92,587 research outputs found

    Stakeholder engagement as a facilitator of organizational learning

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    This paper examines the relationship between stakeholder engagement and competence building. Following the dual perspective of the firm, which indicated that managers deal with both transactions and competences concurrently, we argue that stakeholder interactions also concern both transaction cost reduction and value creation. Based on a review of the extant literature, we incorporated a micro-macro connection between organizational learning and competence building. Further to this, we developed a conceptual framework by linking stakeholder engagement and organizational learning. This framework demonstrates that stakeholder relations may have significant effects on organizational learning and thus stakeholder engagement can play the role of facilitator in building firm competences

    CHARACTERISTICS OF THE MANAGEMENT BASED ON KNOWLEDGE

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    The decisive role held by knowledge in all domains of economic activity through the impact exerted upon the functionality and performance of the organization, asks for the promotion of the management based upon knowledge. The characteristics of the management based upon knowledge show its increased complexity and the significant role of the human factor in creating, implementing and exerting it efficiently.knowledge, information, management based upon knowledge, a learning organization, culture of knowledge.

    THE NECESSITY TO PROMOVION THE MANAGEMENT BASED ON KNOWLEDGE

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    Taking into consideration the current conditions, in which "information is often assimilated with power" the major interest for most organizations stands in collecting the necessary knowledge at a high qualitative level and using it with maximum efficiency, through its materialization into adequate managerial conducts, actions and decisions. Together with the assurance of the material, human resources, both international and financial, the performing organizations are more and more preoccupied by the production, transmitting, usage, depositing and protection of knowledge, especially of the strategic ones, essential for the companies' development. The information became more and more a resource, a major asset, a main product and at the same time a strategic advantage for organizations, fact that has a significant influence over the content and the way of manifestation of the management, imposing with acuteness the promotion of the management based on knowledge.management based on knowledge, information, culture of knowledge, a learning organization

    Knowledge Management

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    The main aim of European Union is "to become the most competitive and dynamic world economy based on knowledge, capable for viable economic growth with better work places and greater social cohesion". Competitive advantage in "new economy" has passed from material and financial assets on (to) non-material and non-financial belongings. The key challenge for 21st century companies is knowledge defining, measuring, advancing, valuing and controlling. Characteristics of economy based on knowledge are: • knowledge is used as input and as output, • in the most developed countries i the world, more than half gross of domestic product is based on knowledge, • high technology Industries nearly have doubled their share in output in last two decades, while services based on knowledge increase faster, too, • in new employing number of " knowledge " workers brings on an overage 80% of new jobs, and • increasing of information and knowledge portions in production technologies, but in products, too.knowledge management

    Cooperation networks and innovation: A complex system perspective to the analysis and evaluation of a EU regional innovation policy programme

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    Recent developments in innovation theory and policy have led policymakers to assign particular importance to supporting networks of cooperation among heterogeneous economic actors, especially in production systems composed of small and medium enterprises. Such innovative policies call for parallel innovations in policy analysis, monitoring and assessment. Our analysis of a policy experiment aimed at supporting innovation networks in the Italian region of Tuscany intends to address some issues connected with the design, monitoring and evaluation of such interventions. Combining tools from ethnographic research and social networks analysis, we explore the structural elements of the policy programme, its macroscopic impact on the regional innovation system, and the success of individual networks in attaining their specific objectives. This innovative approach allows us to derive some general methodological suggestions for the design and evaluation of similar programmes.Innovation policy, cooperation networks, evaluation, regional development, SMEs production systems, complex systems

    Social Justice Documentary: Designing for Impact

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    Explores current methodologies for assessing social issue documentary films by combining strategic design and evaluation of multiplatform outreach and impact, including documentaries' role in network- and field-building. Includes six case studies

    Sustainable and traditional product innovation without scale and experience, but only for KIBS!

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    This study analyzes the ideal strategic trajectory for sustainable and traditional product innovation. Using a sample of 74 Costa Rican high-performance businesses for 2016, we employ fuzzy set analysis (qualitative comparative analysis) to evaluate how the development of sustainable and traditional product innovation strategies is conditioned by the business’ learning capabilities and entrepreneurial orientation in knowledge-intensive (KIBS) and non-knowledge-intensive businesses. The results indicate two ideal strategic configurations of product innovation. The first strategic configuration to reach maximum product innovation requires the presence of KIBS firms that have both an entrepreneurial and learning orientation, while the second configuration is specific to non-KIBS firms with greater firm size and age along with entrepreneurial and learning orientation. KIBS firms are found to leverage the knowledge-based and customer orientations that characterize their business model in order to compensate for the shortage of important organizational characteristics—which we link to liabilities or smallness and newness—required to achieve optimal sustainable and traditional product innovation.Peer ReviewedPostprint (published version

    The impact of Digital Platforms on Business Models: an empirical investigation on innovative start-ups

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    Digital platforms have the ability to connect people, organizations and resources with the aim of facilitating the core interactions between businesses and consumers as well as assuring a greater efficiency for the business management. New business concepts, such as innovative start-ups, are therefore created based on innovation, scalability and the relationships within the community around them. The purpose of this work is to deeply understand the evolution of business models brought by innovative and dynamic companies operating through online platforms. In order to achieve the objectives set, an exploratory multiple-case study was designed based on in-depth structured interviews. The aim was to conduct a mixed analysis, in order to rely both on qualitative and quantitative data. The structured interview protocol was therefore designed to collect and then analyse data concerning the company profile and managers’ perspectives on the phenomenon of interest. The interview protocol was submitted in advance and then face-to-face interviews were carried out with the following professional figures: Chief Executive Officer (CEO), General Manager, Chief Technology Officer (CTO), Marketing Manager and Developers. Collected data were analysed and processed through the Canvas Business Model in order to clearly outline similarities and differences among the sample. Results can be considered under two viewpoints. On the one hand, this work provides a detailed overview of the companies interviewed, according to the dimensions of: reference market dynamics, type and number of customers, scalability. On the other one, they allow to identify some success patterns regarding key activities, key resources, channel mix strategy, costs management, value proposition, customer segmentation, key partners and the way to obtain revenues. Results from the multiple-case study with 15 Italian start-ups provide interesting insights by comparing the innovative business models developed and highlighting key differences and similarities. verall, the start-ups analyzed, operating in several sectors, showed great growth prospects and the possibility to create value for their customers through innovative products and services offered through digital platforms
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