Spinner Model

The Integrated Model for the Development and Prediction of Innovation - SPINNER INNOVATION


The SPINNER INNOVATION (Integrated Model for the Development and Prediction of Innovation) assesses the evolution of knowledge-intensive solutions (KIS) and their impact on innovation within the services sector. Drawing on conceptualized models and theories such as Open Innovation, UTAUT, Triple Helix, and Knowledge-Intensive Business Services (KIBS), the model aims to provide a practical approach to innovation. It concentrates on crucial factors and contingencies for predicting innovation and the development of knowledge-intensive services, primarily in organizational settings. Empirically tested and validated, the SPINNER INNOVATION accounts for approximately 70% of variability.

SPINNER INNOVATION, known as the Model for Predicting and Contributing to Innovation, offers established methods for validating and fostering innovation. It identifies key factors influencing organizations in predicting innovation and cultivating knowledge-intensive solutions - professional (p-KIS) or technological (t-KIS) to generate value. SPINNER INNOVATION confirms four pivotal factors and three moderating conditions essential for predicting and developing innovation within organizations. The determining factors encompass knowledge creation, knowledge transfer, public knowledge, private knowledge, knowledge-intensive solutions and innovation.

SPINNER INNOVATION introduces moderating conditions, namely, sector (economic sector), services (business services), and size (MSMEs - Micro, Small, Medium-sized Enterprises), that impact the prediction and development of innovation by organizations. These conditions indirectly influence factors within the SPINNER INNOVATION, acting as moderating or modulating elements for the prediction and development of innovation. According to the Figueiredo et al. (2020) model, these indirect factors play a role in influencing the primary factors that determine the prediction and development of innovation. They can be labeled as moderators or moderating conditions in research, influencing factors such as sector, services, and size.


Fig. The Integrated Model for the Development and Prediction of Innovation - SPINNER INNOVATION



Planning strategies by using published literature, computer simulation and forecasting

Creating manuals and documents on products and services

Building databases on products and service

Building up materials by gathering management figures and technical information

Transmitting newly created concepts

Creative and essential dialogues

The use of deductive and inductive thinking

The use of metaphors in dialogue for concept creation

Exchanging various ideas and dialogues

Subjective opinions

Enactive liaison activities with functional departments by cross-functional development teams

Forming teams as a model and conducting experiments, and sharing results with entire departments

Searching and sharing new values and thoughts

Sharing and trying to understand management visions through communications with fellows

Gathering information from sales and production sites

Sharing experience with suppliers and customers

Engaging in dialogue with competitors

Finding new strategies and market opportunities by wandering inside the firm

Creating a work environment that allows peers to understand the craftsmanship and expertise

Employees in my organization frequently share existing reports and official documents with members of my organization
Employees in my organization frequently share reports and official documents that they prepare by themselves with members of my organization
Employees in my organization frequently collect reports and official documents from others in their work
Employees in my organization are frequently encouraged by knowledge sharing mechanisms
Employees in my organization are frequently offered a variety of training and development programs
Employees in my organization are facilitated by IT systems invested in knowledge sharing
Employees in my organization frequently share knowledge based on their experience
Employees in my organization frequently collect knowledge from others based on their experience
Employees in my organization frequently share knowledge of know-where or know-whom with others
Employees in my organization frequently collect knowledge of know-where or know-whom with others
Employees in my organization frequently share knowledge based on their expertise
Employees in my organization frequently collect knowledge from others based on their expertise
Employees in my organization will share lessons from past failures when they feel that it is necessary

Our company collaborates with external institutions or organizations in R&D 
Our company tends to solve problem with the help of external experts 
Our company prefers acquiring new knowledge from outside media such as the Internet
Our company emphasizes gaining new knowledge from customers and alliance

Our company prefers internal knowledge to R&D 
Our company trusts internal knowledge when faced with troubles 
Our company encourages employees to bring forward work-related suggestions 
Our company cultivates professionals from inside

Our company supports the customers in solving problems
Our company offers new tools for innovation
Our company facilitates process management
Our company adds value to the services provided 
Our company is part of an innovation ecosystem
Our company invests in technological evolution
Our company contributes to economic development
Our company supports customers in the learning process
Our company shares solutions between customers
Our company promotes innovation support actions for customers

We are innovative in coming up with ideas for new service concepts
We find it hard to translate raw ideas into detailed services
Our organization experiments with new service concepts
We align new service offerings with our current business and processes
We are able to stretch a successful new service over our entire organization
In the development of new services, we take into account our branding strategy
Our organization is actively engaged in promoting its new services
We introduce new services by following our marketing plan
We find it difficult to scale up a successful new service


Fig. Data Scenarios for Thinking in About Innovation Decisions - SPINNER INNOVATION


Fig. Flow for Measuring Knowledge Maturity Level - SPINNER INNOVATION

Source: Figueiredo & Ferreira (2019)


  • Results Oriented
  • Entrepreneurial Mindset
  • Business Transformation


The private knowledge considers the internal factors accounts for the capacity for companies to innovate. The Spinner Innovation reflects an analytical structure for implementing a strategic process of open innovation through developing the levels of engagement with interested parties, both internal and external to the company.


The public knowledge considers the impacts of a set of external factors to SMEs. The Spinner Innovation reflects an recognize the resources available as well as business internationalization theories to boost their influence within the context of international development of SMEs.


Economic Sector

An area of the economy in which businesses share the same or a related product or service. It can also be thought of as an industry or market that shares common operating characteristics. Dividing an economy into different sectors allows for more in-depth analysis of the economy as a whole. (Dimension Sector)


An organization that employs productive resources to obtain products and/or services which are offered in the market with the aim of making a profit. The characteristic that makes a firm different from a company or establishment is that a firm typically involves some type of professional service. (Dimension Service)


An enterprise is considered to be any entity engaged in an economic activity, irrespective of its legal form. This includes, in particular, self-employed persons and family businesses engaged in craft or other activities, and partnerships or associations regularly engaged in an economic activity. (Dimension Size)


Knowledge Creation

This is a continuous process of generating and sharing of new ideas through social interactions, collaboration, education, and practice. Knowledge creation is usually supported by information and data sharing to inform decisions and serve as building blocks in problem solving.

Knowledge Transfer

Is the transmitting of practical or theoretical knowledge, apprehended in an academic environment, to the entrepreneurial context with the objectives of, among others, improving production techniques and augmenting monetary returns.

Knowledge Solution

Knowledge solutions are produced from the relationship between business agents involved in the co-creation process. They are concerned with creating value, providing solutions that support the innovation process of economic sectors. As a result, their approaches are focused on the surrounding parts of the innovation ecosystem, creating value for all stakeholders, including mainly the economic and social gain of the region.


Any new services developed during innovation processes which are valuable for customers. With the growing economic importance of the services sector, service innovation is playing an ever more significant role in driving growth in todays knowledge-intensive economy.

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the Spinner Innovation Model®?

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