Management Innovation Capability Research Articles

혁신 및 기술경영 역량에 따른 중소기업의 고용효과 비교분석 - 기술금융 기술력 평가 대상 중소기업을 중심으로 -

혁신 및 기술경영 역량에 따른 중소기업의 고용효과 비교분석 - 기술금융 기술력 평가 대상 중소기업을 중심으로 -

Analysis of the relationship between open innovation, knowledge management capability and dual innovation

ABSTRACTThe essence of innovation lies in the utilisation of knowledge. To ensure innovation and sustainability, this study constructs an internal linkage framework for open innovation, knowledge management capability and dual innovation. Research results show that both open innovation and knowledge management capability have a positive influence on dual innovation. The impact of inward-oriented open innovation on exploitation innovation is more prominent than that of outward-oriented open innovation. Whereas the impact of outward-oriented open innovation on exploration innovation is more prominent than that of inward-oriented open innovation. Knowledge management capability partially mediates open innovation and dual innovation while open innovation influences dual innovation.

Exploring the Role of Knowledge, Innovation and Technology Management (KNIT) Capabilities that Influence Research and Development

A supporting management discipline is an under researched phenomenon. A majority of firms’ operating capabilities relating to knowledge, innovation and technology management as a supporting management discipline. This paper reviews the literature in the research and development (R&D) domain to formulate and propose a conceptual model which is influenced by capabilities relating to knowledge, innovation and technology management. We performed a systematic literature review in which a range of articles were searched related to R&D, from 1990 to 2018. Our review is presented in two parts. The first part presents a descriptive analysis using the Preferred Reporting Items for Systemic View and Mata Analysis (PRISMA)protocol and the second part develop proposition based on keywords analysis. The review revealed that there are nine capabilities that contribute to influence on R&D based on three dimensions known as knowledge, innovation and technology management which correspond to some of the key resources that used to drive these capabilities. Finally, this work proposes a conceptual model based on the outcome of Systematic Literature Review (SLR) interpretation. This research may support current trends on the literature. The list of references may be considered a potential source for future research in this area.

Unravelling managerial competencies and the profitability of small technology-oriented businesses: A case of public access venues in an emerging economy

Orientation: The tweak speed of technological changes, volatility of domestic markets, shifts in consumer behaviour and homogeneity of Internet-based services are pressurising entrepreneurs operating small technology-oriented businesses such as public access venues (PAVs) (e.g. Internet cafés) to develop a compendium of managerial competencies to deal with these challenges effectively and expeditiously. Yet rigorous research on managerial competencies of Internet café business owners or managers in emerging economies such as South Africa is conspicuously missing, raising critical questions about the perceived significance of such competencies in management and entrepreneurship literature.Research purpose: This research, therefore, examined the managerial competencies discernible among PAV or Internet café owner or managers and their implications for the profitability of their businesses.Motivation for the study: To establish the managerial competencies of PAV or Internet café business owners or managers and their effect on the profitability of their businesses.Research approach/design and method: Drawing on a quantitative approach and a survey design, a structured questionnaire was administered to 152 Internet café owners or managers to establish the influence of their managerial competencies on the profitability of their businesses.Main findings: Three assortments of managerial competencies were evident among Internet café owners or managers, namely, resource management, innovation management and market management capabilities. The results of the Pearson’s correlations revealed that managerial competencies are significantly correlated to business profitability, resource management capabilities have the highest correlation with profitability (Correlation = 0.743, p = 0.000), followed by innovation management capabilities (Correlation = 0.732, p = 0.000) and lastly marketing management capabilities (Correlation = 0.695, p = 0.000).Practical/ managerial implications: Because many businesses were very small establishments, employing less than six employees and with owners or managers who had less than 6 years of experience, it would be critical to establish if the provision of management training to owners or managers from the inception of the business would increase the growth orientation of such businesses. Because resource management capabilities have the highest correlation with firm profitability, the managerial training of small business owners or managers should concentrate more on this dimension compared to other managerial capabilities to improve their competitiveness.Contribution/value-add: Strategic interventions to improve the profitability of these small technology-oriented businesses border on scrupulously addressing and aligning their resource management, innovation management and market management capabilities.

