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Translational assets (TAs) are considered one of the actors that play a critical role within the national innovation system (NIS) of every country that embraces university, government, and industry collaboration. Moreover, these organisations have been established to support industries, companies, and particularly SMEs, filling the university-industry gap. Although the establishment of translational assets creates many benefits, this organisational ecosystem has been a controversial topic. It is hampered by a lack of consensus on how to define and classify translational assets. The problem arises because of their heterogeneity. This study identifies the critical factors for presenting a general classification from the analysis of academic papers and technical reports. The proposed classification is built, showing the factors of organisational structure, resources, and motivation for collaboration on a bidirectional continuum. Therefore, this paper’s findings provide a proposed classification of three main types of TAs, which are as follows: exploratory, plug, and developer/solver. This is a heuristic classification that provides enrichment to the literature and a better understanding for practitioners of these organisations' behaviour.

Gamification is a new, rapidly growing trend impacting many areas of business such as learning and marketing. It has also been predicted to revolutionise the process of innovating. However, there have been very few examples of gamification supporting the innovating process within the academic literature. The starting point for this thought piece is whether this prediction can ever be fulfilled. We intend to open a discussion about the ways in which gamification and innovating may intertwine and how the mindset and the toolset of gamification can support the process of innovating. In particular, we showcase and review a set of examples of gamifying innovating activities from both research and practice. Coupling this review of practice with academic evidence from innovation literature, we highlight some gaps and explore potential directions for further research.

PurposeThe purpose of this paper is to investigate how local supply chains prepare for and respond to the threats and opportunities presented by constitutional change, thereby building resilience.Design/methodology/approachMultiple case study analysis of 14 firms in the food sector is presented in the context of the UK’s impending exit from the European Union (Brexit). Organisations studied include farmers, processors, retailers and non-government organisations (NGOs). Data from interviews and roundtable discussions has been interpreted using the dynamic capabilities perspective, covering the sensing, seizing, and transforming stages.FindingsThe data highlights the importance of both vertical and horizontal collaboration between supply chain actors as they seek to anticipate the impact of the disruption and influence the future shape of the constitution. There is also evidence to suggest firms in possession of dynamic capabilities can innovate to build resilience and enhance their competitive position. Characteristics of the disruption posed by constitutional change are identified and contrast with those of many other threats more typically described in the literature. As a result, the process of building resilience is different.Research limitations/implicationsThe study could be extended to include post-Brexit interviews to further understand the seizing and transforming stages whilst the impact of Brexit on actors that remain within the EU could also be considered.Practical implicationsPractitioners need to work together to influence the future shape of the constitution; and they need to reconfigure their operations and supply chains where necessary to become more resilient to the threat posed by Brexit, such as by reducing their reliance on EU funding streams and trade. The study also has policy implications.Originality/valueThe first study of supply chain resilience to constitutional change and a rare empirical study of resilience across multiple supply chain tiers.

This paper presents fresh insights into how medium to large innovative technology companies in the energy business evolve their knowledge management (KM) capability. To date existing models of KM have been static, while this work provides a more dynamic approach. The primary data is analysed using a combination of an operational research (OR) approach (causal mapping) with a well-established generic qualitative research method (the Gioia method). This paper contributes to KM literature by developing a dynamic model of KM, which shows how KM capability evolves over time within an organisation. In this model, KM evolves from managing explicit knowledge through knowledge sharing to creating new knowledge. Such understanding of KM as a process can help managers in decision making with respect to both KM and innovation activities.

The increasingly popular trend of gamification has proved powerful in many areas, such as education and marketing, and has started making its way to the corporate environment. This exploratory study is focused on a particular part of corporate applications – using gamification to empower knowledge workers and to help them to interact with each other. Based on a review of the extant literature and an exploratory case study, we conceptualise different ways in which gamification supports knowledge workers and influences the dynamics of their interactions. The case study we present is that of online retailer Zappos who have been pioneers in this field. This paper is intended as the beginning of a journey towards utilising gamification in various aspects of knowledge work. Through studying the Zappos case, we draw out key learning points that can be used by other organisations in their journey to use gamification to empower knowledge workers. The paper also identifies areas for further research relevant to expert and intelligent systems, including the potential for synergies between gamification and intelligent systems, and the use of gamification in intelligent systems implementation.

Gamification is a new and rapidly growing trend impacting a wide range of areas, such as education, marketing, personal development and others. It can be an innovative output when applied to these fields. We can also see early examples of gamification being used to spark innovation activities in an organisation—i.e. be part of the process of innovating. The impact of gamification on the area of innovation is multidimensional, and this chapter explores the variety of ways for synergy of gamification and innovation: as an aspect of innovation, as an outcome or as a facilitation of ideas, creation and selection. This synergy might help the companies bridge different sectors with the help of gamification embodied in the product or service, as well as lead to further value-added outcomes, such as improved knowledge sharing and improved cross-sector collaboration.

