Aleksandar Miltenović, Milan Banić and Vojislav Miltenović
Product development is a creative task where is systematically created a new product, which makes possible to firms to offer attractive, innovative and market oriented products. In conditions of fierce competition and saturated markets, companies that do not innovate are stagnating and disappear from the market. Innovation is therefore every intervention which can reduce production costs, enables optimum utilization of available human, energy and material resources, improve product quality, improve the placement, which leads to an increase in competitiveness. A prerequisite for fulfillment of the above-mentioned tasks is that the companies have engineers with the appropriate competencies, which are able to, through creativity, innovation and fascinating technique of creating new or improving existing products and lunch it on the market. The paper discusses the role and importance of the competences that are necessary for a successful professional career of product development engineers.
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Fuller (2010) analysed motives for co-creation. Multiple reasons drive consumers to engage in open innovation projects ranging from purely intrinsic motives (such as fun, kinship, and altruism) and internalised extrinsic motives (e.g., learning, reputation, and own use) to purely extrinsic motives (such as payment and career prospects) ( von Krogh et al., 2008 ). As a result, ten categories of motives were identified: intrinsic playful task, curiosity, self-efficacy, skill development, information seeking, recognition (visibility), community support
Anna E. Wolnowska, Aleksandra Szabrońska, Zbigniew Matuszak and Ondrej Stopka
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José Alberto Martínez González and Urszula Kobylińska
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Warit Wipulanusat, Kriengsak Panuwatwanich, Rodney A. Stewart and Jirapon Sunkpho
, 2006 ). Moreover, public servants who initiate innovations were more likely to be middle or lower-level bureaucrats in direct contact with clients rather than senior managers. Similarly, Borins (2006) has also found that frequent innovators in public sectors are career civil servants at the middle manager and frontline levels. For example, the following three quotes signal the importance of bottom-up innovation:
“We know, I guess as leaders in the public service that the ideas aren’t going to come from old us, old, crusty folk, they’re going to come from
knowledge to systematically create innovations (including after the implementation of the BIZ-TRIZ mechanism);
The formation of multidisciplinary working teams of the producer of the implementation as a result of the implementation of the BIZ-TRIZ mechanism, which will create the potential for similar activities to be carried out after the implementation of the BIZ-TRIZ mechanism;
The acquisition by scientific employees, of the producer of the implementation, of valuable experience and competences to build their scientific careers and to obtain degrees and titles
Oleg Kaplinski, Friedel Peldschus, Joanicjusz Nazarko, Arturas Kaklauskas and Romualdas Baušys
practitioners who could share their experience and ask advice while developing their dissertations. The meetings consulted and initially assessed several research promotion texts. The Colloquia also opened opportunities for participants to extend their research volume, which was a significant factor in the advancement of their academic careers.
Colloquia calendar and characteristic topics Source: author’s elaboration on the basis of ( Vilutiene, 2019 , pp. 87-92).
The establishment of the Colloquia created a basis for the development (through the