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The article explores opportunities for the sustainable economic development of coastal territories in the Baltic Sea region (BSR) arising in blue economy sectors in the framework of digital transformation. The study argues that more active commercialisation of territorial resources can facilitate the sustainable economic development of the BSR coastal territories, following digitally-driven innovations. The paper provides an overview of methodological approaches to territorial sustainability. It also assesses the 2009—2018 level of the socio-economic development of the BSR coastal territories, underpins the importance of the blue economy and highlights the role of digital transformation in reaching the UN Sustainable Development Goals (SDGs) in the BSR through digitally-driven innovations. A comparative and problem-targeted statistics analyses show significant differences in the dynamics of socio-economic development in the BSR coastal territories with their GRP per capita being generally lower than the national or macroregional average. A review of literature on sustainable development in the BSR has shown that a more active use of the unique resources of coastal territories along with a technology-driven growth of the blue economy sectors can counterbalance the negative impact of the uneven development of these territories on the progress towards the SDGs in the BSR. Increasing the competitiveness of the BSR coastal territories requires investment in digital solutions in the blue economy sectors and building communication infrastructure. The review of key innovations in the blue economy sectors shows that their implementation gives impetus to other industries by reducing costs, creating new jobs, and improving the quality of products and services.
Goran Roos; Natalia Ye. Kubina; Yulia Yu. Farafonova. Opportunities for sustainable economic development in coastal territories of the Baltic Sea Region in the context of digital transformation. Sustainable development of the Baltic Sea Region 2021, 13, 7 -26.
AMA StyleGoran Roos, Natalia Ye. Kubina, Yulia Yu. Farafonova. Opportunities for sustainable economic development in coastal territories of the Baltic Sea Region in the context of digital transformation. Sustainable development of the Baltic Sea Region. 2021; 13 (2):7-26.
Chicago/Turabian StyleGoran Roos; Natalia Ye. Kubina; Yulia Yu. Farafonova. 2021. "Opportunities for sustainable economic development in coastal territories of the Baltic Sea Region in the context of digital transformation." Sustainable development of the Baltic Sea Region 13, no. 2: 7-26.
The study analyses the role of the transit function in the development of a regional transport system drawing on the example of the Kaliningrad exclave region (Russia). The article studies the role and extent of the impact of changes in the volume and structure of transit operations on the value-added creation in the regional economy. The assessment of the transit function was conducted using analytical software for strategizing and situational forecasting of the socio-economic development of the Kaliningrad region, the analogue of which is the CGE-model. The article describes the results of the regional value-added modelling based on the integrated index of gross regional product (GRP) and the changing volume and structure of transit cargo. The article explores the transit specialisation options for the Kaliningrad region based on different scenarios of its social and economic development and the changes in external factors. The results can be applied to similar studies on assessing the transit potential of a particular territory and developing measures to support the transportation system development in other regions.
Ksenia Yu. Voloshenko; Ivan S. Gumenyuk; Göran Roos. Transit in Regional Economic Development: The Case of the Kaliningrad Exclave. European Spatial Research and Policy 2020, 27, 263 -280.
AMA StyleKsenia Yu. Voloshenko, Ivan S. Gumenyuk, Göran Roos. Transit in Regional Economic Development: The Case of the Kaliningrad Exclave. European Spatial Research and Policy. 2020; 27 (1):263-280.
Chicago/Turabian StyleKsenia Yu. Voloshenko; Ivan S. Gumenyuk; Göran Roos. 2020. "Transit in Regional Economic Development: The Case of the Kaliningrad Exclave." European Spatial Research and Policy 27, no. 1: 263-280.
