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As innovations introduce novel benefits to customers, they would need to be positioned in a way that sets them apart in the market. The purpose of this paper is to propose a novel approach for the positioning of innovations with the use of the customer imagination and, specifically, mental movies.

Using the schema approach as this study’s theoretical framework, the author proposes that innovations could be positioned using moving pictures (i.e. mental movies) instead of mental pictures (the approach traditionally taken).

A new conceptual framework for the positioning of innovations using mental movies is presented. In the framework, this study outlines how innovations can be positioned with the use of mental movies, and why such an approach would be beneficial. The framework outlines mixed reality, i.e. augmented reality, augmented virtuality and virtuality, as well as the metaverse and gaming as avenues for positioning innovations using mental movies. On the benefit side, the framework identifies successful market introductions, engagement and stickiness, memorability and positive emotions, uniqueness and differentiation and market share as the concrete benefits that can be achieved with this type of positioning.

The framework provides a novel approach for the positioning of innovations. It departs from existing literature by proposing that innovations can be positioned using mental movies. The framework also identifies why this approach would be beneficial for marketers and managers and provides concrete guidelines for how such a positioning can be achieved in the market.

The purpose of this paper is to contribute to knowledge and theory on innovation in small and medium-sized organisations (SMEs) by exploring the role of size and age on organisational engagement with position and paradigm innovation.

Data on organisational characteristics, including age and size, and engagement with position and paradigm innovation was collected as part of a questionnaire based survey of food sector SMEs in the UK. Structural equation modelling was used to identify the existence of any significant relationships between engagement with position and paradigm innovation and organisational age and size.

Findings suggest that organisational engagement with position and paradigm innovation is not affected by either age or size.

Prior research, based primarily on process and product innovation, has generated contradictory results regarding whether size or age effect innovation. This study contributes by focusing on the previously unexplored concepts of position and paradigm innovation.

This paper aims to propose the following questions: How does dynamic positioning influence organization’s innovation performance? Does knowledge base mediate the relationship between them?

The empirical setting of this study is the smartphone collaboration network from 2004 to 2017; the authors selected one-site schemes and data of patents from the Derwent Innovation Database. Furthermore, the authors adopted the negative binomial model with random effects to test the hypotheses.

The regression results show that organization’s dynamic positioning has an inverted-U-shaped relationship with its exploratory innovation. Similarly, organization’s dynamic positioning has an inverted-U-shaped relationship with its exploitative innovation. Besides, knowledge base mediates the relationship between dynamic positioning and organization’s innovation performance.

This study empirically confirms the relationship between dynamic positioning and organization’s innovation performance by separately examining exploratory and exploitative innovation. Furthermore, this study provides a contribution to the literature linking dynamic positioning and organization’s innovation performance by investigating the mediating role of knowledge base.

Because of the rapid progress of global value chains (GVCs), it is worthwhile to study their impact on innovation. This study aims to explore the impact of GVC position of high-tech industries in the developing-country context of China on innovation performance; it also aims to explore the moderating effects of industrial agglomeration (specialization agglomeration and diversification agglomeration) on the relationship between GVC position and innovation performance.

The study is based on data gathered on Chinese high-tech industries in 30 provinces from the 2005–2015 period. The econometric analysis relies on merged data from the China Premium Database and the Trade in Value Added 2018 Database.

The regression results show that GVC position of China’s high-tech industries significantly affects their innovation performance, and both specialization agglomeration and diversification agglomeration significantly enhance the positive relationship between GVC position and innovation performance of China’s high-tech industries. After dividing the country into coastal and inland regions, new findings appear.

This study highlights the importance of GVC position and its effect on innovation performance of China’s high-tech industries. It contributes to the literature on the relationship between GVCs and innovation by elaborating on the moderating effects of industrial agglomeration on this relationship.

This article aims to offer insights into the range of innovations in food sector SMEs, and demonstrate the way in which managers classify their innovations on the basis of Francis and Bessant's classification of innovations into the following four types: product, process, position, and paradigm.

As part of a larger questionnaire‐based survey on innovation in food sector SMEs, respondents were asked to provide examples of their recent innovations and to categorise them as product, process, position, or paradigm innovations.

Food sector SMEs offered a wide range of examples of innovation. They were able to classify their innovations into product, process, position or paradigm innovations. Further, there is evidence that food sector SMEs are engaged in a range of innovation types, although a greater number of examples were offered for product innovation than for other types of innovation. Additionally, there is evidence of overlap and complementariness between different types of innovation.

Although the food sector plays an important role within the UK economy, innovation in food and drink sector SMEs has received relatively limited attention. This article offers interesting insights into the reality of innovation in food sector SMEs. In addition, it demonstrates the applicability of Francis and Bessant's model of types of innovation to SMEs in this sector.

All innovations launched in the market do not necessarily enjoy the returns they deserve. The purpose of the paper is to explore the role played by distribution and promotion in enhancing the value of an innovation in the customer's perception. The paper concludes with practical implications for managers in planning and controlling new product launches.

The literature surrounding successes and failures of new product launches are reviewed to evaluate the importance of distribution and promotion as capabilities critical for enhancing the value of an innovation from the perspective of the customer. Innovations are conceptualized according to the strength of the distribution and promotion capabilities that support the innovation. Suitable strategies to enhance the promotion and distribution capabilities supporting an innovation are proposed in order to enhance the competitive advantage of an innovation.