TOWARDS A FLEXIBLE INNOVATION PROCESS MODEL ASSURING QUALITY AND CUSTOMER NEEDS

Successful innovation projects require an adequate innovation management capability in organisations. This means a sufficiently rigorous, continuous, and goal-oriented management of innovation processes. The literature research demonstrates that an integrated innovation methodology requires highly qualitative processes that are both flexible and customer-specific in their design. This work focuses on the FuGle® innovation process model, which is applied at the Industrial Engineering Department of Stellenbosch University. The enhanced FuGle® innovation process model presents flexible processes that are supported by methods and techniques that guide the user to drive innovation projects. This paper presents an innovation approach that enables organisations proactively to manage customer needs and trends. Thus the enhanced FuGle® innovation process model aims to turn an innovation project into a marketable product.

Investigating the relationship between supply chain innovation, risk management capabilities and competitive advantage in global supply chains

PurposeThe purpose of this paper is to propose and validate a theoretical model to investigate whether supply chain (SC) innovation positively affects risk management capabilities, such as robustness and resilience in global SC operations, and to examine how these capabilities may improve competitive advantage.Design/methodology/approachA theoretical model was developed from extant studies and assessed through the development of a large-scale questionnaire survey conducted with South Korean manufacturers and logistics intermediaries involved in global SC operations. The data were analysed using confirmatory factor analysis and structural equation modelling to validate the suggested model.FindingsIt was found that innovative SCs have a discernible positive influence on all dimensions of risk management capability, which in turn has a significant impact on enhancing competitive advantage. Therefore, this work provides evidence for the importance of SC innovation and risk management capability in supporting competitive advantage.Research limitations/implicationsThis study contributes to providing an empirical understanding of the strategic retention of SC innovation and risk management capabilities in the SC management discipline. Furthermore, it confirms and expands existing theories about innovation and competitive advantage.Practical implicationsThe finding provides firm grounds for managerial decisions on investment in technology innovation and process innovation.Originality/valueThis research is the first of its kind to empirically validate the relationships between SC innovation, risk management capabilities and competitive advantage.

Identifying and assessing innovation factors in construction projects in Palestine: an empirical study

There seems to be scarcity in the current literature of empirical studies that explores project management innovation capabilities in developing countries in terms of factors potentially affecting its exploitation. This research aims at investigating, assessing, and discussing potential drivers, barriers, enablers and impacts for project management innovation processes in the context of Palestinian construction projects using a mixed methods approach. Based on systematic literature review and semi-structured interviews with construction projects experts, a specially designed project management innovation assessment survey has been conducted with managers within construction projects' firms operating in the West Bank region of Palestine. A total of 1,000 surveys were electronically distributed, out of which 360 surveys returned usable data. The results of the analysis show that managers in the construction sector often perceive cost reduction as the most critical driver for project management innovation, and that the rewarding system is the main enabler for innovation, while the main barrier to innovation is the lack of effective management and the main impact of innovation is creating a competitive advantage. The value of this paper is the identification of project management innovation's affecting factors in developing countries, and how innovation dynamics intersects with organisational well-being in such environments.

Identifying and assessing innovation factors in construction projects in Palestine: an empirical study

There seems to be scarcity in the current literature of empirical studies that explores project management innovation capabilities in developing countries in terms of factors potentially affecting its exploitation. This research aims at investigating, assessing, and discussing potential drivers, barriers, enablers and impacts for project management innovation processes in the context of Palestinian construction projects using a mixed methods approach. Based on systematic literature review and semi-structured interviews with construction projects experts, a specially designed project management innovation assessment survey has been conducted with managers within construction projects' firms operating in the West Bank region of Palestine. A total of 1,000 surveys were electronically distributed, out of which 360 surveys returned usable data. The results of the analysis show that managers in the construction sector often perceive cost reduction as the most critical driver for project management innovation, and that the rewarding system is the main enabler for innovation, while the main barrier to innovation is the lack of effective management and the main impact of innovation is creating a competitive advantage. The value of this paper is the identification of project management innovation's affecting factors in developing countries, and how innovation dynamics intersects with organisational well-being in such environments.

Cross-cultural Collaboration Mechanisms that Facilitate Global Innovation for MNCs

An increasingly multicultural and digitally connected business environment requires organizations to successfully orchestrate innovation across countries. The inability of leaders and teams to effectively collaborate and share relevant knowledge can affect international market performance. How can organizations address these concerns and optimize multicultural team collaboration in order to strengthen global innovation management capabilities? This chapter presents a framework for facilitating multicultural collaboration in achieving organizational performance and international market success. It identifies the organizational mechanisms and routines that influence knowledge-sharing and collaboration for the planning and execution of global product launches. Key findings are based on a qualitative study on global innovation and cross-cultural collaboration involving 105 global and regional project leaders at 36 MNCs with headquarters based in Asia, Europe, and North America.

