|
1998
|
Birchall; Chanaron |
Research in Information Systems (IS) has identified useful taxonomies for recognizing necessary information in digital innovation ecosystems. McKinney and Yoos (2010) proposed four views: (1) token, as processable data; (2) syntax, which measures relationships between data; (3) representation, as a sign of an object to the observer; and (4) adaptation, as the perception of changes that promote actions. Despite the relevance of all perspectives for innovation, the views of representation and adaptation are central to managing interdependencies and uncertainties, as they assist in aligning interests and coordinating actions in complex ecosystems. |
|
2008
|
Moraes |
Scientific and technological information is linked to human progress, enabling the understanding of nature, the transmission of knowledge, and innovation. It is a social component of memory, identity, and economic processes. To generate innovative knowledge, companies combine internal sources, such as product development and organizational training, with external sources, such as consulting, licenses, and embedded technologies, characterizing technology transfer. Companies that create original innovations rely more on research and training institutions, while those that adapt technologies use knowledge from suppliers, customers, and competitors, optimizing technological changes according to their strategies and production scales. |
|
2009
|
Sánchez-González; González-Álvarez; Nieto Antolín |
Information in the context of innovation is a dynamic and complex element, where the satisfaction of an information need often generates new demands or presents other needs. According to Citroen (2011), the quality of information is essential for its effective use, ensuring that it meets specific information needs. This relationship highlights the strategic importance of information for organizations, especially in the development of innovation, as it supports creative processes and transformative solutions, which has a direct impact on the adaptability and competitiveness of companies. |
|
2009
|
Castro |
Information is a fundamental input to innovation and competitiveness, providing the knowledge needed to develop new ideas, products, and processes. It enables organizations to respond quickly to market changes and is essential for strategic decision-making that drives innovation and improves a company's competitive position. |
|
2010
|
Angulo |
Innovation is directly related to problem solving, where identifying and structuring information needs is essential to overcoming problems or exploiting opportunities. This involves transforming data into knowledge through learning and mental creation processes that integrate internal and external information. Environmental monitoring identifies relevant information, while intelligence transforms it into practical inputs for decision-making and strategic action. In the educational context, information acts as a support and input for innovation, with innovative agents continuously interacting with local and external information, promoting transformations in organizational processes, modes, and ways of acting. |
|
2011
|
Robinson; Stubberud |
Product and process innovation depends on internal and external sources of information, such as customers, suppliers, competitors, consultants, and universities. Although internal sources are important, external sources are critical to innovation performance, especially in open innovation contexts. External contributions vary depending on the type of innovation: suppliers are essential for process innovation, while customers lead in product innovation. However, internal knowledge remains relevant because companies that use it are better able to evaluate and integrate external information, highlighting the complementarity of both sources in strengthening organizational innovation capacity. |
|
2013
|
Dzikowski |
Public research institutions, such as universities and specialized centers, are important free sources of information for innovation. They provide access to patents, conferences, journals, and exhibitions available in national and international contexts, without requiring the acquisition of technology or intellectual property rights. However, obtaining knowledge without direct interaction with these sources may require high investments in equipment and software. In addition, innovative collaborations based on active interaction with other actors, such as companies, research institutions, and regulatory agencies, stand out as one of the main ways to access strategic information and drive technological development. |
|
2014
|
Cunha; Ribeiro; Pereira |
Research on sources of ideas, information, and knowledge in hospital organizations revealed that the most important sources come from internal relationships, such as employees, customers, and users, as well as interactions with government agencies, such as the Ministry of Health and the State Health Secretariat. Universities are of secondary importance in relation to these sources. No significant importance was observed in seeking ideas from other hospitals, suppliers, or entities such as PAHO and hospital management specialists. Social networks were also not identified as relevant sources of information or knowledge. |
|
2014
|
Gielnik; Kramer; Kappel; Frese |
