Journal of Entrepreneurship and Innovation Management

1-16

Authors: Sepideh Firouzyar, Dr. Davood Kia Kojouri

Tourism and entrepreneurship have progressed on different paths and rarely have any major crossover occurred in each of their literatures to cross-fertilize the development of the subject areas. The tourism industry is often said to be less innovative than other industries. In order to make the organization more entrepreneur friendly and therefore innovative, driving and restricting factors need to be identified, improved and reinforced. This paper presents the identification of structural restricting and driving factors of development of Corporate Entrepreneurship (CE) in organization. The studied organization is one of the transportation companies in Iran. A questionnaire was designed according to the Likert Spectrum. The sampling has been done through census among 100 managers of the studied organization. By using SPSS software and analyzing the outcome of the questionnaires, restricting and driving factors are recognized. This study concludes that five factors such as information resource system, organizational structure, organizational strategy, task methodology, and process and physical opportunities are driving factors. The research and development system, control and supervisionary system, wage and salary system, finance and budget system and human resource management are counted as restricting factors.

59-78

Authors: JULIUS ECURU, LENA TROJER, PETER OKIDI LATING, YASIN NAKU ZIRABA

In this paper, bioethanol and fruit processing clusters in Uganda were taken as sectoral innovation systems, and enabling conditions and barriers to their growth analysed from a technoscientific and innovation systems perspective. Active participation of entrepreneurial university scientists in the clustering process appears to be an enabling factor. Absence of goals and incentives for investing in the cluster areas and for driving formation of markets for cluster products is a major barrier. Adopting more inclusive innovation policies, and having in place good community engagement strategies, could help overcome the barriers and expand opportunities for clusters in low resource settings to grow and become competitive.

99-119

Authors: Ömür Yaşar Saatçıoğlu

Today, innovation is a receipt for most of the problems the firms are facing. Today, firms can’t develop innovations merely contenting themselves with their own effortful struggles. In addition to such initiative, they should cooperate with other actors. Cooperating with other actors outside the firm opens the innovation process. Open innovation has lots of advantages which can be categorised in two main groups : increasing revenues, and decreasing costs. The main idea in open innovation strenghtens the relations with external environment by increasing knowledge and technology inflows and outflows. However, dealing with the boundaries of the firm, there are barriers related with knowledge and technology flows. This research aims to explain evolution of open innovation, partnerships as main actors in knowledge and technology outflows, and intellectual property as the concept that protects knolwedge flows. external environment of the firm.

1-21

Authors: Yusuf Arayıcı, Paul Coates

BIM adoption entails substantial challenges such as the operational skills and knowledge for the users and it is required to understand the commands, protocols and standards of the en-vironment in which they operate. Furthermore, different building types and applications or purpose of use of a BIM model add another layer of complexity in understanding the re-quired protocols and standards. Thus, the acquisition of this operational knowledge and skills is fundamental impediment that restricts the adoption of BIM if it is not rigorously considered. Effective development of the aforementioned skills and knowledge to exploit the new BIM technologies for lean practices is not trivial problem. On the contrary, it re-quires conceptual and process knowledge to conform and create organisational, inter-organisational quality and requirements, which are likely to be a mixture of both organisa-tion and project driven needs. In this paper, the learning experience derived from a KTP (Knowledge Transfer Partnership) project of BIM adoption and Implementation between the University of Salford and John McCall Architects (JMA) in Liverpool, UK is reviewed and discussed. During the project, many of the challenges of training members of staff to use newly introduced BIM tools were addressed. How members of staff were educated in the use of BIM is considered and evaluated within this paper.

51-70

Authors: Jahangir Yadollahi Farsi, Maryam Azizi, and Shervin Espahbod

The present paper aims to study the relations among variables of innovation, process maturity and firm’s performance. Along with this purpose, it first investigates the relationship between innovation and performance and second hypothesizes a positive relationship between process maturity and both innovation and performance. Several empirical studies examine these relations. The results from a questioner which was obtained from individual interviews in 253 firms were analyzed in order to identify the right variables for measurement. Then the causal relations of these variables were defined through Structural equation modeling (SEM) and AMOS 18. The results show that two variables of process maturity and innovation positively affect the efficiency of business environment. Innovation and performance are also under the effect of process maturity. One of the other results of this paper demonstrates that firm’s age moderates this effect.