An empirical research on management innovation of high-technology manufacturers

Management innovation is the method with which enterprises acquire competitive advantage over their competitors, especially in current fierce competitive industry environment. Simultaneous importance–performance analysis can be used to simultaneously analyze three concepts of management innovation factors including the importance, self-expression, and the performance of competitors, so that enterprises are able to understand the status of their management innovation capability. Decision-making trial-and-evaluation laboratory is the method for enterprises to process and calculate the level of influence and causality between the indicators and subsequently determine the weight of the indicators. This study developed the 14 management innovation–based assessment indicators to evaluate a management innovation capability. In the first stage, simultaneous importance–performance analysis is used to compare the management innovation capabilities of company A and its competitors. In the second stage, decision-making trial-and-evaluation laboratory is used to analyze the influence and causality between the indicators. Finally, the strategies of management innovation are rebuilt based on the simultaneous importance–performance analysis and decision-making trial-and-evaluation laboratory analysis, which has both theoretical and practical contributions.

How to build the permanently innovative company: five tested sets of management practices

Purpose – This article reports on the findings of the Best Innovator competition, which was launched in Germany in 2003, to identify and communicate the best practices of innovation management of the country’s businesses. After ten years of research, the contest has not only been expanded to identify the most innovative companies in much of the developed world but also to document the success of their best practices over time. Design/methodology/approach – This article details five tested sets of best practices. Findings – A major research finding is the strong correlation between superior innovation management capabilities and sustainable, profitable growth. Another finding was that, given the mix of industries, the diversity of businesses and the range of sizes in the Best Innovator club, it is striking that there is no correlation between R&D budget and innovation. Practical implications – Best Innovators first develop and then manage their innovation portfolios. All of them pursue clarity on a fundamental question: what do we want our innovation strategy to do for us? Originality/value – The researchers found that to get their innovation strategies right, Best Innovators invest upfront in understanding market, technology and service dynamics. They are investing time more than money. Leaders can learn how Best Innovators address innovation management “from the market to the market” and manipulate five areas to improve their innovation performance and propel sustainable and profitable growth.

Innovation management capabilities in rural and urban knowledge intensive business services: empirical evidence

The purpose of this research involves describing and modelling the innovation management capabilities in effect at knowledge intensive business services (KIBS) firms in addition to identifying the profile of entrepreneurs when classified by location (urban vs. rural) dimensions. Our results show that KIBS innovation capabilities differ according to their location. They also demonstrate that, from the set of dimensions studied, strategy, learning and network were the dimensions that best explained KIBS innovation capabilities by location. Hence, strategy associated factors are the most important with regard to innovation activities ongoing at rural KIBS while the corresponding activities at urban KIBS are driven by factors associated with learning and networking. The study also provides recommendations for entrepreneurs seeking to refine their innovation capabilities.

Research on the Evaluation Index System of Technological Innovation Capability in Cement Industry

Combinating the process theory and system theory organically, this paper views enterprise’s technological innovation as a continuously improved system process. It builds a system model for the evaluation of technological innovation capability based on the view of process. Considering the features of cement industry, the technological innovation capabilities in cement industry are divided into innovation management capability, innovation input capability, research & development capability, manufacturing capability, marketing promotion capability and innovation output capability. And we propose a comprehensive and complete evaluation index system of cement industry’s technological innovation capability and provide a ruler for the evaluation of cement industry’s technological innovation capability

How to improve organizational performance through learning and knowledge?

PurposeThrough investigating the relationship among human resource management (HRM), organizational learning (OL), organizational innovation (OI), knowledge management capability (KMC), and organizational performance (OP), the aim of this paper was to find a way of improving organizational performance through learning and knowledge.Design/methodology/approachA survey questionnaire was utilized to collect data. The population of this study included 659 employees from electronic industrial listed and over‐the‐counter listed technological companies in Taiwan (N=208, valid return rate 37.21 percent). Descriptive statistics, exploratory and confirmatory factor analysis, as well as structural equation modeling were used for data analysis.FindingsThe results indicate that: HRM strategies result in better organizational learning, organizational innovation, and knowledge management capability, which ultimately contributes to achieving organizational performance; organizational learning improves organizational innovation and accumulates knowledge management capability; organizational innovation results in knowledge management capability development, which contributes to the establishment of organizational development; and technological companies should utilize organizational knowledge in order to enhance organizational performance.Research limitations/implicationsThe generalization of the present study is constrained by the existence of possible biases of the participants, and the regional‐constrained data which were collected in and thus focused on Taiwan. Thus, the characteristics of the surveyed firms may be different from those in other areas or countries. Managerial implications are presented at the end of the work.Originality/valueThis structure has rarely been explored and the findings are particularly useful for management in helping to set human resource management, learning, innovation, knowledge management and organizational performance in a bigger context.

