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This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

This chapter elaborates on the role of clusters and innovational networks in Russia and interprets that the future growth of Russia’s economy depends on the development of clusters and innovational networks. We substantiated that clusters and innovational networks possess considerable potential in the sphere of provision of sustainable growth of Russia’s economy. Today, this potential is not used due to unequal distribution of clusters and innovational networks on Russia’s vast territory and due to their being at the initial stage of development – despite their prolonged period of existence. However, even in the current conditions, clusters and innovational networks make a significant contribution to Russia’s GDP (15.58% in 2018). By 2024, by implementing our described optimal scenario of clusters and innovational networks development, it would be possible to expand Russia’s GDP by 15 times, which will allow increasing the country’s GDP by 2.5 times. This positive effect will be achieved due to the provision of balance and stability of economic growth, which will make it more sustainable. Clusters and innovational networks should become a basis for sustainable growth of Russia’s economy. We recommend a scenario of sustainable growth based on a more equal distribution of clusters and innovational networks across Russia and a quicker development of clusters and innovational networks via more extensive involvement of private businesses.

In their well-known contribution to the “varieties of capitalism” debate, Peter Hall and David Soskice (2001, Ch. 1) highlight the distinction between a “coordinated market economy” as exemplified by Germany and a “liberal market economy” as exemplified by the United States. Under the heading, “Liberal Market Economies: The American Case”, Hall and Soskice (2001, p. 27), argue:Liberal market economies can secure levels of overall economic performance as high as those of coordinated market economies, but they do so quite differently. In LMEs, firms rely more heavily on market relations to resolve the coordination problems that firms in CMEs address more often via forms of non-market coordination that entail collaboration and strategic interaction. In each of the major spheres of firm endeavor, competitive markets are more robust and there is less institutional support for non-market forms of coordination.

To reveal the impact of the development of technology parks and innovative networks on the national digital economies.

The following methods are utilised: the complex method, statistical analysis, comparative method, correlation analysis and linear programming (method of the game approach category).

We reveal the impact of the development of technology parks and innovative networks on the national digital economies. Analysis of the formation of the digital economy includes the assessment of its components (Rank Knowledge, Rank Technology, Rank Future readiness) in the context of the development of the analysed developed countries (Belgium, France, Iceland, Spain and Hong Kong). It is discovered that Hong Kong and Iceland have high indicators of digital technologies implementation. We prove that these results are connected to investments in this sphere made by integration structures, including the sphere of business, sciences and government agents (in the case of Hong Kong). We perform an analysis of the clustering of the given countries and describe the main forms of integration that ensure the innovative development of the economy. Based on the study of analytical and statistical materials, we determine the perspective model of the impact of these integration mechanisms on the state of innovative development of the digital economy, which could be applied to developing countries.

The originality and value of this research are due to the development of a model of the impact of implementing the integration mechanisms on the state of innovative development of the digital economy, which could be used in the case of developing countries.

This chapter aims to (1) examine the effect of full-time employees’ STARA awareness on innovative work behavioural intentions in US casual dining restaurants; (2) investigate the mediating roles of employees’ challenge–hindrance appraisals of STARA awareness on the relationship between their STARA awareness and innovative work behavioural intentions; (3) compare the group differences between management employees and non-management employees; and (4) provide recommendations for the casual dining restaurants.

This chapter employed an online survey to collect data from 609 full-time employees in US casual dining restaurants, including 306 management employees and 303 non-management employees. Partial least squares–structural equation modelling was applied for data analysis. The results reveal that the high levels of employees’ STARA awareness raise innovative work behavioural intentions through the mediations of challenge appraisal of STARA awareness.

The proposed conceptual framework and empirical findings in this chapter enrich the literature of cognitive appraisal theory, transactional model and stress, two-dimensional stressor framework, and person-environment fit theory. Employees’ challenge appraisal of STARA awareness makes the job insecurity stressor to drive innovative work behavioural intentions. As STARA adoption deepens in casual dining restaurants, managers need to be aware of full-time employees’ stress and psychological responses towards STARA adoption. Restaurants are suggested to provide employees with adequate resources and support to help employees’ professional competency growth. The capable employees will appraise the job insecurity stressor induced by STARA adoption as an opportunity and be motivated to perform innovatively in the workplace. The casual dining restaurants may enjoy a competitive advantage in the market through value-added innovative activities.

