Technological innovation should not be seen as the result of a single idea, but from a bundle or ensemble of ideas, information, technology, codified knowledge and know-how, which may or may not be included within the new product or process (Conway and Steward, 1998). Furthermore, new ideas rarely appear fully formed and articulated from a single source (Allen, 1977; Allen et al, 1983). For example, Allen et al (1983), observed in their cross-national study of technological change in Small and Medium size Enterprises (SMEs) that: “Bits and pieces of what eventually becomes a new idea arrive from a variety of sources...The individuals who introduce the new idea to the organisation, integrate these messages and in that may make their own creative contribution to the process” (P. 201). This may indicate that innovation often originate from a portfolio or network of actors and relationships (Conway and Steward, 1998). In fact, the network perspective to the study of inter-organizational relationships has received attention in a wide range of organizational literature, from sociology to management and economics. From these fields, the network approach has developed which view organizations as embedded in a web of linkages that act as both facilitators and constraints by influencing their interest and capacity to take actions (Powell, 1990; Nohria & Eccles, 1992).
The main benefits of networks are the exchange of information and knowledge, and access to resources (Claro, 2004). Interdependence is seen as an important binding force to the organizations within a network (Lazzarini et al, 2001). Gulati (1999) and Kogut (2002) studied the direct combination of resources through networks and highlighted the role of ‘hub firms’, which initiate the network and play a proactive role in allocating resources. Market researchers in Europe have indicated that stable long-term stable relations between industrial manufacturers sharing R&D facilitates the development of resources and personnel (Johanson & Matson, 1985). Moreover, Swedish construction firms invest in building relationships with other firms and share information that promotes resource integration and innovation and blurs independent identities (Håkansson et al., 1999). Inter-firm networks can be envisaged as ‘relational-cognitive systems’ that foster valuable knowledge and that engage in continuous learning processes (Mariotti and Delbridge, 2001). A network can also be viewed as a space of emerging relationships or the “Ba”, as it has been called by Nonaka and Konno (1998), which is a space that channel and integrates all the knowledge in the network and serves as a framework in which knowledge is activated as a resource for creation.
On the issue how to link his idea to his organization or business, Kerr simply collected and gained quick feedback and recommendation about how to present or make use of the idea or creativity to his sixty-five top executives in GE; he would assessed and examined his idea with his top management team first before link it to GE (Davenport et al). Davenport, Prusak & Wilson (2003) analyzed and claimed that getting instant comment or criticism is very critical and vital for a idea, as Kerr in his interview argued: “Gaining quick feedback and translating it into action and results is what advocating ideas is all about” (p. 207). In strategic planning, management must measure or evaluate the courses of idea and creativity or development and expansion to ensure they obtain the best and maximum returns from platforms (Davenport). In ideas and organizational management, feedback, criticism and suggestion not only could turn or develop into the guidance, objective and direction or target and focus of innova...
Tidd, J., & Bessant, J. (2011). Managing innovation: integrating technological, market and organizational change. John Wiley & Sons.
The author depicts recombination throughout the entirety of the book for readers to fully understand the importance it has in the discovery of innovation. Discussions of how already existing items in one market may be used and valued in another market fill the pages of this book in an attempt to dilute what you already know and unhinge preemptive thoughts. It is alluded that all innovations are prompted by some phase in the past and instead of making profound breakthroughs they are just revolutionizing predecessors. Hargadon deems that when the organized pursuit of innovation begins with the assumption that revolutionary impacts require revolutionary origins, and that embracing the future requires abandoning the past (p.49). Suggesting that when individuals and organizations attempt to force an innovation to occur, they are hindering their success by actually cutting off the necessary materials where successful innovations are built. An important element for breakthroughs to happen or creating innovative ideas relies on the bridging networks of a variety of worlds. He goes into depth when discovering different worlds and the roles they play in innovation. Proposing that it is the very connections you pave that will determine the successes or failures that await your future. It is stressed that in order to achieve greatness you must surround
Utterback, A. M. (1996). Mastering the dynamics of innovation. United States of American: Harvard Business Press
Gulati R, 1999, 'Network location and learning: the influence of network resources and firm capabilities on alliance formation', Strategic Management Journal, Vol. 20, Is. 5, May, pp 397-399
Technological Innovations of The Industrial Revolution There were many aspects of the eighteenth century Industrial Revolution, yet the most prominent were all of the technological innovations. Three main ideas that contributed to the growth of inventions were cotton production, iron production, and the steam engine. This web page provides a brief overview of these discoveries. First, cotton manufacturing increased tremendously. The initial invention was the flying shuttle.
