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Introduction

The generation, exploitation and diffusion of knowledge are fundamental to the economic growth, development and well-being of nations. New innovation measures are therefore essential. To the time and a panorama of the innovation have changed, such as the risk to changes and changes to the formatters of analytic instruments of analysis. A work was built during the 1980s and 1990s for the development of models and analysis structures for innovation studies. Experiments with pioneering and component research, coupled with the need for a coherent set of concepts and instruments, led to the first edition of the Oslo Handbook in 1992 in the process and process manufacturing industry (TPP) in the manufacturing industry.

It is widely accepted that innovation is central to product growth and productivity. However, while the innovation activities and their economic impact has increased greatly, it is still deficient. For example, just as the world economy evolves, so does the innovation process. Globalization has led to dramatic crises in access to information and new markets. It has also resulted in increased international competition and new forms of organization to deal with global supply chains. Due to advantages in technologies and greater flows of information, knowledge is increasingly perceived as a central driver of economic growth and innovation. However, it is not yet known how such factors affect innovation.

In order to identify the wide variety of changes that companies implement in search of better performance and their success in improving economic performance, a more comprehensive structure is needed than product and process technological innovations. The inclusion of organizational and marketing innovations gives rise to a more complete structure, which is more apt to apprehend the changes that affect company performance and contribute to the accumulation of knowledge.

The role of organizational innovation is highlighted by Lam (2005): “Economists assume that organizational change is a response to technical change, when in fact organizational innovation could be a necessary condition for technical innovation.” Organizational innovations are not only a support factor for product and process innovations; they can have a significant impact on the companies' performance. Organizational innovations can also improve the quality and efficiency of work, enhance the exchange of information, and refine the entrepreneurial capacity to learn and utilize knowledge and technology.

Companies can also allocate large amounts of resources to market research and the development of new marketing practices, such as targeting new markets or market segments and developing new ways of promoting their products. New marketing practices can play a central role in business performance. Marketing practices are also important for the success of new products. Market research and consumer contact can play a key role in product and process development through demand driven innovation. The inclusion of organizational and marketing innovation also allows for extensive analyses of interactions between different types of innovation, in particular the importance of implementation of organizational changes to take advantage of other types of innovations.

“Knowledge-based economy” is an expression to describe trends in advanced economies towards greater reliance on knowledge, information and high levels of expertise, and the increasing need for ready access to these factors by the private and public sectors. Knowledge and technology have become increasingly complex, increasing the importance of interactions between companies and other organizations as a way of acquiring specialized knowledge. A parallel economic development is the growth of service innovation in the advanced economies.