Over recent years, it has become increasingly obvious that the countries, regions and individual systems are now developing within the framework of the emerging technological paradigm. The key elements for their development are knowledge and capabilities, being transformed into the products exported by a given country, these constitute the core of the economic complexity theory. In this article, the authors attempt to assess the long-term correlations between economic complexity and transboundary intensity drawing on the example of European countries. The authors developed a European Countries’ Typology according to their transboundary cooperation intensity. The paper establishes that the influence of the transboundary factor weakens as the economic complexity increases, and under certain conditions, it has a negative impact. It substantiates that the revealed relationships are due to the increasing role of global processes rather than transboundary ones as the economy becomes more complex and oriented towards the global market.
Göran Roos; Ksenia Voloshenko; Tatiana E. Drok; Yury M. Zverev. European countries’ typology by the intensity of transboundary cooperation and its impact on the economic complexity level. GEOGRAPHY, ENVIRONMENT, SUSTAINABILITY 2020, 13, 6 -15.
AMA StyleGöran Roos, Ksenia Voloshenko, Tatiana E. Drok, Yury M. Zverev. European countries’ typology by the intensity of transboundary cooperation and its impact on the economic complexity level. GEOGRAPHY, ENVIRONMENT, SUSTAINABILITY. 2020; 13 (1):6-15.
Chicago/Turabian StyleGöran Roos; Ksenia Voloshenko; Tatiana E. Drok; Yury M. Zverev. 2020. "European countries’ typology by the intensity of transboundary cooperation and its impact on the economic complexity level." GEOGRAPHY, ENVIRONMENT, SUSTAINABILITY 13, no. 1: 6-15.
The ongoing technological development leads to the emergence of a new value-creation paradigm that calls for changes and structural transformations in economic systems at different levels. Structural transformations are prompted by growing economic complexity. In this context, the selection of industrial strategies and the validation of key regional industrial policies is of paramount importance. Economic complexity (EC) analysis is a new effective tool to address the issue. Its application at a subnational level is, however, limited by methodological problems. To analyse economic complexity at a subnational level, a basic methodology and special software were developed within this study. The object of the research is the exclave Kaliningrad region, whose location makes it possible to capture accurate and comprehensive data on international and interregional trade. Based on the EC analysis theory and practice, the study involved the development of methods, algorithms, and software to form a source database and measure economic complexity. The findings may guide the use of EC analyses in regional policies. The article suggests activities for sequential upgrading of the industry in the Kaliningrad region. These activities will facilitate the development of the existing and new capabilities, improve the business environment, and increase the complexity of products, productions, and industries.
Göran Roos; Ksenia Y. Voloshenko; Tatyana E. Drok; Yulia Yu. Farafonova. An economic complexity analysis of the Kaliningrad region: identifying sectoral priorities in the emerging value creation paradigm. Sustainable development of the Baltic Sea Region 2020, 12, 156 -180.
AMA StyleGöran Roos, Ksenia Y. Voloshenko, Tatyana E. Drok, Yulia Yu. Farafonova. An economic complexity analysis of the Kaliningrad region: identifying sectoral priorities in the emerging value creation paradigm. Sustainable development of the Baltic Sea Region. 2020; 12 (1):156-180.
Chicago/Turabian StyleGöran Roos; Ksenia Y. Voloshenko; Tatyana E. Drok; Yulia Yu. Farafonova. 2020. "An economic complexity analysis of the Kaliningrad region: identifying sectoral priorities in the emerging value creation paradigm." Sustainable development of the Baltic Sea Region 12, no. 1: 156-180.
In today’s environmental and economic climate, it is important for businesses to drive development towards sustainable and zero-waste industries, responsibly leveraging renewable low-cost inputs to generate high-value outputs for the global market. Marine macroalgae presents modern businesses with opportunities for the development of a new and vibrant industry sector that largely fulfills these requirements. Harnessing Marine Macroalgae for Industrial Purposes in an Australian Context: Emerging Research and Opportunities provides emerging perspectives on the theoretical and practical aspects of developing a new business sector within the bio-marine industry. Featuring coverage on a broad range of topics such as competitive advantage, food industry, and production systems, this publication is ideally designed for environmental researchers, business students, engineers, and academicians seeking current research on the economics, regulation, and policy in supporting the development of the macroalgal industry sector in the global market.