Technological companies such as Apple and Samsung feed off of each other’s ideas leading to the advancement of technology. Different communities adopt other communities’ agricultural techniques for their benefit. All of these examples exhibit a compound growth effect where others adopt an idea and build off of it. With the compound growth effect in play, ideas a constantly progressing. This essentially boils down to the sharing of ideas.
Analyzing the transfer of technology from one place to another can be a very difficult task. People have tried to trace the origins of specific technologies and map out what cultures it affected, why and what impact the technology had on history. Books have been written on conclusions that authors have made after doing the research I have suggested. I believe that obtaining the information to write a book about this subject is extremely hard and confusing, this is a personal assumption that I have made with regard to the fact that reading a book on this subject is hard and confusing. After reading The Tools of Empire by Daniel R. Headrick and excerpts from both Technology in World Civilization by A. Pacey and Major Problems in the History of American Technology, I have formed some opinions of my own primarily based on my readings about nineteenth and twentieth century technology transfer.
Machines are made to calculate, capture and store images. Machines are also made to help make individual's lives easier and more efficient. For instance, we are able to keep records of our financial transactions through computers. Also, we are now able to communicate to other individuals from different countries because of technology. As technology advances, some individuals are considering machines to have qualities like human beings, such as a conscious and the structure of the human body. However, can machines really have a conscious like humans? Similarly, Alan Turing and John Searle both debated whether machines have a conscious or not. This discussion will be based upon the explanation of Turing and Searle and why I believe machines cannot have a conscious.
... policy are made as the fragment of association strategy, in demand to assess the innovation-related concerns by coupling them with the companies (Thesource 2014; Mindtools.com 2014). The modernization issues from the argument of organizational perceptions have been illuminated recently. For example, one of the best methods to create reasonable advantages is to erect a company, which is based on constant learning and improvement. Many aspects of a company, which incorporates even the industrialized events, are also manipulated by structural learning (Mindtools.com 2014).
It reminds me of another very good example of a reputed global management consulting firm that nurtures their own alumni network. The company cherishes its alumni, and is even happy when people move on for better opportunities. They take pride in the fact that the world’s most successful CEOs have once worked with them, and are still part of their alumni network; and they’re right about nurturing the network of the most successful businessmen and women of our time! The Power of Networking for Startups
Kelley,T. (2005, Oct.). The 10 faces of innovation. Fast Company, 74-77. Retrieved 6th March’ 2014 from http://web.ebscohost.com/ehost/detail?vid=9&sid=1d6a17b7-c5f7-4f00-bea4 db1d84cbef55%40sessionmgr10&hid=28&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=18386009
Introduction In an attempt to find out why most governments and economists encourage technological changes even though it increases structural unemployment, it is important to first and foremost understand the meanings of ‘technological change’ and ‘structural unemployment’. Technological change refers to the improvement of processes that make it easier to produce more, efficiently and at reduced inputs. On the other hand, structural unemployment refers to a situation where skills needed to produce efficiently cannot be matched to appropriate unemployed persons due to technological change – in other words, it refers to inefficiencies in the labor market. Governments and economists and encourage technological change in order to efficiently improve production with reduced inputs, thereby boosting the economy. Impact of technological change on employment As new innovations and technologies are brought into production processes, matching continuous training is necessary to ensure that the supply of skilled labor is available to work with these technologies.
1997). By reviewing the literature on learning and innovation, we try to answer the following
Open innovation opens the doors for a vast array of ideas and suggestions that can help an organization succeed in being innovative. This will allow the organization to hold a competitive advantage when compared to their competition. Organizations who understand the importance of managing technological innovation will have an easier time succeeding than those organizations who feel they are safe and put innovation on the back burner. Managing technological innovation is essential in this day and age, where technology is advancing at a faster than