The management of innovation and its role for the accomplishment of leadership excellence in SMEs

The management of innovation and its role for the accomplishment of leadership excellence in SMEs

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Inhaltsangabe:Zusammenfassung: Die aktuelle Situation auf den MAcrkten ist gekennzeichnet durch Hyperwettbewerb, stark verkA¼rzte Produktlebenszyklen, immer kA¼rzere Produkt- und Technologieentwicklungszeiten. Daraus resultiert die zunehmende Notwendigkeit auch fA¼r KMUs, auf internationalen MAcrkten tActig zu sein und Kernkompetenzen global zu nutzen. Vorsprung zu haben vor anderen, vor Wettbewerbern ist zweifellos von Vorteil. Im Wettlauf um Kunden und A¼berzeugte AnhAcnger gewinnt doch immer der, der besser, innovativer ist. Erfolgreiches Innovationsmanagement ist eine wesentliche Voraussetzung fA¼r A¼berdurchschnittliche Wertsteigerung des Unternehmens, hApheres Wachstum im Vergleich zu Konkurrenzunternehmen, Kundenzufriedenheit und letztendlich somit auch eine Notwendigkeit zur Zufriedenstellung aller Stakeholder. Die eingehende Auseinandersetzung mit sowohl theoretischen Grundlagen als auch praktisch angewandten Methoden des Innovationsmanagements bildet den Ausgangspunkt fA¼r unsere Diplomarbeit. Das Ziel unserer Arbeit ist es, einerseits theoretische Einblicke in neue Konzepte des Innovationsmanagements zu geben, und andererseits auch praktische Entscheidungshilfen fA¼r kleine und mittlere Unternehmen zur VerfA¼gung zu stellen. Abstract: What are the main reasons for the fact that some companies are able to produce more innovative products and services of better quality in less time for their customers compared to their competitors in a given market? Which are the most important success factors and leadership implications that make some small and medium-sized firms more innovative and more successful than others? Those have been the underlying questions that guided us, when writing this paper on the management of innovation and its role for the accomplishment of leadership excellence in small- and medium-sized enterprises (SMEs). When searching the literature of the past five years one can find a vast amount of published articles and studies on innovation and the management of innovation but only a limited number of articles dealt with the specific situation and needs of SMEs. Thus we felt that it would be helpful for leaders of this type of companies to identify a set of practicable implications and measures to be taken in order to support and foster innovation. Of course we cannot reinvent the wheel by setting completely new rules of doing business in SMEs. But what we can do here is trying to identify relevant steps helping to support innovative activities and perhaps even more important to sharpen the leaders senses for the significance of innovation to their business success. Inhaltsverzeichnis:Table of Contents: I.INDEX OF TABLES AND FIGURES7 II.INDEX OF ABBREVIATIONS9 1.INTRODUCTION10 1.1Problem Formation10 1.2Goals of our work12 1.3Structure of our work14 1.4Subject of investigation: Small and Medium-Sized Enterprises17 1.4.1Overall situation of SMEs17 1.4.2Definition of SMEs17 1.4.3Characteristics of SMEs19 1.4.4Stakeholder management in SMEs20 1.4.5Innovation and core competences in SMEs23 2.DEFINING INNOVATION24 2.1A choice of different definitions of innovation used in recent literature24 2.2Defining innovation in the context of our work25 2.3Dimensions of Innovation25 2.3.1Product versus Process Innovation26 2.3.2Radical versus Incremental Innovation26 2.3.3Technological versus Administrative Innovation27 3.ANALYSIS OF THE EXTERNAL ENVIRONMENT OFINNOVATION28 3.1Impact of public authorities and political decisions on Innovation29 3.1.1Public Innovation Climate29 3.1.2Active participation in innovation activities31 3.1.3How innovative are SMEs in Europe?32 3.2Regional Innovation Support Systems33 3.2.1Identifying the Need for Regional Innovation Support Systems35 3.2.2Example of a Regional Innovation Support System: Upper Austria35 problems of the innovation process in SMEs36 Support Systems to improve SME innovativeness37 with innovation support systems38 3.2.3Implications for efficient regional SME innovation support systems39 3.3Territorial Efficiency a Innovative Clusters41 3.3.1The notion of Territorial Efficiency and its importance for SMEs41 3.3.2How do Industrial Clusters support SMEs commited to Innovation44 3.4Networking between firms48 3.4.1Motives for networking49 3.4.2Problems associated with inter-firm cooperations50 3.4.3Suggestions on networking between SMEs51 3.5The current situation in Europe results from CIS253 3.5.1Innovators: who, how many?53 3.5.2Output of Innovation54 3.5.3Innovation activities and expenditure54 3.5.4Why do firms innovate?55 