The paper has conceptualized the positioning of an innovation's value based on the strength of “market support” and “user mindspace position” capabilities supporting the innovation. Based on the position of an innovation's value, specific strategies to augment the distribution and promotion capabilities are identified for enhancing an innovation's value.

Innovations per se do not influence a positive evaluation by the consumer unless adequately supported by marketing efforts. A key implication of this paper is the need to focus attention on marketing efforts to enhance the value of an innovation in the consumer's evaluation process.

The paper provides the marketer a unique perspective to analyze an innovation's value from the customer's viewpoint based on the nature of marketing efforts employed.

This paper aims to present a profile of innovation in food sector SMEs in the UK, exploring specifically the degree and types of innovation employed, and engagement with activities that support innovation orientation, or organisational innovativeness.

A questionnaire‐based survey was conducted to gather data from food sector SMEs in the UK. The questionnaire design was informed by previous studies on degree and types of innovation, and the characteristics of innovativeness. Questionnaires were distributed and gathered by hand and online in order to optimise response. A total of 221 usable responses were received and analysed using SPSS.

Food sector SMEs are more focused on incremental innovation as opposed to radical innovation, and they are also more engaged in product and process innovations than in packaging, position and paradigm innovations. In terms of innovation characteristics, SMEs agree that they are usually committed to the majority of a wide range of factors that affect innovation orientation, but most important amongst these are a commitment to encouraging new ideas, and cultivating innovative employees.

Although the food and drink sector plays an important role within the UK economy, innovation in food sector SMEs has received little previous attention. This paper makes an important contribution by profiling innovation, according to type, and innovation characteristics in food sector SMEs in the UK. In addition, it demonstrates the importance of developing understanding of the management of innovation portfolios embracing a range of types and degrees of innovation.

This paper aims to reveal how larger enterprises and small and medium-sized enterprises (SMEs) can enable innovation collaboration for enhanced competitiveness of the offshore wind energy sector.

The research is based on a longitudinal qualitative study starting in 2011 with a project-based network learning course with 15 SME wind farm suppliers and follow-up interviews with 10 SMEs and continued with interviews conducted with 20 individual enterprises within operation and maintenance conducted in 2014-2015.

The findings reveal challenges as well as opportunities for innovation collaboration between larger enterprises and SMEs to contribute to the innovation and competitiveness of the offshore wind farm sector. A glass ceiling is revealed for demand-driven positions if the SME does not possess rare and specific valuable knowledge. There are opportunities revealed in general for supplier-driven positions if SME suppliers can collaborate and develop interesting solutions for larger enterprises. If SMEs succeed in either of these aims, the SMEs have an opportunity to attain partner-driven collaboration. However, challenges are present according to the understanding of the different organisational approaches in SMEs and larger enterprises and in the different business approaches.

The research is limited to the offshore wind energy sector. Further research is needed for verification of the findings in other energy sectors.

A fourfold contribution is made to enhance the understanding of innovation collaboration and to enable competitiveness for the offshore wind energy sector. SMEs, larger enterprises, academic researchers and policy bodies are provided with a model for action within the four positions for innovation collaboration.

Quality management practices do support the management of strategically important innovation processes. This conclusion is based on empirical research in the Dutch construction industry. A large‐scale innovative construction project is intensively studied during a three‐year period. The quality management practices that are used in this project to support the management of strategically important innovation processes are described and analyzed. The description and analysis is based on an analytical framework that consists of six quality management practices: design, planning, systems, goal, positioning, and interaction practices. The analytical framework is based on a theoretical study in the field of strategic quality management. The empirical research points out that planning, positioning and interaction practices in quality management support the management of strategic innovation. It also indicates that systems and goal practices in quality management can be supportive to the management of strategic innovation.

This research aims to utilize a social network analysis approach to examine the effect of organizational position within a network of strategic partnerships on innovation as measured by perceptions of industry analysts. Specifically, the purpose of the paper is to examine how network characteristics such as degree centrality (being centrally located in a network), between centrality (being positioned as an intermediary), and closeness centrality (having a short average distance to all other firms in the network) affect the innovation ranking of the focal firm.

Data for 563 firms are generated from three distinct data sources (SDC Platinum: Alliances and Joint Ventures, COMPUSTAT, and Fortune's America's Most Admired Companies) and analyzed via social network analysis and linear regression.

The network characteristics of degree centrality and between centrality positively relate to industry perceptions or innovativeness whereas closeness centrality had no significant effect. Additionally, there were no discernable differences in innovativeness when comparing manufacturing firms to service organizations.

Insignificant findings related to closeness centrality and the good/service differential may be attributable to the data sources, in that, the information is limited to firms within the respective sources. This data limitation may limit the potential of examining the effect of all network characteristics. Additionally, some included companies participate in multiple industries (i.e., have multiple SIC codes), which may serve as the blurring of any differences between good and service firms.

The results highlight the importance of considering strategic partnerships that establish configurations of partnership webs when pursuing innovation activities. Specifically, the findings suggest that firms should seek numerous strategic partnerships (high degree centrality) and attempt to broker information or control the extent to which partners collaborate (high between centrality). These results provide insights for firms seeking to establish new supply‐chain relationships in order to enhance their level of innovation.

This research provides a unique empirical examination of the impact of network positional characteristics on the innovativeness of a focal firm.