Образование, наука, бизнес: развитие и перспективы
The challenge of managing radical innovation is partly about dealing with higher levels of uncertainty as organizations seek to extend their exploration into new technological and market spaces. Innovation management routines for dealing with this differ from those around incremental innovation — the well-established exploit/ explore dilemma. But it can be argued that there is a second challenge associated with radical innovation under conditions of discontinuity — when new elements in the environment need to be brought into the organisation's frame for search, selection and implementation. Under these conditions existing routines fail and otherwise successful incumbents experience significant difficulties. This paper explores the challenge of such radical innovation through the lens of the ways in which innovation activity is framed and contributes to the theme of this Special Issue through discussing barriers and enabling routines associated with the search, selection, and implementation processes within organisations.
Described approach delivers opportunities for unstructured information utilization in order to increase efficiency of innovation in education activity for separate tutors, science workers, professors and for scholarship, university as a whole for creating and automation of innovative process and therefore for maximization of ROI (return on investments) in universities intellectual and social capital. As a result, virtual community with a multiple content centres is created presenting a prototype of intellectual neural network with distributed association nodes. These nodes are formed during non-standard educational process similar to brainstorming where participants have quite different knowledge levels and limitation due to ‘traditional thinking’, for example, classical seminar in auditorium in parallel with webinar. In this process all steps except final (gathering of experts) are human non-dependant, what increase efficiency of this process in general.
Innovation is the realization of a creative idea being applied to an existing problem. This application may be either of a new idea or the adoption of an existing idea. As we can see some aspects of Enterprise Architecture development and other activities in large organizations may grow from supposed purely engineering tasks to real research problems. This is a soil for cooperation and co-innovation in research and development that may be of a great value for both science and industry.
Purpose – The purpose of this paper is to explore the plausibility of six elements of IC and justify the measurement ability of a set of indicators based on publicly available data for each of the proposed element in order to provide tools to managers for their decision-making process in knowledge management (KM). Design/methodology/approach – Core company's intangibles are combined into six intellectual capital (IC) elements that appear after the division of each of the traditional components (human, structural and relational capital (RC)). The human capital includes management and human resources capabilities (HRC). Structural capital is divided into innovation and internal process capabilities (IPC). RC contains networking capabilities and customer loyalty. In drawing on the relevant literature each element is described through a set of indicators collected from publicly available data. The validity of proposed IC model is justified through structural equation modeling. Each element is tested on a sample of more than 1,650 listed European companies over the period of 2004-2011. Findings – The study gives empirical support of three component IC structure and its decomposition into second level. The findings reveal that implementation of KM plays a significant role for HRC as well as for IPC.
This research aims to analyze the ways of modernization of economy on the base of modern occidental management, industrial and accounting practices diffusion in the enterprises of Russian Federation. In particular, the new emerging paradigm, the clusters, is analyzed. The relevance of this argument stands, on the one hand, in the increasing level of economic, political and trade relations between West and Russia and the growing weight of Russia on the international arena and, secondly, the lack of systematic material on this topic. Thus, the research aims to verify whether and how the intensification of these relations has an impact on corporate culture and "way of doing business" in Russia according to Western, in general, and Italian, in particular, best practices.
The aim of the research is to conduct an empirical investigation and reveal what types of globalization and innovation strategies in turbulent and unfavorable regional institutional environment are most likely to be associated with different trajectories of Russian manufacturing firms’ performance in 2007- 2012. We employ the results of empirical survey of 1000 medium and large enterprises in manufacturing (2009) linked to financial data from Amadeus database and the data on the regional institutional environment. We test that (1) introduction of innovations before the crisis ceteris paribus helped the firms to successfully pass the crisis and recover. We expect that (2) companies that became globalized before the crisis (via importing of intermediate and capital goods; exporting; FDI; establishment of partner linkages with foreign firms) ceteris paribus are more likely to successfully pass the crisis and grow. And (3) propose the positive effect of synergy of innovation efforts and globalization strategy of the firm. We expect that the abovementioned factors are complimentary and reinforce the ability of the firm to recover after crisis shock. We found strong support for the hypothesis that firms financing introduction of new products before the crisis and simultaneously managed to promote and sell them on the global market were rewarded by quick return to the growing path after global crisis. Other strategies, i.e. solely innovations without exporting play insignificant role while exporting without attempts to introduce new products contribute even negatively to post-crisis recover. Institutional environment also matters: in the regions with less level of corruption firms were more likely to grow after the crisis
The case presents strategy of a medium-size Russian company involved in design, manufacturing and distribution of medical devices for haematological and microbiological laboratories. The data presented in the case should enable the students to perform an analysis of the proposed new ventures, to identify main opportunities and risks in the proposed new venture, to understand the additional demands and requirements imposed on stakeholders of the company in a new venture. The case is intended to be one of core cases in specialized courses in Business and Management in Russia Programs for oversea students or in broader courses on Competitive and Corporate strategies and Innovation Management at graduate levels (Master in management programs) or in executive programs (full-time and part-time MBA and Executive MBA). The case is designed to be used by both on-site and distance learning techniques.
One of the basic factors of economic growth in the information knowledge - based economy is the innovation component determined by the level of intellectual capital usage. Of the specifics in the usage of intellectual capital is that the cost evaluation of intellectual resources on the macro-level as a factor of economic growth is extremely difficult and there are more evaluation possibilities on the micro-level. The risk's estimation based on making use of discount theory.