This chapter studies the importance of implementation of innovational projects of technological growth through public–private partnership (PPP). The authors determine the probability of implementing a project of PPP depending on distribution of risks between its participants. Usage of the mechanism of PPP allows optimizing possible risks during implementation of innovational activities, attracting large business for creation and implementation of new technologies, and forming sustainable ties between R&D departments and business structures. The types of risks in the projects of PPP are given, as well as tendencies of their emergence depending on the stage of implementation of the innovational project, including the following: formation of policy on development of PPP; preparatory, implementary, commercialization of the results of joint activities; and monitoring and control over execution of the project. The algorithm of the system of risk management in innovational projects of technological growth on the platform of PPP is presented. The methods of overcoming the risks that appear during implementation of an innovational project of technological growth within PPP are given. A special attention should be paid to the fourth (distribution of risks) and fifth (reduction of risks) stages. During implementation of innovational projects with application of a business model of PPP, the risks are dealt with by the participant who can manage them better. Reduction of risks is achieved better if several strategies are used – for decreasing the influence of the risk on the innovational project (strategies of risk evasion, acceptance of the risk situation, compensation, transfer, and reduction).

This paper explores how two understudied characteristics of a firm's product portfolio, namely, aging of products and (non)innovativeness of products, affect firm survival. The influence of these product portfolio characteristics on organizational mortality can be observed both at the firm and at the industry levels. Paradoxically, the portfolio's influence at the firm and at the industry levels may go in opposite directions. Specifically, I predict that portfolios with aging products make their firms weaker competitors and survivors. However by weakening these firms, “aging” portfolios reduce competitive pressures at the industry level and, therefore, improve firm survival indirectly by changing industry vital rates. In contrast, firms with innovative product portfolios should be stronger survivors. At the same time, they are likely to intensify competition in the industry and, as a result, diminish survival chances of all firms, including those with innovative products. The analyses of all firms’ product portfolios in the worldwide optical disk drive industry, 1983–1999, support these predictions.

The chapter presents a mechanism of innovational development of cluster of the hospitality industry in the system of region's economic security, which formation takes place in the conditions of complex turbulent state of economy, which leads to crises of various scales and volumes. Cluster is treated as a platform that unifies efforts and partnership interactions between large, medium, and small business and synthesizes expectations of consumers on the basis of territorial concentration of readiness to care about a customer in the form of provision of the need: (1) selection and readiness of consumer to accept a specific complex service of the hospitality industry (with tourist service complexes); (2) movement (with transport complex); (3) accommodation (with hotel complex), (4) readiness for catering (with catering complex); (5) entertainment (with participation of complex of entertainment); (6) security (with security complex). The process of clustering leads to a new treatment of the notion of competition, development of capabilities to be a business partner, and finding advantages in generation of innovations together with intermediaries and neighbors.

How general can a “general” theory of entrepreneurship be? Abstraction is a necessity but is it possible to include venture opportunity variation in a general theory of entrepreneurship building on two contrasting perspectives such as equilibrium economics and disequilibrium economics. Two important boundaries need to be explicated. First, defining entrepreneurship as the creation of new economic activity includes both the creation of new means – ends (cf. Schumpeter, 1934) – as well as optimizing within known means – ends frameworks (cf. Kirzner, 1997). Second, such a theory includes an opportunity – actor nexus because it is the first tangible or intangible evidence of existing venture opportunities. Formal models of entrepreneurship often start with a person and at some point in time an exchange of persons with firms take place which is confusing because both levels of analysis and outcome are mixed with each other. Apparently, there is no such thing as entrepreneurship without actors, but if we want to create knowledge about the creation of economic activity, we need to frame our boundary around the nascent initiative instead of single actors and/or teams of actors because value can only be assessed in relation to the costs of services withdrawn. Analogous to this is, for example, the theory of firm and the theory of organizations with boundaries well beyond single actors or groups of actors. Another factor behind a venture-based theory of entrepreneurship comes from empirical evidence from the Swedish PSED, which suggests that approximately 16% (n=97) nascent entrepreneurs are exchanged during the start-up process. Formal models of entrepreneurship could therefore start with the nexus of venture opportunities and enterprising actors as suggested by Shane (2003) or with resources as suggested by Davidsson (2000) and progress forward in the entrepreneurial process. Entrepreneurship models built around the economic activity itself needs to be dynamic allowing different outcomes and feedback loops because resource combinations alter our perception of value and diffuses information, which may lead to additional resource combinations (Hayek, 1945).