Love and Roper (2009) discussed that cross-functional teams plays an important part in innovation process because it enables knowledge sharing, overcome organization barriers and development of trust. Communication and information flow between functional departments are key factors in determining successful innovation. As the market move towards knowledge-based competition based on innovation and product quality, firm’s strategy space have been redefined to focus on organizational learning, knowledge sharing and process
The River Basin Management in the European Union (EU), has implemented public participation in the planning and management process. Communities are brought in to be involved with the development of strategy and the delivery of these plans by means of management and operations. There is a urge for companies to build their long-term business strategies around three elements: ecosystem understanding; economic growth; and social responsibility. Technology cooperation is an important part of the strategy for sustainable development, for it contributes to all aspects of sustainable development: environmental, social and economic. Technology cooperation involves cooperation in the transfer of skills and knowledge; and sharing technology contributes to many gains to society as a whole.
(a) What is the relationship between organizations and innovation? The research is aimed at defining the relationship between the two concepts that is innovation and organization, the concept innovation can be acquired and exploit by many organizations to achieve superior value. Mobbs C (2010), outline different definition constituting to innovation, one of the definition as stated by UK department of trade and industry (2004) defines innovation as “successful exploitation of new ideas”, Michael Porter (1990) further defines innovation as “A nation competitive advantage“ therefore innovation can be broadly defined and observed as a vital approach to achieve organizational goal and competitiveness. (Oxford dictionary;2005:1030) defines the concept organization as a group of people who form a business together aiming at achieving a particular goal. Pakistan Journal of Psychological (2013) research studies reveals that innovation has a direct bearing on organization effectiveness, The journal further express the definition effectiveness as provide by Andersen (2006) as a degree to which an organizational achieve its goal.
Model of Strategic Entrepreneurship Numerous authors who pioneered this concept, emphasize the strong relationship of business and management strategies (Meyer and Heppard, 2000, Hitt et al, 2002; Gundry and Kickul, 2007th, etc.). In the concept of strategic entrepreneurship, the link between entrepreneurship and strategic management is clear and logical. It is clear that entrepreneurs should have certain managerial skills and knowledge to manage their businesses. However, modern managers must have some entrepreneurial characteristics, such as the ability to find and create new business opportunities, innovative spirit, willingness to take risks, etc. Therefore, the roles and tasks of modern entrepreneurs and managers are very interdependent.
This study highlights the key role that both organizational innovation and technological innovation play in enhancing organization's competitive advantage, which reflects on organizations' performance. The core knowledge behind the aim of this study
Integration of Human resource into the business strategy has a number of benefits, which among them are; guarantee complete implementation of organisations strategy, give a wide range of solutions for resolving the complex administrative problems, playing crucial role in attaining and maintaining successful organisational performance, making sure that all technical, financial and human assets have equal consideration when setting the organizations objectives and measuring the ability to implement the set objectives, providing a permanent focus to Human resource management and helping the business to reach competitive advantage (Budhwar and Sparrow, 1997; Truss et al., 1997; Budhwar, 2000a; 2000b). There exists a criteria which can be used to evaluate the extent of integration of Human resource into the business strategy, they include; presentation of specialist personnel manager, existence of a clearly written strategy on personnel management, development of a business strategy ( in consultation with the human resource management specialist ) in line with mission statements, aligning human resource strategy with corporate needs through business organization process, participative administration process and board meetings and human resource
Alhamoudi 2010 Knowledge Management is the strategic application of integrated managerial strategy, which combines the explicit (IT) and tacit (people) knowledge with organizational process to create, store, share, and apply knowledge assets from the different sources (internal and external) of knowledge to make the right decisions in order to gain the strategic objectives. There are many motives that lead organizations to adopt the knowledge management model, Kaur et al., 2012 shown examples of these motivations like enhances the creation and sharing of tacit knowledge, improves internal collaboration, share best practice, provide competitive intelligence and it is considered as a source of sustained competitive advantage. King, 2009
However, in evaluating the literature there may be some level of linkage in which the adequate management of knowledge (tangible and intangible/ explicit and tacit knowledge) will surge capabilities, which can result to competitive advantage. The organization exists in a social context where members interact to accomplish organizational goals. The attainability of the managers is crucial to glue these elements. Teece and Pisano (1994) stated “managers coordinate or integrate activity inside the firm. How efficiently and effectively internal coordination or integration is achieved is very important…” (Teece and Pisano,
There is a general consensus that industrial clusters are able to promote economic development by creating a favourable environment for innovation and entrepreneurship. This idea is mainly based on the successful cases of clusters present in the literature, such as Silicon Valley (Saxenian 1994) and, more recently, the case of micro-nanotechnologies in Grenoble (Potter 2009). Complex networks of collaborations are built by members of clusters - small and large firms, universities and research institutions - in order to learn and innovate, as tacit information and knowledge are best developed and exchanged locally. Close interaction with customers, venture capitalists and knowledge-intensive service providers, along with knowledge spillovers, create more new ideas and provide intense pressure to innovate and lowers the cost of experimenting (Ketels and Memedovic 2008). This process of exchange and learning generates (and accumulates) social and technological capabilities that are critical for achieving development.
Firstly, IT contributes to the management of knowledge used in innovation production processes. Secondly, IT enables phases of the innovation production process from concept development to design, engineering and manufacturing. Thirdly, IT enables the collaborative process of innovation between internal and external partners. 2.1.1. Enabling role of IT in knowledge management of innovation Creation of innovations derives from cumulated prior knowledge.