К вопросу о концепции инновационного управления организацией
Analysis of the evolution of theoretical approaches on the nature and content of organization management has showmen an important role of the classic, evolutionary, behavioural, institutional and strategic theories for the concept of innovation management development. A special place within these theoretical views belongs to the entrepreneurial approach (by P. Drucker), which is combining innovation and entrepreneurship in one technology management - entrepreneurial management. The conclusion has been made that up to now the concept of innovative management is under development. It has not yet become part of strategic management. The approach to innovative management existing in the Russian modern economic literature considers it only as a single (specific) function - as management of innovations. Accordingly, the implementation of this function directed to development and implementation of a type of innovation - product, technological, organizational, and marketing and others. Such a narrow view on management of innovations (as a single function) makes the content of innovative management scanty like entrepreneurial management. At the same time this narrow view does not correlate to the new format of the innovation process where researches are only a part of the whole project and the main focus is displaced to demand forming, chain supply construction, clients network creation. The conclusion has been made that there is a need for a broader view on the innovative management of organization like entrepreneurial management, for which a set of microeconomic factors: strategy and strategic control, organizational capital, financial resources, is necessary. Organizations strategy has two principal functions: to overcome the technological and market uncertainty. To perform these functions strategic control over resources by top managers and a system of incentives for innovative investment are required. Organizational capital for innovation exists in the form of functional and hierarchical integration of personnel; the system of incentives and remuneration methods generate collective learning. Strategy and strategic control, organizational capital and financial resources are closely linked in a dynamic process that is resulted in an innovation. This link is provided and supported by innovative management. The paper argues a broader view on the innovative management of organization as an interactive activity based on the feedback interactions (signalling management) and aimed at creating new competitive advantages within a firm/organization due to microeconomic factors. Combining and matching of these factors provide for an organization its competitive advantages due to competition in innovations. As a result, the organization is able to get Schumpeters rent. Based on this approach some principles for innovative management concept development are declared in the paper.