Information management is fundamental to the competitiveness and innovation of organizations because it enables the development of products and processes. The ability to innovate is directly linked to the ability to acquire, process, and deliver information quickly and efficiently. In the service sector, innovation is associated with process qualification, which adds value to the decision-making process. In the information society, information is considered a strategic resource and essential for the development of innovation. Effective management of internal and external information flows and the creation of collaborative networks are fundamental to open innovation. Organizations that manage information and their knowledge networks well are better able to innovate, differentiating themselves by adopting systematic practices for finding and using information and transforming it into new products and services with significant economic impact. |
|
2014
|
Leal Filho |
Information technologies have made knowledge an essential element in the production process and, at the same time, a valuable asset, as it is the main source of product and process innovation in the current context of capitalism. Information, based on knowledge, has always been fundamental to the creation of wealth and services, but today it has become essential to face global competition. Innovation, understood as the application of this knowledge, is the key to increasing productivity and competitiveness. Patents, which protect innovations for 20 years, are examples of how information is transformed into new products or processes. To effectively apply information to innovation, public policies are needed to address the difficulties faced by universities, research centers, and companies. |
|
2014
|
Melcher; Lowe |
Information technology (IT) is influencing product innovation, allowing manufacturers to adapt their products more frequently, as is the case with iPhone or Android applications. This is due to the continuous flow of information from customers, which allows for rapid adjustments and continuous improvement of products to meet users' needs and preferences. |
|
2015
|
Capuano |
Patent information plays an important role in fostering innovation by providing knowledge about new technologies and solutions, thereby stimulating the development of new products and processes. Access to patents allows companies and researchers to avoid duplicating efforts and to draw inspiration from inventions that have already been protected, fostering continuous progress in technological innovation. |
|
2015x |
Zhang et al. |
Information asymmetry is a key factor influencing the risks involved in generating innovation, as the lack of accurate information can affect decision-making. Information support directly contributes to data-driven innovation, which is essential to the innovation process. Information has a threefold nature in innovation processes: 1) it is necessary at all stages of the innovation process, helping to organize production with technologies, standards, and processes; 2) it has economic value, being created, differentiated, and consumed to generate new technologies and products; 3) it acts as a link between all stages of the innovation process. For innovation to be successful, information and marketing are critical, especially in networked contexts where the flow of information is fundamental to the effective development of innovations. |
|
2015
|
Ramírez; Vega |
According to Santos and Urbina (2002), efficient and fast information services help users keep up with technological advances and transform the information they receive into innovations. Information systems (IS) facilitate the flow and exchange of information within organizations, allowing different actors to absorb and share knowledge to create innovative products and services. These systems are fundamental to the generation of innovations because they enable effective knowledge management. According to Shu et al. (2012), knowledge management enables the identification, acquisition, development, and transfer of information, which increases innovation, agility, and productivity at all organizational levels. |
|
2015
|
Menha; Tomaél |
Tigre (2006) highlights the main sources of technology and knowledge used by firms: 1) internal technological development, such as R&D, reverse engineering, and experimentation; 2) technology transfer agreements, such as licenses, patents, and agreements with universities and research centers; 3) embedded technology, such as machinery and software; 4) codified knowledge, such as books, manuals, information on the Internet, exhibitions, courses, and educational programs; 5) tacit knowledge, such as consulting, customer information, internships, and training; 6) cumulative learning, which involves the development of internal methods and processes through practice, experimentation, and interaction. |
|
2015
|
Ziviani; Ferreira; Neves |
Docks, Tisenkopfs, and Bock (2012) highlight the end consumer as an important actor in innovation, acting as an information broker and providing feedback on products or services introduced to the market. Research institutions also play a key role as information brokers, catalyzing innovation and providing options for improving production and organization in the sector. In Brazil, institutions such as Embrapa have been essential for agricultural innovation. According to the OECD (2005), sources of information for innovation can be classified as open (freely accessible, but without the possibility of generating patents), paid (such as the acquisition of assets or specialized services), and resulting from partnerships that drive innovation through active cooperation between actors. These sources are fundamental for generating knowledge and promoting innovation, especially when they involve strategic alliances and collaboration with the consumer market. |
|
2016
|
Gómez; Salazar; Vargas |
