185,211 research outputs found

    Green fingers

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    The core team of TILMAN-ORG, Drs Paul Mäder, Christophe David and Julia Cooper, discuss their aims to develop organic farming and conservation agricultural practices through the TILMAN-ORG project, and what challenges must be overcome

    Balanced Innovation Management

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    The Department of Defense has demonstrated success in managing innovation. The military’s approach to innovation management extends beyond traditional distinctions between internal and external innovation modes. Summarizing specific innovation strategies available to managers develops recognition of this growing reality. The article concludes with resulting lessons that can be more widely adopted by managers

    MANAGEMENT INNOVATION: A JOURNEY INTO THE CORE OF RESEARCH IN MANAGEMENT

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    As innovation is considered central to firms’ competitive advantage, innovation research has become a cornerstone of strategic management inquiry. However, the vast majority of research attention is dedicated to understanding how firms can stimulate technological innovation. An emerging (or rather resurrecting) research trend espouses the benefits of management innovation. Management innovation refers to the introduction of management practices, processes and structures that are intended to further organizational goals (Birkinshaw, Hamel and Mol, 2008). The emergent dialogue consists of conceptual work (e.g., Birkinshaw et al., 2008), historical outlines of various management innovations (e.g., Mol and Birkinshaw, 2007) and empirical studies (e.g., Damanpour, Walker and Avellaneda, 2009; Vaccaro, Jansen, Van Den Bosch, and Volberda, 2010)

    The sources of management innovation: when firms introduce new management practices

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    Management innovation is the introduction of management practices new to the firm and intended to enhance firm performance. Building on the organizational reference group literature, this article shows that management innovation is a consequence of a firm's internal context and of the external search for new knowledge. Furthermore the article demonstrates a trade-off between context and search, in that there is a negative effect on management innovation associated with their joint occurrence. Finally the article shows that management innovation is positively associated with firm performance in the form of subsequent productivity growth

    CooperaciĂłn e intercambio de conocimiento en redes inter-organizativas informales

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    El presente artículo explora el papel que juegan las relaciones informales de colaboración entre empresas en la existencia y sostenimiento de redes de intercambio de múltiples formas de conocimiento. Para ello, se reportan los resultados de un estudio empírico llevado a cabo en un colectivo de empresas localizadas en un campus tecnológico que constituyen una red completa inter-organizacional. El estudio presenta evidencia sobre importancia de las características estructurales y las relaciones de confianza en el desarrollo de relaciones de colaboración para el intercambio de conocimiento en áreas relacionadas con la tecnología, el mercado y productos, y la gestión empresarial.This paper explores the role of informal and collaborative inter-firm relationships in the creation and promotion of networks of various sources of knowledge. It reports on an empirical research carried out on a sample of firms located in technology park. Firms form a complete inter-organizational network. This study illustrates the importance of structural characteristics and trust relationships in the development of collaborative relationships, which facilitate exchanging technological, market/product and organizational/managerial knowledge

    THE NEXUS BETWEEN KNOWLEDGE MANAGEMENT AND INNOVATION. A LITERATURE REVIEW

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    Knowledge management is the new managerial discipline whose aim is to support the processes of knowledge exploitation, memorization, re-use and learning. Therefore, it can be said that knowledge management has, implicitly or explicitly, a strong relationship with innovation management. Despite this fact, knowledge management and innovation management have developed into two separate fields and two distinct contexts of research. Starting from these assumptions, the purpose of this paper is to examine how the connection between knowledge management (KM) and innovation management has been developed in the last 10 years. In order to achieve our goal, an etic approach is employed which encompasses an external view of meaning associations and real-world events. The research combines the qualitative with the quantitative perspective and the whole multi-stage process is dominated by an inductive approach. The analysis focuses on 894 articles that were published in knowledge management and innovation journals, mostly indexed in Scopus and Thomson Reuters databases, during 2006 - 2016. The main results prove that there is a strong connection between KM and innovation management although the number of KM journals that approach topics related to innovation is higher than the number of innovation journals that focus on knowledge-related issues. The concept of "innovation" is by far the most used in the analyzed KM papers, while the term of "knowledge" is frequently used as a generic keyword in the Innovation papers; only a few papers are about a specific topic such as product development, project management, and process improvement - in the case of KM journals - or organizational learning, social capital, and human capital - in the case of Innovation journals. The research findings have both theoretical and practical implications. On the one hand, it synthesizes how the link between knowledge management and innovation management evolved in the last 10 years. On the other hand, it may serve as a handbook of managerial guidelines; it brings forward the knowledge management approaches and tools which can be used for product or process innovations

    Open innovation research, management and practice

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    The concept of open innovation has become increasingly popular in the management and policy literature on technology and innovation. However, despite the large volume of empirical work, many of the prescriptions being proposed are fairly general and not specific to particular contexts and contingencies. The proponents of open innovation are universally positive but research suggests that the specific mechanisms and outcomes of open innovation models are very sensitive to context and contingency. This is not surprising because the open or closed nature of innovation is historically contingent and does not entail a simple shift from closed to open as often suggested in the literature. Research has shown that patterns of innovation differ fundamentally by sector, firm and strategy. Therefore, there is a need to examine the mechanisms that help to generate successful open innovation. In this book, the authors contribute to a shift in the debate from potentially misleading general prescriptions, and provide conceptual and empirical insights into the precise mechanisms and potential limitations of open innovation research and management practice

    Total Quality Facilities Management and Innovation: A Synergistic Approach

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    The ideas of quality and performance management and innovation in facilities management service provision are not new. Total Quality Management (TQM) is widely recognised throughout the world as a concept capable of providing competitive advantage. Innovation has also received considerable attention as having a crucial role in securing sustainable competitive advantage. However, there has been little consideration of the potential for integration of TQM practices with innovation principles in determining facilities management performance. TQM and innovation appear to corroborate each other and are becoming increasingly important in facilities management. This study takes a theoretical approach to critically review the relationship between TQM and innovation and to determine the relationship between TQM and Innovation in regard to facilities service provision. The theoretical implication is that FM service providers may adopt a synergistic approach to TQM and innovation, leading to sustained competitive advantage in terms of better positioning themselves within the saturated FM marketplace
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