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To explain the innovation framework, Yang has introduced innovation such as open combination mode functional Communism dynamic competition mode article combination mode and multiple combinations (Yang, 2016). Based on the case study of Samsung it is identified that their innovation Framework under dynamic combination mode and functional combination. According to Na, Choi & Harrison, (2016) who put the innovation mode of Samsung are essential for architectural innovation.
Incubate best of inside created innovations
Support promising innovations by means of Catalyst grant
Promote commercialization by means of outside organizations (Samsung focus, other startup/later-arrange associations)

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The major factor that company significantly consider in the process product development is the extent of competition from Nokia, Apple, Xiaomi, Vivo, Oppo mobile phone and many more (Na, Choi & Harrison, 2016) . Apart from that, the company use the in-house ability of employees to focus on Innovation and design which helps in the creation of products as per the demand of the consumers and markets.
Also, the market of Samsung is heavily depended upon consumer electronics sale (Song & Lee, 2014) . As the operating system of Samsung smartphone is Android, the company has too dependent on Google for innovation on the operating system. Therefore, the company consider the actual demand of the consumers while making product development decisions.
Moreover, the organisation focuses on developing production and solution concepts using consumer insight, market-driven technologies and innovation for commercialization (Choung, Hwang & Song, 2014).
Samsung has also focused on to reduce the declining of their products in developed countries by introducing new technologies such as artificial intelligence on camera Augmented reality and many more (Teece & Leih, 2016).

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The key aspect adopted by Samsung in engaging with product innovation is largely involving in research and development.  Samsung invested a lot in their R&D department to make their product unique and innovative than their computer like Apple. The company has a product line and manufacturing capability. It is noted that the company has different types of mobile phone available in the market, which the organisation effectively market to maintain a long-term engagement with customers and potential clients (Song & Lee, 2014).

Brand value of the company is also high in the demand of the smartphone industry, which supports in the engagement of people who provides unique ideas and solutions to develop an innovative product (Hong, 2012) .
The company follow diversify and product portfolio strategy that helps them hold their customer for a long time. The company also believe in long stand relationship with their retailer. It is also supporting the company to grow in the mobile phone industry.

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There has been considerable shift in the electronics industry due to changing demand for products related to electronics and smart phones(Song & Lee, 2014). The growth of competitiveness in the market from the likes of Apple Inc. have enabled Samsung to regularly transition its business and product development process to remain the market leader (Wedell-Wedellsborg & Miller, 2014).
Samsung is only focusing on their operating system hardware and telecommunication service through the application of dynamic network model so that the changing market value can be effectively captured, thereby providing innovative and quality products to the target markets. To make the company productive and the organisation emphasizes on healthy and innovative ecosystem and also use the industrial platforms organised by TRAI (Yun, Won & Park, 2016) .
The growing demand for Samsung mobile phone create opportunity across the world to open new markets in developing countries like UAE South Africa and many more.

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Samsung has a divisional organisational structure and is segmented into three major divisions which are IT & Mobile Communications, consumer electronics and devise solutions.
Each division of the organisation is managed separately by undertaking the characteristics of their products which have implications on the new product development, selling, marketing and other aspects of the business (Leal Rodríguez, Leal Millán & Roldán Salgueiro, 2013) .
The organisational structure of the company integrates corporate management office and Samsung Advanced Institute of Technology which significantly supports in the development of new products and services.
The organisation considerably promotes and encourages its human talent for innovation which largely contributes in making the firm a renowned business across the world.

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Choung, J. Y., Hwang, H. R., & Song, W. (2014). Transitions of innovation activities in latecomer countries: an exploratory case study of South Korea. World Development, 54, 156-167.

Hong, Y. S. (2012). Modes of combinative innovation: case of Samsung electronics. Asian Journal of Innovation and Policy, 1(2), 219-239.

Leal Rodríguez, A. L., Leal Millán, A., & Roldán Salgueiro, J. L. (2013). Knowledge management and the effectiveness of innovation outcomes: The role of cultural barriers.

Na, J. H., Choi, Y., & Harrison, D. (2016). Beyond Design for Manufacture: A Design Innovation Framework. Design Management Review, 27(3), 34-40.

Song, C. Y., & Lee, K. (2014). The Samsung way: Transformational management strategies from the world leader in innovation and design. New York, NY: McGraw-Hill Education.

Teece, D., & Leih, S. (2016). Uncertainty, innovation, and dynamic capabilities: An introduction. California Management Review, 58(4), 5-12.

Wedell-Wedellsborg, T. & Miller, P. (2014). How Samsung Gets Innovations to Market. Retrieved from: https://hbr.org/2014/05/how-samsung-gets-innovations-to-market

Yang, C. (2016). Evolution of regional innovation systems in China: Insights from emerging indigenous innovation in Shenzhen. PART I THEORETICAL APPROACHES AND CONCEPTS, 322

Yun, J., Won, D., & Park, K. (2016). Dynamics from open innovation to evolutionary change. Journal of Open Innovation: Technology, Market, and Complexity, 2(2), 7.