Göran Roos; Anthony Cheshire; Sasi Nayar; Steven M. Clarke; Wei Zhang. Harnessing Marine Macroalgae for Industrial Purposes in an Australian Context. Advances in Environmental Engineering and Green Technologies 2019, 1 .
AMA StyleGöran Roos, Anthony Cheshire, Sasi Nayar, Steven M. Clarke, Wei Zhang. Harnessing Marine Macroalgae for Industrial Purposes in an Australian Context. Advances in Environmental Engineering and Green Technologies. 2019; ():1.
Chicago/Turabian StyleGöran Roos; Anthony Cheshire; Sasi Nayar; Steven M. Clarke; Wei Zhang. 2019. "Harnessing Marine Macroalgae for Industrial Purposes in an Australian Context." Advances in Environmental Engineering and Green Technologies , no. : 1.
The term “intellectual capital” has existed for a long time, as can be seen from the literature review below. Intellectual capital (IC) can be defined as all non-monetary and non-physical resources that contribute to an organisation’s value creation and that are to some extent influenceable by the organisation.
Göran Roos; Stephen Pike. The evolution of the intellectual capital perspective 1. Intellectual Capital as a Management Tool 2018, 1 -48.
AMA StyleGöran Roos, Stephen Pike. The evolution of the intellectual capital perspective 1. Intellectual Capital as a Management Tool. 2018; ():1-48.
Chicago/Turabian StyleGöran Roos; Stephen Pike. 2018. "The evolution of the intellectual capital perspective 1." Intellectual Capital as a Management Tool , no. : 1-48.
It is important to understand the relationship between the existing version of the IC Navigator and this more penetrating analysis.
Göran Roos; Stephen Pike. Analyses using the Next-Generation Navigator and Effector 1. Intellectual Capital as a Management Tool 2018, 128 -164.
AMA StyleGöran Roos, Stephen Pike. Analyses using the Next-Generation Navigator and Effector 1. Intellectual Capital as a Management Tool. 2018; ():128-164.
Chicago/Turabian StyleGöran Roos; Stephen Pike. 2018. "Analyses using the Next-Generation Navigator and Effector 1." Intellectual Capital as a Management Tool , no. : 128-164.
One of the key questions that needs to be addressed both from a managerial and operational point of view, as well as from a strategic analysis point of view, is: “Are the firm’s resources put to use in a way that maximises the firm’s value-creating potential?” In this chapter, we will outline a way to answer this important question from a strategic point of view. We will commence with a brief review of the relevant parts that we have covered so far.
Göran Roos; Stephen Pike. The Intellectual Capital Navigator as a strategic tool 1. Intellectual Capital as a Management Tool 2018, 102 -127.
AMA StyleGöran Roos, Stephen Pike. The Intellectual Capital Navigator as a strategic tool 1. Intellectual Capital as a Management Tool. 2018; ():102-127.
Chicago/Turabian StyleGöran Roos; Stephen Pike. 2018. "The Intellectual Capital Navigator as a strategic tool 1." Intellectual Capital as a Management Tool , no. : 102-127.
The purpose of the intellectual capital management process (ICMP) is to increase the value creation of the organisation. This process becomes more appropriate as the organisation’s dependence on intellectual capital (IC) resources increases. To achieve this objective, the ICMP identifies relevant dimensions that can be used to discuss the organisation’s strategy. One of the first requirements is to identify what value creation means for the organisation and who are the primary stakeholders for the value created. This is followed by an identification of which resources are required to create value today and which resources are required to achieve the desired future position of the organisation. Once the desired resources are identified, existing and future deployment structures for resources are identified. This deployment structure is then evaluated for possible effectiveness improvements. The resources that form the basis of the organisation’s competitive advantage are then evaluated against the value-creating logic of the organisation for possible effectiveness issues.