3.5.5Sources of information for innovation55 3.5.6Innovation cooperation56 3.5.7Obstacles to innovation56 4.THE INDIVIDUAL FIRM S PERSPECTIVE58 4.1Leadership and Innovation58 4.2Leadership Excellence in SMEs61 4.3Strategic Management and Innovation62 4.4The strategy in the context of innovation65 4.4.1Basics of strategy65 4.4.2Types of innovation strategies66 strategy67 follower strategy67 strategy67 4.5New Innovation Management67 4.5.1A definition of innovation management69 4.5.2The main tasks of innovation management69 4.5.3Characteristics of innovation72 of newness72 potential74 4.5.4Project or process structure75 4.5.5The management of innovation and the organization77 organization dilemma77 architecture for innovation78 4.6The process of innovation80 4.6.1The idea production phases83 4.6.2The idea development phases84 4.6.3The idea implementation phases84 4.6.4The phase-spanning controlling activity84 4.6.5Technological and market forces84 4.7Innovation controlling85 4.7.1Organization of innovation controlling86 4.7.2Functional innovation controlling86 4.7.3Project based innovation controlling86 4.7.4Management ratios89 4.7.5Performance management controlling of soft facts90 4.8Technology Management92 4.8.1A definition of technology management93 4.8.2Tasks of technology management94 4.8.3Information and Know-How Management96 Forecast96 Monitoring96 Approval97 4.8.4Core competences and technology98 5.EMPIRICAL QUALITATIVE CASE STUDIES101 5.1On qualitative researching101 5.1.1Qualitative versus quantitative research101 5.1.2Introduction to qualitative research and respective methods103 5.1.3Qualitative Research Design106 Stage of Reflection106 Stage of Planning107 Stage of Entry107 Stage of Productive Data Collection108 Stage of Withdrawal108 Stage of Writing109 5.1.4Extension and deepening of findings110 5.1.5General principles of qualitative research a summary111 5.2Methodology112 5.2.1A short introduction to GABEK112 5.2.2Research Design112 5.3Interview Guidance114 5.4Participating Companies115 5.4.1Firm A115 5.4.2Firm B115 5.4.3Firm C116 5.4.4Firm D116 5.5GABEK Analysis116 5.5.1Innovation117 5.5.2Leadership120 5.5.3Customers122 5.5.4Ideas124 5.5.5Framework126 5.5.6Organizational Structure128 5.5.7Corporate Culture129 5.5.8Process Management131 5.5.9RaD133 5.5.10Technologies135 5.5.11Know-How137 5.5.12Know-How Transfer139 5.5.13Cooperations141 5.5.14Core Competencies143 5.5.15Strategy145 5.5.16Team148 6.THE INNOVATION MODEL FOR SMES150 6.1The Leadership House151 6.1.1Core Task of the Company152 6.1.2Core Competences152 6.1.3Core Products and Services / Strategic Issues153 6.1.4Core Differentiations154 6.1.5Well-Being154 6.1.6Corporate Culture154 6.1.7Annual Mission Statement and Behavioural Norms155 6.1.8Organization and Leaders155 6.1.9Strategies156 6.1.10Corporate Image156 6.2Identifying Success Factors for Innovations in SMEs157 6.2.1Customer Orientation158 6.2.2Financial Resources158 6.2.3Human Resources158 6.2.4Strategic Capabilities159 6.2.5Identification and Development of Core Competences159 6.2.6Cooperation Capabilities159 6.2.7Capability to harvest the creative potential of employees160 6.2.8Creating a Corporate Culture that fosters Organizational Learning160 6.2.9Organizational Structure that is adaptable to change160 6.2.10Project and Process Management Capabilities161 6.2.11Implementation Capabilities161 6.3The Model of Innovation Success Factors for SMEs162 7.IMPLICATIONS FOR SMES AND FINAL REMARKS164 7.1Implications of the innovation success factors for SMEs164 7.1.1Implications regarding Customer Orientation164 7.1.2Implications regarding Financial Resources166 7.1.3Implications regarding Human Resources167 7.1.4Implications regarding Strategy169 7.1.5Implications regarding Core Competences171 7.1.6Implications regarding Cooperation172 7.1.7Implications regarding Creative Potential of Employees173 7.1.8Implications regarding Corporate Culture174 7.1.9Implications regarding Organizational Structure176 7.1.10Implications regarding Project and Process Management176 7.1.11Implications regarding Implementation177 7.2Final Remarks179 8.ANNEX180 8.1Original questionnaire used during the interviews180 8.2GABEKAr WinRelanAr expression list190 9.REFERENCES a ADDITIONAL BIBLIOGRAPHY207 9.1References207 9.2Additional Bibliography214 EIDESSTATTLICHE ERKLA„RUNG2295.3 Interview Guidance After the introductary question and after asking the interview partners about their personal ... In the questions 11 to 15 the executives were asked about the latest innovative activities in their company and on what type ofanbsp;...

Title:The management of innovation and its role for the accomplishment of leadership excellence in SMEs
Author:Markus Santer, Bruno Riedl - 2004-02-05


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