Sources of information for innovation include a wide range of resources, such as customers, internal sources, suppliers, conferences, trade shows, exhibitions, competitors, newspapers, trade journals, scientific societies, domestic and foreign research and development (R&D) units, and universities. Companies should individually assess which of these sources, internal or external, are most profitable (Chesbrough, 2006). Public information about innovation, including patents, conferences, and exhibitions, can be produced locally or globally. One of the most important sources is innovative collaboration, where firms work with suppliers, customers, competitors, and research institutions to foster innovation (Miotti, Sachwald, 2003). Scientific societies also stand out as influential sources of information for innovation. |
|
2016
|
Rosa; Vitorino |
Information plays a decisive role in the competitive market and becomes an essential input for knowledge management and organization, with a focus on innovation management. Innovation management involves the practical construction of innovative elements, whether through culture, leadership, competence, or structuring, which are influenced by the ability to transform information. These processes contribute significantly to society, generating innovations that positively affect different sectors and promote continuous development (Ades, Vasconcelos, Plonski, 2011). |
|
2016
|
Silva |
Crispin (2005) emphasizes that information is essential to drive innovation in processes, products, and services, as it acts as a competitive advantage and is directly linked to strategic objectives, as well as being fundamental to decision-making and the innovation process in organizations. Cunha (2016) adds that scientific and technological information serves as a valuable source of inspiration and serendipity for professionals, researchers, professors, and students and can enhance the innovation process of organizations when organized according to their specific needs, promoting significant advances. |
|
2016
|
Soares;
Fernandes |
Patents are valuable sources of information because they help assess trends in research by revealing the areas of innovation where inventors are focusing their efforts. In addition to being public and reliable, patents provide opportunities to analyze information about technology and innovation. Publicly available patent applications contain essential data such as the name of the applicant, the filing date, and technical details of the invention, making them a critical tool for understanding the directions of innovation and identifying areas of technological development. |
|
2017
|
Araújo; Silva;
Varvakis |
External sources of information and knowledge can be classified into three main types: market sources, such as customers, suppliers, competitors, and consultants; institutional sources, such as universities, governments, and research institutes; and other sources, such as conferences, trade shows, exhibitions, scientific journals, and professional associations. Gomes, Salazar, and Vargas (2016) emphasize the importance of firms' absorptive capacity to identify, access, and assimilate knowledge from these external sources, highlighting that firms are increasingly turning to them rather than relying solely on internal sources. Participation in events such as trade shows and conferences is also considered essential for innovation. In addition, external sources, such as scientific and market sources have a significant impact on the innovative performance of companies in all sectors, including low-tech sectors. |
| 2017 |
Campos Junior; Mendes Junior |
Organizational innovations, such as just in time and quality management, can be implemented more efficiently and economically in companies with well-developed information and communication technology (ICT) systems. These systems, such as supply chain management and electronic data interchange (EDI), enable better control of information flows within companies and enhance organizational innovation by integrating and optimizing internal processes in a complementary manner. |
|
2017
|
Canuto; Cherobim |
Information is an essential strategic element in the process of scientific and technological innovation. It is transformed in the minds of those who receive it, modifying existing knowledge through addition, exclusion, or comparison, and thus generating new knowledge that is the raw material for innovation. Information, present in various forms in everyday life, becomes more productive when it is organized into information assets within organizations, facilitating its selection and use. This contributes significantly to the intellectual enrichment of those who use it, promoting progress in the innovation process and the development of new solutions. |
|
2017
|
Zhao; Cheng, Huang |
Information is a fundamental resource for innovation, providing the knowledge needed to identify opportunities, solve problems, and create new solutions. It serves as the basis for the development of new ideas, products, processes, and services, and is critical to the continuous improvement and success of organizations. The ability to effectively access, process, and apply information can determine a company's level of innovation and competitiveness in the marketplace. |
|
2017
|
Omelyanenko |
Innovation is a new development resulting from human intellectual activity aimed at increasing the efficiency of processes or products, and is the main component of competitiveness. To innovate, it is essential that innovators have access to relevant knowledge and timely information. Monitoring information is an essential step in decision-making and process improvement. Information obtained through tactics and strategies is the most important resource for innovative activities. Tactical information helps to make economic decisions under conditions of limited resources, while strategic information helps to monitor changes and reduce risks. Information support for innovation involves the collection of data on research results, project implementers' capabilities, and communication with information centers using databases and telecommunication systems. This data is critical to the selection of innovative projects and the development of technological products; managers and researchers need scientific, financial, technological, and market data to make effective decisions in implementing innovations. |
