Exploring the benefits of corporate accelerators: investigating the SAP Industry 4.0 Startup Program

The war conflict in the East Ukraine impacts the geopolitical security and stability of Europe and other countries of the world. So, there are the global effects of the war conflict in Ukraine. And the instability in Ukraine has its social consequences that influences the European development. The aim of the article is to identify and elaborate social effects of the war conflict in Ukraine and to get understanding of its influence on European stability, on position of Ukraine on European arena. The article has been prepared by using such methods as: analysis of Ukrainian and European research papers, comparison and generalization of the facts about war conflict in Ukraine. In the article social consequences of the war conflict in Ukraine, such as migration, unemployment, crime growth, decreasing of population and others have been studied. It has been described that social dimension of the war conflict in Ukraine has its influence on European stability and geopolitical situation, especially Ukrainian migration. At the end of the article the authors present the conclusions and the mechanism for solving the war conflict situation in Ukraine. Also, Ukraine needs an integrated approach in order to solve all economic and social problems in the country. Only integrated approach will allow to use available Ukrainian resources and advanced European experience to provide economic and social stability of the country.

Push notifications are a core functionality of mobile apps and allow app publishers to interact with existing app users and send promotional content. Since every push notification can also interrupt or annoy app users, the frequency of push notifications is a critical success factor. This study investigates how different frequencies of push notifications affect the behavior of app users of mobile apps in retail. In an experiment with 17,500 app users, five different frequencies are tested over seven weeks, and the effects on real observed app user behavior are analyzed. The results show that as the frequency of the non-personalized push notifications increases, uninstalls increase, and the direct open rate of push notifications decreases. A significant influence on indirect opens cannot be proven. The results provide practitioners with important insights into the potential harm that a too high frequency of push notifications can cause. Furthermore, the results support the importance of relevant content tailored to the respective user.

This paper aims to propose a new model for the manner in which companies manage innovation. To that end, some of the most important research on the topic is analyzed and summarized through a review of its historical background in the indexed databases in WoS (Web of Science) and an analysis of frequently used terms over the past 15 years (2001–2016). The analysis is developed through bibliometric techniques using VOSviewer software, version 1.6.4, seeking to identify recurring and related concepts, such as corporate entrepreneurship, that can leverage company innovation management from the strategy, inherent factors related to human resources and the environment in which the organization operates. Henceforth, this paper focuses on a new model to manage innovation in companies through a conceptualization of innovation and corporate entrepreneurship, this model can be useful in countries with low levels of cooperation between stakeholders and scarce resources, countries on bias of development like Latin America, Africa and some Asian countries. It can be concluded that the company innovation should start with the definition of its strategy, taking into account factors like the human talent and the environment in which the organization is operating, through customized innovation processes that can be applied following some of the multiple models referred to in the literature, framed within the needs of different stakeholders, as indicators of organizational performance. Therefore, the actors which are part of the model are: employees, clients, state, suppliers, academics, community, shareholders and business.