ETHICS, ENVIRONMENT AND INNOVATION

Ethics, Environment And Innovation

Table of Contents

SECTION 011

SECTION 23

Individual-Level of Influence on Innovation3

Organizational-Level of Influence on Innovation4

SECTION 3.7

Environmental-Level of Influence on Innovation7

Implications for Policy Makers8

SECTION 4.9

Facilitating Financial Support for Innovation9

Conclusion10

Recommendations11

References12

Appendix14

SECTION 01

Small business innovation bureaus could be established focusing on supporting SMEs' innovation. Such official departments can on the one hand provide general guidance to SMEs on market fluctuation and the trend of industry development. On the other hand, they can offer specific support to firms, especially those that are young, by establishing incubators. Firms located in the incubators may enjoy finance and taxation support, whereas they may further save their operation costs by sharing administrative facilities. In addition, the innovation bureaus can facilitate network construction between universities and businesses to promote knowledge transfer and commercialisation of academic research.

At the initial stage, it focused on programming software to serve the manufacturing sector, in particular the automotive manufacturing sector. However, due to the complexity of its simulation products, the firm realized the need to offer consultation to their customers. In 2000, a consulting division was armed, with its initial service targeting at the manufacturing sector. Before long, not contented by the sluggish manufacturing industry, Morris Motor Company extrapolated its consultancy service to the service sector because many organizations in the service field shared the same concern over production efficiency as manufacturing firms. Banks, police forces, manufacturing companies, oil companies, airlines and enterprises in defense and aerospace, and so on, soon became Morris Motor Company's customers. In fact, opening the new markets greatly broadened Morris Motor Company's competing landscape and created a massive space for it to survive and prosper. While enthusiastically expanding the service coverage, Morris Motor Company further generated a technology light version of software. With a timely grant subsidized by AWM (Advantage West Midlands), in 2005-2006 Morris Motor Company innovated its new generation product, the java-based simulation tool, which has been swiftly recommended by many leading Independent Software Vendors (ISVs) because of its uniqueness.

SECTION 2

The Morris Motor Company was a British car manufacturing company. After the incorporation of the company into larger corporations, the Morris name remained in use as a marque until 1984 when British Leyland's Austin Rover Group decided to concentrate on the more popular Austin marque. In 1996, having experienced a series of acquisition, merger and management buy-out, the IT department of this leading company eventually transformed to Morris Motor Company. Since its foundation, Morris Motor Company has dedicated itself primarily to simulation, which is a generic approach of modeling and forecasting business management practices and outcomes. In its twelve years' colorful history, Morris Motor Company has always been pioneering in simulation and has led the way in delivering operational applications with specific industries and public sector practice 'built in'. At present, it has subsidiaries and partners in Europe, the Americas and the Far East, as well as a worldwide customer-base of more than 3500 companies. Morris Motor Company is an innovation-oriented enterprise, whose innovation pace synchronises with the market ...