Innovative actions and innovation (in)capabilities of Russian industrial companies - An extension of a quasi-longitudinal study

Post-Communist Economies

Volumn 18, Issue 3, 2006, Pages 297-313

  Gurkov, Igor ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

INDUSTRIAL DEVELOPMENT; INDUSTRIAL ENTERPRISE; INNOVATION; TECHNOLOGICAL DEVELOPMENT; TECHNOLOGY ADOPTION;

EURASIA; RUSSIAN FEDERATION;

EID: 33749335854     PISSN: 14631377     EISSN: 14653958     Source Type: Journal    
DOI: 10.1080/14631370600881812     Document Type: Article

References (13)

1. The Russian government has already stressed the importance of the quality of local oil for the future prospects of the oil sector.
2. B. Lawson & D. Samson, 'Developing Innovation Capability in Organizations: A Dynamic Capabilities Approach', International Journal of Innovation Management, 5, 3 2001, p. 384.
3. The innovation literature usually distinguishes the novelty of an idea (new for the firm, new for the sector, new for the country, new for the world) (see for example H. Hollenstein, 'A Composite Indicator of a Firm's Innovativeness. An Empirical Analysis Based on Survey Data for Swiss Manufacturing', Research Policy, 25, 6, 1996, pp. 633-645). However, from a managerial point of view, the absolute or ever relative novelty of an idea usually is of minor importance. What is of major importance here is have the courage to accept the idea.
4. The level of post-sale services and the intensity of promotion are important components of the total quality of the product (good or service).
5. The English version of the questionnaires was presented as Appendix 1 in I. Gurkov, Innovations in Russian Industries: Conditions for Implementation and Impact on Competitiveness', Journal for East European Management Studies, 10, 3, 2005.
6. I. Gurkov, 'Business Innovation in Russian Industry', Post-Communist Economies, 16, 4, 2004, pp. 423-438.
7. 2 = 0.052).
8. With the exception of companies that experienced a drastic worsening of their economic position over recent years, none of which had entered a new sphere of activity and in which introduction of new products in the existing sphere of activity was minimal. However, these enterprises account for just 1% of the total number of companies surveyed.
9. For the concept of strategic resonance see S. Brown & F. Fei, 'Strategic Resonance between Technological and Organizational Capabilities in the Innovation Process within Firms', Technovation, 26, 2006
10. also S. Brown, Manufacturing the Future - Strategic Resonance for Enlightened Manufacturing (London, Financial Times/Pearson Books, 2000).
11. For the concept of 'parenting skills' see M. Goold, & K S. Luchs (eds), Managing the Multibusiness Company. Strategic Issues for Diversified Groups (London, Routledge, 1996). The detailed data on differences in innovation capabilities between autonomous companies and subsidiaries of Russian corporations are presented
12. in I. Gurkov, 'Vozdeistvie integrirovannykh struktur upravleniya na innovatsionnoe razvitie rossiiskikh predpriyatii: Popytka empiricheskogo analiza'. Rossiiskii zhurnal menedzhmenta, 3, 4, 2005, pp. 55-66.
13. 2 ranging from 0.031 to 0.086 for individual parameters of competitiveness).