Göran Roos; Stephen Pike. The contribution of the intellectual capital view of the firm to key business issues. Intellectual Capital as a Management Tool 2018, 49 -101.
AMA StyleGöran Roos, Stephen Pike. The contribution of the intellectual capital view of the firm to key business issues. Intellectual Capital as a Management Tool. 2018; ():49-101.
Chicago/Turabian StyleGöran Roos; Stephen Pike. 2018. "The contribution of the intellectual capital view of the firm to key business issues." Intellectual Capital as a Management Tool , no. : 49-101.
As technology evolves, it can be difficult to maintain a competitive edge. The management of intangible resources like competence, relationships, brands, processes and systems becomes increasingly important in such a world. Intellectual Capital as a Management Tool reviews the evidence to demonstrate where the intellectual capital view of the firm has made major contributions. The book introduces an updated version of the Intellectual Capital Navigator as an operational tool to help managers maximise value generation from an organisations portfolio of diverse resources. This tool is the only tool that enables organisations to use the resource based view of the firm in an operational way. The book also discusses future developments of the Intellectual Capital Navigator, increasing its precision around the financial aspects of the organisation. The book has broad application across all types of organisations and in all operating environments and is vital reading for managers who want to understand and exploit the importance of managing intellectual capital. As technology evolves, it can be difficult to maintain a competitive edge. The management of intangible resources like competence, relationships, brands, processes and systems becomes increasingly important in such a world. Intellectual Capital as a Management Tool reviews the evidence to demonstrate where the intellectual capital view of the firm has made major contributions. The book introduces an updated version of the Intellectual Capital Navigator as an operational tool to help managers maximise value generation from an organisations portfolio of diverse resources. This tool is the only tool that enables organisations to use the resource based view of the firm in an operational way. The book also discusses future developments of the Intellectual Capital Navigator, increasing its precision around the financial aspects of the organisation. The book has broad application across all types of organisations and in all operating environments and is vital reading for managers who want to understand and exploit the importance of managing intellectual capital. As technology evolves, it can be difficult to maintain a competitive edge. The management of intangible resources like competence, relationships, brands, processes and systems becomes increasingly important in such a world. Intellectual Capital as a Management Tool reviews the evidence to demonstrate where the intellectual capital view of the firm has made major contributions. The book introduces an updated version of the Intellectual Capital Navigator as an operational tool to help managers maximise value generation from an organisations portfolio of diverse resources. This tool is the only tool that enables organisations to use the resource based view of the firm in an operational way. The book also discusses future developments of the Intellectual Capital Navigator, increasing its precision around the financial aspects of the organisation. The book has broad application across all types of organisations and in all operating environments and is vital reading for managers who want to understand and exploit the importance of managing intellectual capital. As technology evolves, it can be difficult to maintain a competitive edge. The management of intangible resources like competence, relationships, brands, processes and systems becomes increasingly important in such a world. Intellectual Capital as a Management Tool reviews the evidence to demonstrate where the intellectual capital view of the firm has made major contributions. The book introduces an updated version of the Intellectual Capital Navigator as an operational tool to help managers maximise value generation from an organisations portfolio of diverse resources. This tool is the only tool that enables organisations to use the resource based view of the firm in an operational way. The book also discusses future developments of the Intellectual Capital Navigator, increasing its precision around the financial aspects of the organisation. The book has broad application across all types of organisations and in all operating environments and is vital reading for managers who want to understand and exploit the importance of managing intellectual capital. As technology evolves, it can be difficult to maintain a competitive edge. The management of intangible resources like competence, relationships, brands, processes and systems becomes increasingly important in such a world. Intellectual Capital as a Management Tool reviews the evidence to demonstrate where the intellectual capital view of the firm has made major contributions. The book introduces an updated version of the Intellectual Capital Navigator as an operational tool to help managers maximise value generation from an organisations portfolio of diverse resources. This tool is the only tool that enables organisations to use the resource based view of the firm in an operational way. The book also discusses future developments of the Intellectual Capital Navigator, increasing its precision around the financial aspects of the organisation. The book has broad application across all types of organisations and in all operating environments and is vital reading for managers who want to understand and exploit the importance of managing intellectual capital. As technology evolves, it can be difficult to maintain a competitive edge. The management of intangible resources like competence, relationships, brands, processes and systems becomes increasingly important in such a world. Intellectual Capital as a Management Tool reviews the evidence to demonstrate where the intellectual capital view of the firm has made major contributions. The book introduces an updated version of the Intellectual Capital Navigator as an operational tool to help managers maximise value generation from an organisations portfolio of diverse resources. This tool is the only tool that enables organisations to...
