Abstract
The determinants of the successful innovation implementation in the company include human capital and competencies of both managers and employees. In order for successful innovation management to occur, a manager must acquire or possess expertise in the domain at hand, as well as specific competencies. The paper has focused on the identification of the essential managerial competencies to promote and enhance innovation in companies. The study was conducted among managers of top, middle and operational management level in companies operating in Poland. It seems that competencies for each of the three group of managers have not been described in detail yet. The research has identified key competencies of managers in the context of implementing innovation in the company as well as differences resulting from the level of management in the organization. The research has helped to identify discrepancies between the current level of competencies needed to achieve organizational objectives, and the expected level ensuring maximum efficiency during their implementation.
Highlights
In the light of changing expectations and an employee model, currently a manager plays a variety of roles: a leader, facilitator, animator, coach, mentor or trainer, and his task is to: coordinate, diagnose and bring out human potential, moderate, stimulate, create, initiate, and to motivate
Competencies of managers, and human capital possessed, and the competencies of other employees are listed as internal factors that may directly or indirectly affect innovation activities of economic entities (Ahmad et al 2010; Galende, de la Fuente 2003; Hsien‐Tang, Hsi‐Peng 2010)
The issues which will be empirically addressed are the following: What knowledge, skills and qualities do managers need in the context of implementing innovation in the company? Can you see any differences between the competencies possessed and expected of managers in the process of innovation implementation? Does the range of management competencies depend on the level of management? The authors argues that the structure of competencies of managers in companies is not homogeneous and creates a significantly different group, the expected structure of competencies depends on the level of management in the organization
Summary
In the light of changing expectations and an employee model, currently a manager plays a variety of roles: a leader, facilitator, animator, coach, mentor or trainer, and his task is to: coordinate, diagnose and bring out human potential, moderate, stimulate, create, initiate, and to motivate. The introduction of new combinations required that the entrepreneur have skills and the courage to take a huge risk. He was characterized by: the willingness to take action, the ability to subdue others, and management and leadership skills (Schumpeter 2002). Competencies of managers (determining a way of managing a company), and human capital possessed, and the competencies of other employees are listed as internal factors that may directly or indirectly affect innovation activities of economic entities (Ahmad et al 2010; Galende, de la Fuente 2003; Hsien‐Tang, Hsi‐Peng 2010). A high level of organization is primarily the result of excellent management of competent managers, who effectively use the company resources by making changes (innovations), envision and create innovative products and services in organizations
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