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This paper aims to seek to demonstrate that a non-scientific approach to policy design causes policymakers to persist in the development and use of conventional and inefficient “top-down” policies. This paper takes the case of the design of official pro-internationalization policy, intended to promote internationalization through outward investment, to reveal inadequacies and inefficiencies in policy design. Through an analysis of the merits of introducing a “bottom-up” approach, it also aims to show how policy redesign would better yield the desired specific and effective impacts sought by policymakers.

A framework was developed, comprising a set of real policy measures, two indexes to quantify the alignment between government policies and firms’ strategies and a regression model to test the impact of the misalignment on firm performance. This framework uses primary empirical data.

The results are obtained through an item-by-item comparison between use and revealed, or perceived, importance of each type of public support and then, through the indexes, which rank the different types of incentives according to their importance and use. Analysis of these suggests that some measures could be more efficient, and that firms with higher levels of foreign market commitment tend to be more aligned with public policy, and benefit from it most, while those firms with a lower degree of internationalization are the least well served by policy support measures.

These results identify systematic weaknesses in policy design and point to the reasons for these weaknesses. The findings suggest that governments tend to craft “top-down” policy, based on high-level presumptions about the nature of all firms’ strategies towards internationalization and international expansion. We propose that these presumptions result from flawed evaluations of policy effectiveness overly influenced by existing foreign investors, to the detriment of the true and intended strategies of the actual target group of the least internationalized firms. It is concluded that to improve both the efficiency and the effectiveness of policy actions, the traditional “top-down” intervention paradigm of policy-making should be complemented by policy designed from the “bottom-up”, making use of reliable information about all firms’ strategies, and taking care to better identify natural target groups of firms according to their existing or potential resources and capabilities.

Innovation enables growth and helps address social challenges. This research aims to identify evidence that can characterize an innovative university based on its university management. Thus, the authors define the following research problem: How to measure innovation in a Higher Education Institution (HEI) that intends to be innovative based on its university management?

To this end, the authors conducted a literature review, with a qualitative approach, as well as a case study with data collection through the documental analysis of research that was carried out with the community, namely: Undergraduate Students Profile survey, Reputation of the Institution and Innovation Octagon.

The authors noticed that the results presented by Innovation Octagon show an increase in most indexes, mainly Processes and People, followed by Leadership, Strategy, Relationships and Funding. However, there was a reduction in Structure and Culture.

The results point to the relevance of measuring innovation in the institution, mainly through the use of the Innovation Octagon. The longitudinal measurement of innovation in the institution enables the management of the HEI to constantly progress and develop in favor of the society’s demands for the training of competent professionals for their future professional reality.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.