ObjectiveTo identify existing evidence on interagency collaboration between law enforcement, emergency services, statutory services and third sector agencies regarding people with mental ill health.DesignSystematic scoping review. Scoping reviews map particular research areas to identify research gaps.Data sources and eligibilityASSIA, CENTRAL, the Cochrane Library databases, Criminal Justice Abstracts, ERIC, Embase, MEDLINE, PsycINFO, PROSPERO and Social Care Online and Social Sciences Citation Index were searched up to 2017, as were grey literature and hand searches. Eligible articles were empirical evaluations or descriptions of models of interagency collaboration between the police and other agencies.Study appraisal and synthesisScreening and data extraction were undertaken independently by two researchers. Arksey’s framework was used to collate and map included studies.ResultsOne hundred and twenty-five studies were included. The majority of articles were of descriptions of models (28%), mixed methods evaluations of models (18%) and single service evaluations (14%). The most frequently reported outcomes (52%) were ‘organisational or service level outcomes’ (eg, arrest rates). Most articles (53%) focused on adults with mental ill health, whereas others focused on adult offenders with mental ill health (17.4%). Thirteen models of interagency collaboration were described, each involving between 2 and 13 agencies. Frequently reported models were ‘prearrest diversion’ of people with mental ill health (34%), ‘coresponse’ involving joint response by police officers paired with mental health professionals (28.6%) and ‘jail diversion’ following arrest (23.8%).ConclusionsWe identified 13 different interagency collaboration models catering for a range of mental health-related interactions. All but one of these models involved the police and mental health services or professionals. Several models have sufficient literature to warrant full systematic reviews of their effectiveness, whereas others need robust evaluation, by randomised controlled trial where appropriate. Future evaluations should focus on health-related outcomes and the impact on key stakeholders.

The deployment of Lean methods in service work is increasingly viewed as a legitimate response to the growing requirement for more efficient front-line service delivery. However, research investigating Lean implementations is reporting mixed results with process efficiency gains frequently marginalised by losses in employee satisfaction and customer focus. It has been suggested that these sub-optimal outcomes are the result of partial adoptions of Lean where the emphasis is placed on process efficiency with employee and customer outcomes neglected. Using an Action Research approach this paper investigates the outcomes of a Lean implementation within a UK call centre. The Action Research methodology used ensured that a holistic rather than a partial implementation of Lean was achieved and this research finds that Lean when implemented properly can lead to improved process efficiency, a better customer experience and increased employee satisfaction. It suggests that to achieve these optimum outcomes Lean implementations must as a priority be focused on creating customer satisfaction and be customised to fit with particular contingencies in the organisational context such as the nature of the interface between the front-line worker and the customer.

The contribution of this study is an increased understanding of personal creativity and the innovation process in haute cuisine, a validation of the sociocultural systems view of creativity and a model that accounts for the sociocultural dimensions of haute cuisine. In this paper we discuss existing views that conceptualize creativity and innovation in this sector as a sequential developmental process following the principles of operations management. However, based on in-depth interviews with world-renowned chefs we argue for a systemic rather than sequential developmental process view. The reason for this is that the chefs interviewed understand the ‘creativity-part’ of the innovation process as an embodied experience often guided by intuition and the ‘innovation part’ as a process of social evaluation greatly dependent on the perception, knowledge and value judgement of the testers from the leading restaurant guides. The main implications of the findings go beyond the haute cuisine sector and open areas for future research on creativity and intuition more generally.

Purpose – The purpose of this paper is to investigate the use of high-value manufacturing (HVM) concepts in Scottish SMEs and define how they are being used to gain competitive advantage. Design/methodology/approach – Cross-sectional research carried out using a large-scale survey of 435 SMEs and semi-structured interviews of a subset of 50 SMEs. Findings – Findings indicate that HVM is not a homogeneous state but an umbrella term for a number of operational models adopted by manufacturers that are progressively moving from simple price-based production; companies must, as a foundation, be operationally excellent in all lifecycle phases before extending their capability by offering a more comprehensive service; HVM is not a static state but a journey that differs in nature for each manufacturer depending on the nature of its market and customer. Research limitations/implications – The approach to theory must be more integrated combining aspects of marketing, strategic and operational theory. Research must be carried out using the supply chain, rather than the firm, as the unit of analysis. Practical implications – Manufacturing efficiency has now become an order qualifier and competitive advantage should now be sought through the integration of design, production and service activities from strategic levels down to operational levels across all the functions of a business which link seamlessly to customer and supplier activities. Originality/value – This paper contains insights into Scottish SMEs and their practice of HVM; defines the activity that makes up HVM at an operational as opposed to an economic or strategic level; proposes a model that characterises the stages of HVM that SMEs transition through.

