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Business Processes and Process, Marketing, Organizational and Product Innovations
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Business Processes and Process, Marketing, Organizational and Product Innovations

A special issue of Journal of Risk and Financial Management (ISSN 1911-8074). This special issue belongs to the section "Financial Technology and Innovation".

Deadline for manuscript submissions: closed (30 October 2021) | Viewed by 5459

Special Issue Editor

Prof. Dr. Radka Vaníčková

E-Mail Website
Guest Editor
Institute of Technology and Business in České Budějovice, Faculty of Corporate Strategy, Department of Management, Nemanická 436/7, 370 01 České Budějovice, Czech Republic
Interests: business processes; project management innovation; knowledge management; management skills

Special Issue Information

Dear Colleagues,

Innovation is a positive change caused by creative human activity, but also by accidental use of opportunities enabling better use of existing resources, which results in increased utility. Creating something new usually means a technological innovation that involves technical, organizational, and commercial steps that must be taken before a new product can be introduced to the market. The renewal and expansion of a range of products and services and related markets, the creation of new methods of production, supply and distribution, the introduction of changes in management, work organization, working conditions and the skills of the workforce are the drivers of innovation.

Innovation statistics map the innovation activity of enterprises, and monitors their basic indicators such as innovation implementation, cooperating partners in the field of innovation, public support for innovation activities, innovation costs, sales of innovated products and possibly other ad hoc indicators. The basic methodological guide for measuring innovation activities is the Oslo Manual. In accordance with this document, we distinguish between two types of innovation, namely product innovation, which is most often related to the introduction of new products and services and business process innovation, which are typical of new or improved methods of internal production processes, logistics, IT systems, administrative activities, marketing or organizational changes in the company.

This Special Issue welcomes conceptual papers of around 3000 to 5000 words, as well as full-length articles on various topics that pertain to Business and Marketing Innovation. Abstract length should be 200 to 250 words, and there should be 4 to 6 keywords. Both empirical and theoretical papers will be considered.

Prof. Radka Vaníčková
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Journal of Risk and Financial Management is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • Science, Technology and Innovation
  • Innovation Development
  • Strategies and Business Models for Innovation
  • Collaboration Strategies for Innovation
  • Protection Strategies
  • Organizing the Innovation
  • Managing and Accessing Innovation Projects
  • Managing New Product Development Projects
  • Creation of Startups and Spinoffs

Published Papers (2 papers)

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Research

12 pages, 319 KiB  
Article
Evaluating Business Model for Hotel Industry by Grey-TOPSIS
by Hsueh-Feng Chang, Shu-Hua Wu, Joyce Hsiu-Yu Chen and Chao-Hui Ke
J. Risk Financial Manag. 2021, 14(12), 606; https://0-doi-org.brum.beds.ac.uk/10.3390/jrfm14120606 - 15 Dec 2021
Cited by 4 | Viewed by 2836
Abstract
Businesses in the past few years have paid more and more attention to brand awareness. More and more branded hotels have launched sub-brands so as to access a new market, boost brand exposure and value, and attain new market niches. The purpose of [...] Read more.
Businesses in the past few years have paid more and more attention to brand awareness. More and more branded hotels have launched sub-brands so as to access a new market, boost brand exposure and value, and attain new market niches. The purpose of the work was to explore, on the basis of the business model, factors affecting hotel sub-brand development in Taiwan. The modified Delphi method was firstly referred to. Next, a questionnaire was designed to serve as the basis of quantitative analysis. Third, experienced professionals from the hotel business were invited to participate in a questionnaire survey. The affecting factors of hotel sub-brand development were identified, and analysis data were generated. Grey-TOPSIS was employed to evaluate, calculate, and certify weight analysis and ranking of affecting indices of hotel sub-branding. The results explained that there are nine affecting factors for developing a hotel’s sub-branding. They are channel, target customers, customer relationship, key activities, revenue model, key partners, value proposition, key resources, and cost structure. The top four are the most important ones. This finding, figured out by using soft mathematical methods, can provide a proper evaluating way for decision making by the hotel industry, which wants to establish its sub-brands. Full article
(This article belongs to the Special Issue Business Processes and Process, Marketing, Organizational and Product Innovations)
14 pages, 523 KiB  
Article
When Wrong Is Right: Leaving Room for Error in Innovation Measurement
by Ilse Svensson de Jong
J. Risk Financial Manag. 2021, 14(7), 332; https://0-doi-org.brum.beds.ac.uk/10.3390/jrfm14070332 - 17 Jul 2021
Cited by 1 | Viewed by 2162
Abstract
To date, measuring innovation has not been an exact science. As in many areas of organizational life, errors in measuring innovation are a recurring fact. Innovation researchers and practitioners alike have become increasingly interested in understanding the occurrence of organizational errors and how [...] Read more.
To date, measuring innovation has not been an exact science. As in many areas of organizational life, errors in measuring innovation are a recurring fact. Innovation researchers and practitioners alike have become increasingly interested in understanding the occurrence of organizational errors and how these errors affect innovation and its measurement. This empirical study aims to address this under-explored area by utilizing a qualitative in-depth case study at the innovation department of an organization with production sites and sales organizations worldwide. A total of 28 semi-structured interviews at several organizational levels were conducted, with innovation managers, project managers, senior managers, and staff. Based on the findings in this case study, three explanations are presented on how organizational errors occur when using innovation KPIs (key performance indicators). The first explanation can be connected to the increasing complexity of innovation and its intangible nature. Another explanation can be traced to the difference between innovation strategy and innovation KPIs. Lastly, room for organizational errors can be related to the multitude of individuals and organizational levels involved in innovation and its measurement. The implications for practitioners are that innovation KPIs are not precise metrics but should be seen as estimates with organizational errors. Whether or not these innovation KPIs can be used as tools to turn innovation into competitive advantages largely depends on whether wrong is right. Future research should focus on the metrics that are implemented and actually in use, as this future path would highlight the function and dysfunction that organizational errors in innovation KPIs can have. Full article
(This article belongs to the Special Issue Business Processes and Process, Marketing, Organizational and Product Innovations)
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