<abstract xmlns="http://www.w3.org/1999/xhtml"> This article presents new concepts and practical approaches resulting from the piloting of CASI-F - a common framework for the assessment and management of sustainable innovation (SI). Based on lessons learned from action research carried out in the context of the EU funded CASI project, the article focuses on the meta-analysis of 46 action roadmaps produced with 43 innovators supporting the practical application of CASI-F. The applied methodology helped to demonstrate that a multi-level and multi-actor advice approach promotes a shift towards improved understanding of innovations-related critical issues (barriers, drivers, opportunities and threats) and stakeholders’ relations, as well as their management, thus promoting the sustainable resilience and transformation of socio-technical systems. This paper first reflects on how we arrived to managerial lessons from the actions roadmaps and how could these lessons be used to assess the current state of affairs and potential way forward for European initiatives and instruments promoting sustainable innovation.</abstract>

Towards a more responsible sustainable innovation assessment and management culture in Europe

<abstract xmlns="http://www.w3.org/1999/xhtml"> The main aim of the paper is to present the synthesis of the results of methodological analysis conducted on examples of foresight projects executed in chosen companies representing four companies type: small and medium-sized enterprise (SME), nonprofit- organization, international corporations and consulting companies as well as to posit functional approach for the implementation of foresight research within organizations. The empirical part of the study is based on the qualitative approach. A multiple case study methodology is employed. The research objects are sixteen companies experienced in foresight research. The first part of the paper gives an overview of definitions of corporate foresight and the analysis of background that have influence on the conducting of foresight in large multinational companies on one side and SMEs on the other side. In the field of the theory of foresight research, the study demonstrates that there are different motivations for foresight introduction as well as different organizational structure of teams conducting the activities and the approaches that they use. In the practical perspective, the study and a detailed functional foresight approach proposed by authors could be valuable for SMEs who consider implementing foresight research into their strategic planning processes.</abstract>

How do companies envisage the future? Functional foresight approaches

<abstract xmlns="http://www.w3.org/1999/xhtml"> In this paper, we attempt to explain how the ownership mechanism of an interorganisational information system (IOS) may impact strategic information exchange (electronic coordination) induced by specific investments in the IOS. Recent research and practice show that heavy investments in IOSs demonstrate mixed results with respect to their impact on the electronic coordination. Consequently, the search of additional factors is needed to help and explain under what circumstances the IOS investments for strategic purposes become beneficial for the companies in a buyersupplier dyad. Transaction cost economics (TCE) and the hostage model are used as a framework for the research. 198 observations of Norwegian companies in different branches of industry constitute the base of the empirical study. A buyer-supplier dyad is the unit of the analysis. A regression model of the relation between the IOS ownership mechanism and the strategic information sharing is used to test two hypotheses about the buyer-supplier collaboration via an IOS. The results demonstrate that the risk of unilateral specific investments in an IOS made by the buyer or the seller is attenuated by the ownership mechanism of the IOS. The willingness of a buyer to share their strategic information with the supplier via the IOS increases if the supplier invests in the IOS which is owned and controlled by the buyer. Conversely, the supplier becomes motivated to share certain sensitive strategic information with the buying company if the latter invests in the IOS which is owned and controlled by the supplier.</abstract>

Pre-requisites of successful strategic electronic coordination: the moderation effect of the ownership mechanism of inter-organisational information systems

<abstract xmlns="http://www.w3.org/1999/xhtml"> The aim of the paper is the presentation of theoretical foundations and the structure of original, 8-stage statics and dynamics model in the small business life cycle. Based on theoretical considerations, two hypotheses concerning the impact of dynamic and static nature of the life-cycle stages on selected determinants and effects of SMEs’ development were formulated. The hypotheses were verified based on the results of the survey conducted on a sample of 1,741 SMEs from 22 countries of the European Union. The results indicate that companies in the dynamic life-cycle stages are run by more enterprising owners, operate in more promising markets with a higher potential and make greater use of market niches thus limiting the level of competition. At the same time, such companies are characterised by higher levels of flexibility and involvement in innovative activities, which translates into obtaining a significantly higher level of business performance, in the area of quantitative as well as qualitative results.</abstract>

Small business life cycle: statics and dynamics (S&amp;D) model

<abstract xmlns="http://www.w3.org/1999/xhtml"> The main purpose of this paper is to describe key gamification techniques that can be applied to enhance the tourist attraction visiting process. The paper is based on the methodology of design patterns; particularly it adopts the definition and classification schemes originally proposed and developed in the context of gamification of work to specify gamification techniques related to various aspects of the tourist attraction visiting process. The main result is the selection of twelve gamification techniques for enhancing the tourist attraction visiting process, four for each of the three phases of the visiting process (before, during and after the visit). The paper shows that gamification techniques can be applied to enhance the tourist attraction visiting process. Implementation of the proposed gamification techniques is supposed to both improve visitor experience and give the tourist attraction managers a tool for boosting interest in less popular exhibitions and events.</abstract>

Enhancing the tourist attraction visiting process with gamification: key concepts

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Engineering Management in Production and Services

Volume 9 (2017): Issue 4 (December 2017)

Towards a more responsible sustainable innovation assessment and management culture in Europe

How do companies envisage the future? Functional foresight approaches

Pre-requisites of successful strategic electronic coordination: the moderation effect of the ownership mechanism of inter-organisational information systems

Small business life cycle: statics and dynamics (S&D) model

Enhancing the tourist attraction visiting process with gamification: key concepts

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