|
2017
|
Trantopoulos; Krogh; Wallin; Woerter |
An organization's internal sources of information include innovation activities that take place within departments such as R&D, production, and marketing. External sources, on the other hand, include various agents such as suppliers, competitors, customers, universities, research institutes, and general sources such as conferences and trade shows. The importance of external sources is recognized because they are fundamental to innovation activities, and a firm's ability to find, acquire, and manage these sources has a direct impact on its productivity. Companies adopt strategies to generate knowledge internally or acquire it externally, with an emphasis on working with external agents. Customer knowledge is a valuable source of information for innovation and is considered one of the most important, regardless of the size of the company. In addition, customers and suppliers, in both industrial and service sectors, are seen as essential partners in the innovation process. |
|
2018
|
Cesso; Ferraz; Storopoli |
Combining different sources of information and knowledge is essential for organizations to innovate and manage change. This is because many technological problems require the use of different types of knowledge. This integrated approach allows organizations to more effectively address challenges and develop innovative solutions tailored to market needs. |
|
2018
|
Fernandes; Cesário; Castela |
The interaction between internal and external sources of information can drive technological renewal and improve the ability to identify useful information for productive development and the creation of new products. This collaboration between different sources of knowledge is crucial for companies, as it allows them to occupy significant market shares and stand out for their innovation and adaptation to changes in the competitive environment (Bittencourt; Britto; Giglio, 2016). |
|
2018
|
Franco Castro et al. |
Until the popularization of the open innovation model, product and service innovation was mainly developed internally within organizations. With the advent of open innovation, collaborative processes began to involve interactions between various stakeholders, such as suppliers, customers, educational and research institutions, and the government. The main sources of information for these innovations include digital media and events sponsored by representative organizations. Although innovation is largely driven by internal contributions from employees, end users and suppliers also play an important role. However, despite the success stories, some organizations have not yet adopted the open model because of the perceived complexity of interactions with external partners, with the main factors of complexity being the issue of intellectual property, confidentiality of strategic information, and alignment of expectations between partners with different interests. |
|
2018
|
Pedron; Picoto; Colaco; Araújo |
An increase in the stages of a product's life cycle, combined with a reduction in information asymmetry, tends to lead to more closed innovation. This is because as the product advances in its life cycle and information becomes clearer and more accessible within the organization, the firm can focus its internal efforts on developing and improving the product more efficiently without relying on external sources. In this context, closed innovation becomes more viable and effective because the organization has greater control over processes and decisions. |
|
2018
|
Ottonicar; Valentim; Feres |
Knowledge integration (KI), or the ability to gather and process different types of information within an organization, is essential for innovation. This is because innovation often depends on combining different types of knowledge, which, when effectively integrated, enables the development of new solutions, products and processes. Effective management of this information integration enables the organization to maximize its innovation potential by leveraging internal and external knowledge to create value and address challenges more creatively and effectively. |
|
2018
|
Silva; Valentim |
Information is a critical enabler of civic engagement and social innovation, facilitating access to the knowledge necessary for active participation in society and the development of collective solutions to social problems. By ensuring access to relevant information, communities can make decisions that are more informed, strengthen their capacity to organize and engage, and promote meaningful social change. Social innovation, in turn, depends on new and effective ideas to address social challenges, and information is the foundation that enables the creation, dissemination, and application of these solutions. |
|
2018
|
Susarla; Mukhopadhyay |
Updating the information infrastructure is essential for companies to obtain more financial support for innovation, as it improves transparency and efficiency in processes. First, it makes it easier for investors to identify high-quality companies, reducing adverse selection and improving the allocation of market capital. Second, it allows investors to monitor the progress of innovation projects, ensuring that funds are being used correctly. Finally, the development of broadband infrastructure facilitates the transfer of information, overcomes time and space constraints, and reduces the costs of offline research, thereby benefiting development and innovation in firms. |
