scholarly journals Logical Decision-Making Method Relating to Innovation Management

2016 ◽  
pp. 12-19
Author(s):  
Nélio F. dos Reis ◽  
Priscila Facciolli S. L. Tavares ◽  
Cristina Oliveira ◽  
Jair Minoro Abe
Keyword(s):  
Decision Making ◽  
Innovation Management

scholarly journals Specifics of Management of Enterprise Innovation Activities in the Czech Republic – The Decision-Making Mechanism

2018 ◽  
Vol 26 (3) ◽  
pp. 137-142
Author(s):  
Jindra Peterková ◽  
Jiří Franek
Keyword(s):  
Decision Making ◽  
New Technologies ◽  
Innovation Management ◽  
Analytic Hierarchy ◽  
The Czech Republic ◽  
Innovation Activities ◽  
Enterprise Innovation ◽  
Technical Solutions ◽  
Hierarchy Process

Abstract The majority of Czech managers are aware that the long-term competitiveness of the company depends primarily on the use of innovative technical solutions and investments in new technologies. Despite awareness of the importance of innovation, many companies do not know how to manage, implement, and evaluate them. Empirical research showed that most innovation firms implement, but do not systematically manage the implementation of innovative projects and the allocation of funds. There is a contradiction between companies’ ability to orientate themselves in the approaches available in the area of innovation management and the existence of a large number of approaches that can be used to address a particular type of innovation problem. A set of innovation concepts has been created to solve those challenges. Practical steps of the decision-making mechanism for selecting innovation concepts have been proposed. The decision-making mechanism is based on the analytic hierarchy process (AHP) and serves primarily for managers of medium and large enterprises.

scholarly journals Role of Knowledge in Management of Innovation

Resources ◽  
2019 ◽  
Vol 8 (2) ◽  
pp. 87
Author(s):  
Yury Nurulin ◽  
Inga Skvortsova ◽  
Iosif Tukkel ◽  
Marko Torkkeli
Keyword(s):  
Decision Making ◽  
Innovation Management ◽  
Rapid Development ◽  
Innovation Process ◽  
Integrated Approach ◽  
Point Of View ◽  
Organizational Resource ◽  
Development Processes ◽  
Systemic Understanding

Knowledge has always been, and still is, a crucial source of economy. However, during the past few years we have seen a growing interest in treating knowledge as a significant organizational resource for innovation. This trend coincides with the rapid development of ICT, indicating the strong influence that ICTs have on the processes of creating, disseminating, and using knowledge. At present, issues of innovation management and knowledge management are studied independently, which creates a certain gap in the systemic understanding of the innovation development processes. The paper proposes an integrated approach to the issues mentioned. The hierarchy and taxonomy of knowledge are considered from the point of view of their influence on decision-making at different stages of the innovation lifecycle. Our proposition complements and contributes to several recent models of decision-making developed in the frame of the innovation process.

MECHANISM OF ASSESSING AND FORECASTING OF INNOVATIVE ACTIVITY EFFECTIVENESS APPLICABLE IN HIGH-TECH COMPANIES

2021 ◽  
Vol 3 (4) ◽  
pp. 144-149
Author(s):  
A. E. SKLYAROV ◽  
Keyword(s):  
Decision Making ◽  
Continuous Monitoring ◽  
Innovation Management ◽  
Innovative Activity ◽  
High Tech ◽  
Decision Making Process ◽  
Management Process ◽  
Project Approach ◽  
Innovative Project ◽  
The Project Approach

Proposals for the development of the innovation management process of current projects are being formed in the article. These proposals include the organization of continuous monitoring and reassessment of the progress of the project, approach to assessing its innovativeness not as a constant, but as a variable, depending on the time of the analysis. The ways of decision-making process regarding management of innovative activity of the company in the case of positive and negative changes during the implementation of an innovative project are outlined.