Göran Roos; Stephen Pike. Intellectual Capital as a Management Tool. Intellectual Capital as a Management Tool 2018, 1 .
AMA StyleGöran Roos, Stephen Pike. Intellectual Capital as a Management Tool. Intellectual Capital as a Management Tool. 2018; ():1.
Chicago/Turabian StyleGöran Roos; Stephen Pike. 2018. "Intellectual Capital as a Management Tool." Intellectual Capital as a Management Tool , no. : 1.
A competitive advantage can be defined as a condition or circumstance that puts a company in a favorable or superior business position as compared to its competitors. Competitive advantages can be treated within the firm or grounded in an advantage existing in the firm's operating environment. In looking at South Australia's competitive advantage as it relates to the macroalgae value chain, we can see that it has a reputation of unpolluted costal land and waters that is ideal for the cultivation of marine macroalgae. This chapter explores that competitive advantage.
Göran Roos. Basis for Competitive Advantage in the Different Application Domains. Advances in Environmental Engineering and Green Technologies 2018, 110 -145.
AMA StyleGöran Roos. Basis for Competitive Advantage in the Different Application Domains. Advances in Environmental Engineering and Green Technologies. 2018; ():110-145.
Chicago/Turabian StyleGöran Roos. 2018. "Basis for Competitive Advantage in the Different Application Domains." Advances in Environmental Engineering and Green Technologies , no. : 110-145.
South Australia has comparative advantages in the early stages of the macroalgal value chain. This provides a foundation for building a macroalgal aquaculture and high-value products processing industry. To make this happen, there needs to be a coordinated effort between stakeholders to further the sustainable development of the South Australian bio-economy based on the cultivation of macroalgae biomass. This chapter explores this conclusion.
Göran Roos; Anthony Cheshire. Conclusions for South Australia From the Analysis. Advances in Environmental Engineering and Green Technologies 2018, 171 -179.
AMA StyleGöran Roos, Anthony Cheshire. Conclusions for South Australia From the Analysis. Advances in Environmental Engineering and Green Technologies. 2018; ():171-179.
Chicago/Turabian StyleGöran Roos; Anthony Cheshire. 2018. "Conclusions for South Australia From the Analysis." Advances in Environmental Engineering and Green Technologies , no. : 171-179.
A jurisdiction is said to have a comparative advantage in the production of a good if it can produce this good at a lower opportunity cost than another. It can be said that a jurisdiction has an absolute advantage in the production of a good if it has a higher productivity in its production of this good than another jurisdiction. Although there are no studies on comparative advantages in macroalgae value chains, there are some relating to aquaculture in general. From these two studies we can look at the domestic resource cost (DRC) approach and the revealed comparative advantage (RCA) approach. This chapter explores the absolute and comparative advantages of South Australia in the macroalgal value chain.
Göran Roos; Anthony Cheshire. Absolute and Comparative Advantages of South Australia in the Macroalgal Value Chain. Advances in Environmental Engineering and Green Technologies 2018, 146 -170.
