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  • 1.
    Hazy, James K.
    et al.
    Adelphi University, USA.
    Torras, M
    Adelphi University, USA.
    Ashley, A
    Adelphi University, USA.
    Reconceptualizing value creation with limited resources2008In: Journal of Technology Management & Innovation, ISSN 0718-2724, E-ISSN 0718-2724, Vol. 3, no 3, p. 45-54Article in journal (Refereed)
    Abstract [en]

    In traditional economics and finance the notion of value creation is virtually synonymous with the net present value of cash flows. Such a characterization implies that all of the uses of resource inputs, such as raw material and energy, are known and that their value is priced into commodities markets. It also fails to allow for the opportunity cost associated with the depletion of resources which, with advancing technology, might reasonably have future uses far greater in value than can be achieved at present with current technology. Stated differently, in traditional valuation analysis the option value associated with scarce resources -when new technology or knowledge can be applied to them- is not addressed. In the present work, we define technology leverage as representative of this effect. We then address the problem of sustainability of organizations by stating four propositions and examining their implications for government policy and for firm governance.

  • 2.
    Wiktorsson, Magnus
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Groth, Margareta
    Conditions for Innovation: Insights from a multi-case study2011In: Journal of Technology Management & Innovation, ISSN 0718-2724, E-ISSN 0718-2724, Vol. 6, no 2, p. 203-216Article in journal (Refereed)
    Abstract [en]

    The paper is based on a multiple-case study of conditions for product-based innovations. Key actors from 18 cases were interviewed concerning the specific character of the innovation process, its parts and phases, with a focus on the realization phase. The cases are analyzed and discussed on the basis of an experience-based framework with seven specific components. In addition, the data are illustrated and discussed by more general themes of successful and unsuccessful innovation processes. It is concluded that the components of the used framework are necessary but individually not sufficient to maintain a continuous friction-free innovation process. The dynamics of the innovation processes are well illustrated by the framework.

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