|
2019
|
Barykina |
Gathering and analyzing information about a new product in the market is essential in the innovation process, which occurs in the Prospecting phase, when the end customer receives the new product or service offering. The next stage, strategy building, is divided into three phases: analysis, selection, and planning, and information plays a fundamental role in all these phases, being essential for the implementation of the idea, as highlighted by Tidd, Bessant, and Pavitt (2008). Information management and innovation management are considered complementary to improve the competitiveness of organizations, with both playing an important role in the technological and interdisciplinary development of information science. However, the results indicate a gap in information management in studies of the innovation process, highlighting the need to better integrate these concepts to optimize innovation in organizations. |
|
2019
|
Bertin; Fortaleza; Silva; Okawachi |
Carvalho, and Araújo Júnior (2014) state that "before thinking about management models, it is essential to understand how information is used in the innovation process" (p. 74). This statement highlights the importance of understanding the role of information in innovation before developing management strategies. The effective use of information in the innovation process is essential to ensure that decisions and actions are aligned with innovation goals, thereby maximizing the impact and competitiveness of organizations. |
|
2019
|
Sena; Vianna; Blattmann |
Organizations dealing with technology tend to manipulate and manage innovative processes, since technological information has the unique ability to modify the means of production, generate development, and adapt scientific knowledge to the business context (Braga; Simeão, 2018). Technological information management plays a key role in scientific and technological development, promoting the organization, dissemination, and use of knowledge, which facilitates the creation of new knowledge and technologies, contributing to social improvements (Aun, 1996). For Castells (2003), innovation depends on the generation of knowledge, which is facilitated by access to information, especially when it is available online. Information and communication technologies and globalization play a fundamental role in technological transformation, which is expanding due to their ability to connect, generate, store, retrieve, work with, and disseminate information. This demonstrates the inseparability of information and innovation, especially when considering the development and analysis of technological readiness. |
|
2019
|
Sena; Blattmann;
Fiates |
Companies draw inspiration for innovation from various sources, such as patents, machinery, technical articles, and software. The ability to innovate is influenced by the ability to absorb and combine information from internal sources (R&D, marketing, production) and external sources (competitors, suppliers, customers, consultants, universities, and research institutes). The Technological Innovation Survey (Pintec) highlights the importance of identifying relevant sources to understand the origin of innovative ideas. Effective management of these sources is a prerequisite for business competitiveness and the continuous development of new products and processes to ensure long-term survival. |
|
2019
|
Pérez Mora |
External sources of scientific information play a critical role in innovation, as highlighted by several scholars. The open innovation model (Chesbrough, 2003) emphasizes that external sources of information and knowledge sharing outside the organization are essential for the development and implementation of innovation. Recently, firms have shifted their innovation focus from internal sources of information, such as employee expertise and education, to external sources, such as customers, universities, suppliers, and business partners (Gomes, Kruglianskas, and Scherer, 2011). Varis and Littunen (2010) examined different sources of information related to specific types of innovation in Finnish small and medium-sized enterprises and concluded that product and marketing innovation were positively related to other external sources of information, process innovation to information from financial support organizations, and organizational innovation to cooperative relationships and regional knowledge organizations. These findings support the idea that different types of innovation are associated with the use of different sources of information and collaborative relationships, highlighting the importance of external sources for innovation performance. |
|
2019
|
Dmitriev; vladimirova; Kallaur; Tsygankova |
Cooke, Uranga, and Etxebarria (1997) define innovation as a systemic process involving multiple information flows and multiple actors. They understand innovation as an institutional exchange that involves both production and consumption and has an impact on society as a whole. The appropriation of information is seen as fundamental to the production of new knowledge, products, processes, and services. According to Jannuzzi, Falsarella, and Sugahara (2016), all innovation involves the generation, use, and assimilation of knowledge, which inevitably involves the management of information for its development and implementation. |
|
2019
|
Shkarlet; Kholiavko; Dubyna |