AMA StyleGöran Roos, Anthony Cheshire. Absolute and Comparative Advantages of South Australia in the Macroalgal Value Chain. Advances in Environmental Engineering and Green Technologies. 2018; ():146-170.
Chicago/Turabian StyleGöran Roos; Anthony Cheshire. 2018. "Absolute and Comparative Advantages of South Australia in the Macroalgal Value Chain." Advances in Environmental Engineering and Green Technologies , no. : 146-170.
Göran Roos. Resource deployment system implications of migrating the firm into a digital value creation paradigm. Knowledge Management Research & Practice 2018, 16, 281 -291.
AMA StyleGöran Roos. Resource deployment system implications of migrating the firm into a digital value creation paradigm. Knowledge Management Research & Practice. 2018; 16 (3):281-291.
Chicago/Turabian StyleGöran Roos. 2018. "Resource deployment system implications of migrating the firm into a digital value creation paradigm." Knowledge Management Research & Practice 16, no. 3: 281-291.
The purpose of this paper is to tie together the insights from the body of research relating to economic complexity theory, structural holes, non-price based competition, and knowledge management. The insights relating to generating national prosperity are synthesised through an intellectual capital lens. The paper uses literature review combined with insights from an Australian project on state-based economic complexity. The connectivist and autopoietic epistemological paradigms are found to be most aligned with the need to manage transformation between organisational and human resources that will achieve causal ambiguity and hence inimitability. This inimitability forms the basis for achieving non-price based competition and if there is a rich network of economic agents that, both individually and collectively through collaboration, have these characteristics a large share of the economy can operate on the basis of non-priced based competition. If all these agents have an export focus the economic complexity of the economy will be high, and likely increasing, which will enable both the creation and the appropriation of large amounts of value and hence result in increasing national prosperity. Findings are only relevant for OECD countries given the origins of the data used. Managerial implications are outlined as are major implications for public policy. This is the first time that these concepts are linked.
Göran Roos. Knowledge management, intellectual capital, structural holes, economic complexity and national prosperity. Journal of Intellectual Capital 2017, 18, 745 -770.
AMA StyleGöran Roos. Knowledge management, intellectual capital, structural holes, economic complexity and national prosperity. Journal of Intellectual Capital. 2017; 18 (4):745-770.
Chicago/Turabian StyleGöran Roos. 2017. "Knowledge management, intellectual capital, structural holes, economic complexity and national prosperity." Journal of Intellectual Capital 18, no. 4: 745-770.
Göran Roos; Zara Shroff. What will happen to the jobs? Technology-enabled productivity improvement – good for some, bad for others. Labour & Industry: a journal of the social and economic relations of work 2017, 27, 165 -192.
AMA StyleGöran Roos, Zara Shroff. What will happen to the jobs? Technology-enabled productivity improvement – good for some, bad for others. Labour & Industry: a journal of the social and economic relations of work. 2017; 27 (3):165-192.
Chicago/Turabian StyleGöran Roos; Zara Shroff. 2017. "What will happen to the jobs? Technology-enabled productivity improvement – good for some, bad for others." Labour & Industry: a journal of the social and economic relations of work 27, no. 3: 165-192.
A sub-national economic complexity analysis of Australia’s states and territories. Regional Studies. This paper applies economic complexity analysis to the Australian sub-national economy (nine regions with 506 exported goods and services). Using a 2009 Australian multi-regional input–output table for base data, we determine the number of export goods or services in which each state and territory has a revealed comparative advantage, and visualize the complexity of Australia’s interstate and international exports. We find that small differences in industrial capability and knowledge are crucial to relative complexity. The majority of states (especially Western Australia) export primarily resource-intensive goods, yet interstate trade has many complex products that are not currently internationally exported.
Christian Reynolds; Manju Agrawal; Ivan Lee; Chen Zhan; Jiuyong Li; Phillip Taylor; Tim Mares; Julian Morison; Nicholas Angelakis; Göran Roos. A sub-national economic complexity analysis of Australia’s states and territories. Regional Studies 2017, 52, 715 -726.