Lowering the Center of Gravity around Enterprise IT

2010 ◽  
pp. 19-35
Author(s):  
Amy C. Hutchins ◽  
Brian D. Goodman ◽  
John W. Rooney
Keyword(s):  
Decision Making ◽  
Innovation Management ◽  
Management Program ◽  
Development Projects ◽  
Technology And Innovation ◽  
Corporate Development ◽  
The Common ◽  
Business As Usual ◽  
Manage Innovation ◽  
Core Part

In this chapter, we look at three key reasons why corporate development projects fail and how a technology and innovation management program can change a company’s approach to information technology. First, we briefly provide context to typical IT management issues, covering business-as-usual management with the role it plays as part of supporting the enterprise and the issues that arise because of it. We then review three common issues – solutions that are dead on arrival, dead by committee and dead by adoption. An introduction to IBM’s Technology Adoption Program describes one such innovation management discipline demonstrating through three brief case studies how to mitigate the common plagues of development projects. While the issues with technology and innovation management are obviously wide and varied, this chapter focuses on the need for a formal initiative to manage innovation. Similarly, fully understanding the workings of a program such as TAP is of considerable scope. The benefit to the reader is our focus on driving the decision making around technology to the users – the community – as a core part of making decisions.

scholarly journals Knowledge sharing and collaborative relationships in business ecosystems and networks

2017 ◽  
Vol 117 (7) ◽  
pp. 1407-1425 ◽  
Author(s):  
Anna Wulf ◽  
Lynne Butel
Keyword(s):  
Decision Making ◽  
Knowledge Sharing ◽  
Business Performance ◽  
Innovation Management ◽  
Organisational Learning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Collaborative Relationships ◽  
Content Type ◽  
Business Ecosystem

Purpose The sharing of knowledge between partners in collaborative relationships is widely accepted to be fundamental to supporting strategic decision making, particularly in relation to innovation management and business sustainability. The purpose of this paper is to focus on how the structure of collaborative relationships in business networks may determine successful knowledge sharing and thus improve decision making and business performance. Design/methodology/approach Expert interviews were conducted with participants operating in networks and business ecosystem in four different sectors in Italy and Germany, exploring the process of knowledge sharing, organisational learning and decision making within collaborative relationships. A qualitative textual analysis was used to analyse the experts’ responses. Findings The research found that an organisation’s network position and the network structure, as well as the governance and richness of the business ecosystem in which it operates, influence its ability to share knowledge, to innovate and therefore to compete sustainably. Research limitations/implications The research demonstrates that innovative strategic decision making, based on access to appropriate knowledge, occurs within the context of social and business network relations operating within a broader more diverse business ecosystem. Closer dyadic or small working group ties best facilitate trust and sharing of the most valuable knowledge. Appropriate participation in and management of such structures is therefore essential to support knowledge-based decision making, and critical to sustained competitive advantage. Originality/value The research focusses on how interfirm relationships are established and maintained, how firms establish trust and facilitate knowledge sharing forming the basis of organisational learning.

THE "EVERYTHING'S DIFFERENT, EVERY TIME" INNOVATION MANAGEMENT PROBLEM: A PROMISING MODEL DEVELOPMENT

2015 ◽  
Vol 19 (05) ◽  
pp. 1550057
Author(s):  
GLENN BROPHEY ◽  
ANAHITA BAREGHEH ◽  
DAVID HEMSWORTH ◽  
MARK WACHOWIAK ◽  
DEAN HAY ◽  
...  
Keyword(s):  
Decision Making ◽  
Innovation Management ◽  
Model Development ◽  
Opportunity To Learn ◽  
Management Problem ◽  
New Paradigm ◽  
Continuous Innovation ◽  
Management Actions ◽  
Novel Approach ◽  
Context Specific

This study reports on the testing of a promising approach for aiding decision-making during innovation. By focusing on the effects of risk/action dyads on success (the Risk/Action/Success (R/A/S) framework), and because perceived risks do appear repeatedly even though they emanate from differing contexts, the model offers an opportunity to learn from what worked best before. Using Artificial Neural Networks, this novel approach allows for generalisation and applicability of specific innovation management actions that are context specific. For academics, the proposed approach contributes to the risk-management literature by proposing a new paradigm for understanding and analysing innovation processes and identification of the most frequently occurring risks as seen by managers directly involved in continuous innovation. In addition, the model offers the capacity to use quantitative techniques to model the overlapping risks and actions during innovation-related decision-making. For practitioners, it can provide specific recommendations in the form of success-sorted lists of actions taken by other innovation managers that faced similar risks. This paper presents the theoretical and practical rationales underpinning this R/A/S framework and reports on the viability of this approach using pilot data.

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