Information for innovation does not come from a single organized source, but rather from the collection of multiple fragments of information from different sources. This innovation process is incremental, that is, it occurs gradually as information is combined, adapted, and applied to generate new ideas, products, or processes. This model reflects the collaborative and dynamic nature of innovation, where diverse knowledge and perspectives come together to drive progress. |
|
2020
|
Simon |
The innovation process in organizations depends on systematic information flows that involve searching for, accessing, retrieving, processing, and using information. These flows are supported by information sources from actors such as governments, universities, development agencies, and companies. The major challenge in research on digital information environments is to integrate technologies that balance the generation, access, and control of this information, taking advantage of emerging opportunities for innovation. Digital environments using semantic technologies and autonomous agents are critical for managing large amounts of information and supporting decision-making in innovation processes. |
|
2020
|
Santos;
Figueiredo |
In a global and digital economy, information is one of the most important assets for business competitiveness and innovation. It plays a critical role in the generation of knowledge, which makes it central to the innovation process. According to Rogers (1995), innovation can be defined as an idea, practice, or object that is perceived as new by an individual or an adopter unit. The ability to use information effectively is therefore fundamental to the development and implementation of innovation in organizations. |
|
2020
|
Ottonicar; Nascimento; Biaggi; Mosconi |
The demand for information and knowledge to develop new products makes the flow of information more dynamic and complex, influenced by factors such as market observation, new product visibility, communication, and ongoing research trends. In this context, information becomes the raw material for product innovation and is essential to the creation process. Technological information stands out as a fundamental component, as it is directly related to the development and improvement of new products and is mandatory for driving innovation in the sector. |
|
2020
|
Gaban |
Innovation has become an area of interest for information science, especially with the development of national systems to monitor its evolution and economic impact, as has occurred in the United States, Europe, and recently in Brazil. This monitoring requires a large amount of qualified and up-to-date information, which is essential for the adjustment of countries' economic policies. The main tool used in this process is innovation indicators, a specialized type of information that helps evaluate and guide innovation and economic development strategies. |
|
2021
|
Bazoberri |
Factors such as transparency of information and greater user involvement have a positive effect on innovation acceptance and user satisfaction with technologies. This suggests that when information is clear and accessible and users are involved in the process, innovation is better received, leading to greater engagement and more satisfactory outcomes. |
|
2021
|
García Martín et al.
|
The study of specific industries is essential because the literature suggests that the impact of using external information sources for innovation varies significantly depending on the characteristics of the industry (Pavitt, 1984; Heidenreich, 2009). A seminal study by Mansfield and Lee (1996) showed that universities, as an external institutional source, had a significant impact on product and process development in companies in different industrial sectors. With the trend of open innovation, companies began to place more emphasis on the use of external sources such as suppliers, customers, competitors, consultants, and universities (Lungeanu; and Contractor, 2015). However, the ability to absorb external knowledge limits the impact of these sources on firms' innovative performance (Cohen and Levinthal, 1990). Industry characteristics and the economic environment directly influence the impact of information sources on innovation. The combination of internal and external knowledge creates an environment conducive to the effective use of these sources for innovation, thereby promoting more robust innovative performance. |
|
2021
|
Pozo Nuñez |
In the era of the Fourth Industrial Revolution, information assets are considered critical to sustainable competitive advantage. These resources, when leveraged by technologies such as big data and artificial intelligence, can make or break companies. Information can be classified as internal and external, with external information obtained through interactions with organizations outside the enterprise, such as customers, suppliers, universities, and research institutes. Information from vertical channels (suppliers and customers) strengthens deep knowledge and drives exploratory innovation, while information from horizontal channels (universities and consulting firms) broadens the scope of collaboration and drives radical innovation. However, studies suggest that the effects of external information on innovation are mixed, depending on the absorptive capacity of the firm. Firms with higher absorptive capacity are better able to use external knowledge, exploit innovation opportunities, and adapt quickly to market demands. On the other hand, firms with low absorptive capacity may not benefit from external resources despite having access to valuable information. |
|
2021
|
Muniz; Figueiredo; Dandolini; Souza |