AMA StyleChristian Reynolds, Manju Agrawal, Ivan Lee, Chen Zhan, Jiuyong Li, Phillip Taylor, Tim Mares, Julian Morison, Nicholas Angelakis, Göran Roos. A sub-national economic complexity analysis of Australia’s states and territories. Regional Studies. 2017; 52 (5):715-726.
Chicago/Turabian StyleChristian Reynolds; Manju Agrawal; Ivan Lee; Chen Zhan; Jiuyong Li; Phillip Taylor; Tim Mares; Julian Morison; Nicholas Angelakis; Göran Roos. 2017. "A sub-national economic complexity analysis of Australia’s states and territories." Regional Studies 52, no. 5: 715-726.
Ivan Lee; Feng Xia; Göran Roos. An Observation of Research Complexity in Top Universities Based on Research Publications. Proceedings of the 26th International Conference on Compiler Construction 2017, 1259 -1265.
AMA StyleIvan Lee, Feng Xia, Göran Roos. An Observation of Research Complexity in Top Universities Based on Research Publications. Proceedings of the 26th International Conference on Compiler Construction. 2017; ():1259-1265.
Chicago/Turabian StyleIvan Lee; Feng Xia; Göran Roos. 2017. "An Observation of Research Complexity in Top Universities Based on Research Publications." Proceedings of the 26th International Conference on Compiler Construction , no. : 1259-1265.
Technology-Driven Productivity Improvements and the Future of Work: Emerging Research and Opportunities: 9781522521792: Business IS&T Books
Göran Roos. Technology-Driven Productivity Improvements and the Future of Work. Sustainable and Responsible Entrepreneurship and Key Drivers of Performance 2017, 1 .
AMA StyleGöran Roos. Technology-Driven Productivity Improvements and the Future of Work. Sustainable and Responsible Entrepreneurship and Key Drivers of Performance. 2017; ():1.
Chicago/Turabian StyleGöran Roos. 2017. "Technology-Driven Productivity Improvements and the Future of Work." Sustainable and Responsible Entrepreneurship and Key Drivers of Performance , no. : 1.
The manufacturing sector is increasingly looking to innovation to ensure productivity growth, especially in high-cost operating environments to achieve non-price based competition. The paper begins with an overview of regulatory, technological and consumer trends and developments impacting manufacturing. It considers the shifting balance between fragmenting and concentrating forces of global supply chains, and how manufacturing firms themselves are changing. This overview is followed by a discussion of the pivotal constituents of success for firms operating in high-cost environments, and concludes with the fundamental importance of innovation as a basis for success. The paper then discusses value creation, value appropriation, and design-based innovation, and argues that manufacturers need to understand key differences between these paradigms. In particular, the difference between art and design is articulated, to avoid an otherwise common confusion between the two. The importance of an inter- and trans-disciplinary approach to innovation is emphasized, including the use of four value creation strategies—science and technology, design, art, and reverse-hermeneutic innovation. The paper concludes that the design-based innovation paradigm is increasingly important within the manufacturing industry, but that its benefit can only be maximized if it is integrated with the other three value-creating approaches to innovation.
Göran Roos. Design-Based Innovation for Manufacturing Firm Success in High-Cost Operating Environments. She Ji: The Journal of Design, Economics, and Innovation 2016, 2, 5 -28.
AMA StyleGöran Roos. Design-Based Innovation for Manufacturing Firm Success in High-Cost Operating Environments. She Ji: The Journal of Design, Economics, and Innovation. 2016; 2 (1):5-28.
Chicago/Turabian StyleGöran Roos. 2016. "Design-Based Innovation for Manufacturing Firm Success in High-Cost Operating Environments." She Ji: The Journal of Design, Economics, and Innovation 2, no. 1: 5-28.