spaces create and — in some cases — manage and sustain the communities that make the ecosystem exist and grow.


Collaboration space in Barcelona, Spain.
​Photo: Victor Mulas

I believe that collaboration spaces are, in fact, one of the key elements to create and grow urban innovation ecosystems in cities. Our current research in mapping urban innovation is starting to provide results that seem to validate this hypothesis. We are seeing that collaboration spaces that create and manage communities are critical nodes of city urban innovation ecosystems.

We will share more results about this analysis in future blogs but given the relevance of these spaces, I summarized what I believe are the most relevant categories of collaboration spaces. This list, which I prepared for a paper I am working on, is not prescriptive and it is not closed by any means. To the contrary, it just presents a starting point and I welcome comments to expand and refine these categories.

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Elements of a Successful Innovation Roadmap

Countless articles argue: To remain competitive, companies need to consistently build their innovation portfolio. Value-oriented improvement and new developments must permeate the business. This article discusses a structured approach, known as a Rapid Innovation Cycle, which brings a repeatable process to innovation, empowering individuals to contribute more and organizations to look beyond themselves—all leading to a higher success rate.
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6 peculiar industries to steal business ideas from

Pulling big corporations out of their comfort zone is a terrific way to make them innovate like startups. Confronting corporates with unconventional markets is one of the most effective tools to do this.

This collection offers 30 controversial innovation tricks from 6 peculiar industries that we use in our intrapreneurial bootcamp sessions.

Go ahead and discover how this weapon works for you :)


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Fun and Games – Changing the World of Innovation Assessments

Innovation Assessment is one of the pillars of an innovation program. Evaluation should be done as an on-going activity and revised with the most valuable feedback gathered along the entire innovation journey. In the third of a series of articles focused on Innovation Culture, we are going to propose a different approach for Innovation Assessment that by offering a different user experience could increase awareness, engagement and elicit more valuable contributions from key stakeholders.
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Only Engaged Innovation Teams Succeed

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Engagement of teams is a must-have when addressing the key issues related to sustainable innovation programs. In the second of a series of articles focused on Innovation Culture, we are going to share our views about the way organizations should stimulate and encourage the creation of teams truly committed with innovation. Besides the more usual ad hoc requirements regarding team and individual creative performance, having a clear focus on team management is essential to achieve a more balanced and sound innovation program.
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A Study of Culture Dimensions, Organizational Ambidexterity, and Perceived Innovation in Teams

The impetus to innovate has emphasized the importance of organization’s ability to both explore and explot new ideas or what is referred to as ambidexterity. This study examined ambidexterity as a predictor of teams’ perception of their innovation. It also examined the impact of culture – power distance, uncertainty avoidance, collectivism, masculinity, and short-term orientation IT teams’ explorative and exploitative behaviors. The results also show that team ambidexterity is a predictor of innovation. Power distance is negatively related to explorative behavior. Collectivist characteristics are positively associated with both explorative and exploitative behaviors. Masculine behavior likewise predict more explorative behavior. The results can guide human resource development efforts geared to foster greater innovation within teams in organizations. Keywords: culture; power distance; uncertainty avoidance; collectivism; masculinity; explorative; exploitative; ambidexterity; innovation.
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