Patent information, which contains the results of research and development activities with industrial applications, can be an important source for enhancing creativity and supporting the solution of research problems that drive innovation through new products and processes. In addition, effective management of this information can generate ideas for future business, leading to innovations that can create competitive advantage for the organizations that own them, enabling them to differentiate themselves in the marketplace and create new value. |
|
2021
|
Ottonicar; Souza; Valentim |
The use of information can be considered a product of innovation within organizations, as it plays a central role in creating new solutions and continuously improving processes. Information and knowledge have a direct impact on the innovation process, enabling organizations to become more competitive in the marketplace. Innovation, as a complex factor, is not the result of isolated elements, but occurs through the integration of resources, information and people working together to generate new ideas, products and processes that meet the needs of the market and society. |
|
2021
|
Suzuki |
Information transmission is a fundamental mechanism in capital markets, as it promotes innovation and business development. Effective information transmission can not only reduce information asymmetry and the cost of capital, but also promote business innovation by helping managers improve their technological innovation decisions. This allows firms to gain competitive advantage in the product market. Innovation and service development in the capital market largely depend on the effectiveness of information transmission in this system. |
|
2021
|
Tshabalala; Marnewick |
When analyzing the concept associated with trend analysis using a monitoring tool, it can be said that its implementation would allow information to be organized, quantified, processed, and used as a valuable resource for the development of innovation. The analysis of information behavior (trends) can support strategic decision-making and help organizations identify and address vulnerabilities, threats, and opportunities, thus contributing to success and adaptation in the competitive environment (Castellanos et al., 2011). |
|
2022
|
Oliveira; Cruz; Accioly |
Customers are a critical source of information for business innovation, providing valuable insights into their needs, expectations, and behaviors. This information enables companies to develop products, services, and processes that are better aligned with market needs, helping to drive innovation and improve competitiveness. Customer feedback is essential for identifying areas for improvement and new opportunities for innovation. |
|
2022
|
Liu; Xu; Wang |
The literature on strategic management and organizational learning points out that innovation is an active process of obtaining new knowledge and information, managing and integrating diverse knowledge from different sources, and successfully applying this knowledge to new products or production processes to create value. These elements are essential for organizations to innovate effectively and generate competitive advantage (DeCarolis and Deeds, 1999; Eliasson, 1997). |
| 2022 |
Niu; Xia; Shen |
The application of innovation models essentially involves the combination of information and knowledge, since it is through the interaction and sharing of these elements that new knowledge is generated, enabling the development of products or services that are both market-oriented and responsive to society and the environment. Organizations do not innovate in isolation, as they depend on internal and external information and knowledge. This justifies the growing use of the open innovation model introduced by Henry Chesbrough in 2003. It emphasizes collaboration between different social actors, using external sources of knowledge as part of the internal innovation process. |
| 2023 |
Gomes |
Strengthening national networks and information systems is essential to fostering innovation, as it allows organizations to access high-value-added information that is fundamental to knowledge generation. Organizations need to understand how information is transformed into knowledge and how it can support decision-making for innovation. Innovation depends on the ability to absorb and combine internal and external information. Poor management or misuse of information can lead to the failure of innovative projects, highlighting the need for strategies and tools to filter the information needed for innovation (Veugelers, Bury, and Viaene, 2010). In addition, high-quality information is critical for innovation, and many companies still do not fully understand the value of information in this process. To remain competitive, it is necessary to learn from internal and external information and create an environment conducive to innovation activities with greater dissemination and sharing of knowledge (Plekhanova; Smith; Hamdan, 2012). |
|
2023
|
Ziviani; Silva |
To achieve innovation and competitive advantage, organizations need to obtain information about the market and their customers (Love; Roper; Bryson, 2011). These information sources can be internal or external. Internal sources include employees, who are an important resource because they contribute to new product development and other innovation activities, often beyond their job functions (Smith et al., 2017). They have valuable information about the organization, products, resources, and processes that can be translated into new ideas, products, and processes. External sources include knowledge about competitors, customers, and market trends that help identify new business opportunities (Love; Roper; Bryson, 2011). |
The construction of the concept of information for innovation: approaches based on a systematic literature review