The natural-resource-based-view (NRBV) is positively presented in literature as a competitive approach to sustainable operations. In spite of this the theory has struggled to transition into industry; something which academics attribute to a lack of practical guidance and ill-defined capabilities. The purpose this study is to identify NRBV capabilities. This is done via review of seminal NRBV studies and exploration of a synergistic relationship with SSCM, permitting the identification of potentially relevant capabilities. Dynamic capabilities theory is then applied to categorize the capabilities and further enhance applicability. A qualitative multiple-interview methodological approach is employed to empirically investigate the capabilities within the context of the Scottish agri-food sector.

PurposeThe purpose of this paper is to present a case study demonstrating the role of performance measurement systems (PMS) in driving strategic transformation.Design/methodology/approachUsing a case study approach this paper analyses how Babcock Marine, a service provider to the Ministry of Defence (MoD), is using performance measurement as a catalyst to bring about strategic transformation at Her Majesty's Naval Base – Clyde. Transformation is required to facilitate a new public‐private sector contractual and financial relationship.FindingsThis paper highlights the differences between the use of PMS in static and dynamic (transformational) environments. It proposes that the balanced scorecard is a useful tool to monitor the pace of change and communicate the status of the change. It indicates that during the transformation program care must be taken to ensure that the measures used stay aligned with strategic objectives and that the balanced scorecard does not become cumbersome in terms of number of measures and administrative overhead. Finally it suggests that even in the absence of other critical success factors normally associated with transformation (such as a clear transformation plan and a strong ongoing communication mechanism), the balanced scorecard can provide structure and focus which will help to maintain the pace of change. It therefore demonstrates that the introduction of a performance management system can be complementary to the process of strategic transformation.Originality/valueThe paper provides empirical evidence of PMS supporting transformation even in the absence of other critical success factors normally associated with strategic transformation.

Measuring the performance of teams and, in particular, designing effective team-based performance measurement systems (TPMS) can be a difficult task. The purpose of this paper is to take the reader through the development and testing of a construct that provides an integrated approach to facilitate the design of TPMS. This construct was developed and tested based on a rigorous set of criteria adopted from constructive research theory as well as from existing performance measurement literature. The construct was tested in a series of workshops described in this paper. The data gathered during these workshops demonstrates the novelty and validity of the construct. The paper should be of interest to managers, team leaders and indeed anyone who is interested in monitoring and managing team performance. The paper will also be of interest to academics working in the fields of performance measurement and team management.

The initial objective of the research presented in this paper was to investigate human resource management (HRM) practices from a business process perspective. The paper first demonstrates the level of inconsistency in the field with respect to HRM models. The paper then develops the need for a more formal systems engineering‐based approach for modelling HRM practices from a business process viewpoint. The paper then goes on to describe the model developed for the HRM business process together with the methodology used to validate the model. The paper concludes with a discussion on the validity of the model, which further demonstrates the differing points of view in this complex and multidisciplinary field.

Efficient teamwork has been shown to be a key element for improving business process performance and, as a consequence, organisational performance. As a result of this, improving management and measurement of team performance has captured the interest of many organisations intending to increase their competitiveness. This paper illustrates some of the research findings of an on‐going collaborative research project. It first introduces the idea behind a framework for managing process team performance and later compares this framework with the work that an EFQM winning organisation (2000 European Quality Award prize winner) carried out in order to re‐engineer its organisation towards a structure based on processes and teams.

PurposeIt is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand what these managerial processes are and how they influence organisational performance.Design/methodology/approachThe theoretical background is reviewed covering literature on the subject of business process management, resourced‐based view (RBV), dynamic capabilities and managerial processes. A research framework leads to qualitative case study‐based research design. Data are collected from 37 organisations across Europe, classified according to their performance.FindingsFindings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. Also, the execution and maturity of this managerial system is influenced by the perceptions of the managers who organise it.Research limitations/implicationsWithin the limitation of the study the discussion leads to eight research propositions that contribute to our understanding of how managerial processes influence organisational performance. These propositions and ensuing discussion provide insights into the content and structure of managerial processes, as well as contributing to the debate on RBV by suggesting that managerial processes and activities could be considered as valuable, rare and inimitable resources. Furthermore, the discussion on how managerial perceptions influence the organisation and execution of the managerial system contributes towards our understanding of how and why dynamic capabilities develop.Practical implicationsThe results suggest that in higher performing organisations, managers: demonstrate a wider awareness of the overall managerial system; achieve a balance between short‐term and future‐oriented activities; exploit their managerial activities for multiple purposes; demonstrate greater maturity of managerial activities; and pay greater attention to the organisation of the managerial system.Originality/valueThis paper presents one of the first empirical studies that attempt to understand how business processes, and particularly managerial processes, as an interconnected managerial system serve to sustain performance of organisations.