Building Innovation Subsidiaries in Emerging Markets: The Experience of Novo Nordisk

OVERVIEW:Innovation subsidiaries increasingly follow manufacturing subsidiaries into emerging markets. Compared to well-established Western economies, emerging markets present unique challenges for the development of innovation management capabilities at subsidiaries. This paper distinguishes between implementer and innovator subsidiaries and provides suggestions on how to transform an implementer subsidiary to an innovator. This transformation may start as a strategic priority within the company and then be translated into specific actions. Suggestions for actions are based on the experience of a large multinational pharmaceutical company, Novo Nordisk. Lessons learned include assigning the subsidiary responsibility for a self-contained piece of work while maintaining a central R&D function, balancing local and in-company management, using local innovation talent, and educating new hires into the company culture.

Firm capabilities and firm size: the case of Korean apparel manufacturers

This study assessed firm capabilities as critical resources used by Korean apparel firms to achieve sustainable competitive advantages using Rangone's resource-based approach to small- and medium-sized enterprises' (SMEs) strategy analysis (Rangone, A., 1999. A resource-based approach to strategy analysis in small-medium sized enterprises. Small Business Economics, 12 (3), 233–248). It also compared the similarities and differences in firm capabilities between large firms and SMEs in the Korean apparel industry. Content analysis of Web-based communication data and multivariate analysis showed that a total of 15 firm capabilities emerged under the three SME capability categories: innovation, production and market management capabilities. In addition, compared to large firms, SMEs seemed to lack the capabilities to emphasise integrity/honesty, to offer quick response, and to receive government awards. The findings may help firms in other countries whose apparel industries are currently undergoing a similar phase in the life cycle by allowing these firms to prepare for ‘what will come next’. The study findings may also help government agencies provide relevant and necessary support for SMEs.

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Innovation and Market-Driven Management in Fast Fashion Companies

In hyper-competitive markets, innovation is critical for the growth of marketdriven companies. An examination of case studies of highly competitive global companies in the fast fashion sector, reveals that detailed understanding of the market, deriving from direct management of their stores, enables Zara, Gap and H&M to develop an innovation management capability. This is a fundamental competitive driver for the company’s success.

Targeting innovation and implications for capability development

Innovation is often described in terms of changes in what a firm offers the world (product/service innovation) and the ways it creates and delivers those offerings (process innovation). Arguably this definition is insufficient since it does not take into account two other areas where innovation is possible-market position and business models. Market position relates to the situation where an established product/service produced by an established process is introduced to a new context; here the innovation management challenge is concerned with issues like adoption behaviour and technology transfer. Business model innovation relates to the situation in which a reframing of the current product/service, process and market context results in seeing new challenges and opportunities and letting go of others. Each of these poses challenges for the ways in which innovation is organised and managed—what we term innovation management capability. The paper explores some of these challenges and also looks at the additional issues raised by discontinuous innovation, moving beyond the steady state conditions of ‘doing what we do but better’ to a new set of conditions in which ‘doing different things in different ways’ becomes the norm.

Targeting innovation and implications for capability development

Innovation is often described in terms of changes in what a firm offers the world (product/service innovation) and the ways it creates and delivers those offerings (process innovation). Arguably this definition is insufficient since it does not take into account two other areas where innovation is possible-market position and business models. Market position relates to the situation where an established product/service produced by an established process is introduced to a new context; here the innovation management challenge is concerned with issues like adoption behaviour and technology transfer. Business model innovation relates to the situation in which a reframing of the current product/service, process and market context results in seeing new challenges and opportunities and letting go of others. Each of these poses challenges for the ways in which innovation is organised and managed—what we term innovation management capability. The paper explores some of these challenges and also looks at the additional issues raised by discontinuous innovation, moving beyond the steady state conditions of ‘doing what we do but better’ to a new set of conditions in which ‘doing different things in different ways’ becomes the norm.