Recognising the growing importance of design at a national level, this paper reports on the development of a suite of measures relating to national design performance. These measures are based around a simplified model of design as a system at a national level, developed through a workshop with government, industry and design sector representatives. Detailed data on design in the UK is presented to highlight the difficulties in collecting reliable and robust data. Evidence is compared with four countries (Spain, Canada, South Korea and Sweden). This comparison highlights the inherent difficulties in comparing performance and a revised set of measures is proposed.

The appropriability regime in India changed with the implementation of Trade Related Intellectual Property Rights agreement and the ensuing Patent Amendments Act 2005, leading to product patent regime. When faced with a change from process patent regime to product patent regime in 2005, local firms could either continue with the generics business for patenting expired drugs or engage in research and development of incremental product innovations of existing drugs or new drug research. We analyze patent data and information from published sources for cases of five established and four startup Indian pharmaceutical firms to understand the influence of the change in the appropriability regime on the research and innovative activities of the firms. Our results show that firms have shown technological progression during both appropriability regimes and there is stepwise increment in nature of innovation. Furthermore, in the new appropriability regime, firms tend to file international applications for their high value inventions with greater commercial or out-licensing potential. We conclude that new appropriability regime offers distinct commercial opportunities and influences the research and development activities and propensity of firm to innovate.

Collaboration is one of the ways of improving the competitive edge of individual firms and/or groups of companies. However, it is reported in the literature that 70% of collaborations fail. One of the main reasons of failure is lack of shared benefits. The main objective of this paper is to explore and develop a model for sharing benefits based on the participant's contribution. This is achieved by: understanding the factors contributed by the participants, through the study of literature and through pilot case studies. Developing a conceptual model to measure contributions. This research contributes to the body of knowledge by proposing a model for assessing the nature of collaboration between enterprises and for distributing the resulting benefits.

With new and emerging e-business technologies to transform business processes, it is important to understand how those technologies will affect the performance of a business. Will the overall business process be cheaper, faster and more accurate or will a sub-optimal change have been implemented? The use of simulation to model the behaviour of business processes is well established, and it has been applied to e-business processes to understand their performance in terms of measures such as lead-time, cost and responsiveness. This paper introduces the concept of simulation components that enable simulation models of e-business processes to be built quickly from generic e-business templates. The paper demonstrates how these components were devised, as well as the results from their application through case studies.

The use of collaborative tools in manufacturing enterprises has increased with the introduction of the Internet and other ICT tools. The integration to collaborative environment will have repercussions in the internal business processes of manufacturing companies Although it is temping to jump on the e-business bandwagon, the adoption of e-business tools must be analysed not only qualitatively, but also quantitatively.

While the politicians and policy makers debate the economic implications of university science and technology, this paper attempts to look at the issue of commercialisation of university technology from the viewpoint of the institutions themselves. The author attempts to construct a theoretical model with the aim of providing universities and researchers with a tool to aid decision making as to which ‘technologies’ to commercialise and which route to commercialisation would be most suitable in each case. Having established the value of the framework, the case of one current innovation, stemming from a research project in the field of robotics, is considered. In the light of evidence put forward by applying the framework, alternative routes to commercialisation are discussed along with possible outcomes.

This paper argues the use of reusable simulation templates as a tool that can help to predict the effect of e-business introduction on business processes. First, a set of requirements for e-business modelling is introduced and modelling options described. Traditional business process mapping techniques are examined as a way of identifying potential changes. Whilst paper-based process mapping may not highlight significant differences between traditional and e-business processes, simulation does allow the real effects of e-business to be identified. Simulation has the advantage of capturing the dynamic characteristics of the process, thus reflecting more accurately the changes in behaviour. This paper shows the value of using generic process maps as a starting point for collecting the data that is needed to build the simulation and proposes the use of reusable templates/components for the speedier building of e-business simulation models.

By carrying out a systematic literature review and empirical research in the form of industry and government focus groups and case studies, this paper seeks to highlight the confusion surrounding the definition of high value manufacturing and the strategies companies adopt for high value repositioning. It questions the definition of terminology that is almost taken for granted in the literature but is not made clear enough to be useful at the organisational level. It provides insight into what is required from government and academia to assist industry to make the transition into a more competitive and sustainable mode of operation. It provides the foundation for further research by identifying those gaps in knowledge and issues that are affecting industry as the latter seeks to compete more effectively. The results provide key themes for future research, allowing academics to understand their role in enhancing the body of knowledge and practice around high value manufacturing.

The paper presents the evaluation of simulation as a decision support tool for the implementation of e-business in manufacturing companies. It reviews the current state of business process simulation and the use of generic business process models to assist in simulation modelling. Two case studies are used to demonstrate the modelling of e-business processes. The benefits of simulation over static modelling tools in e-business implementations is demonstrated.