EFFECTIVE INNOVATION MANAGEMENT: MISSING LINK IN STRATEGIC PLANNING?

Current innovation management literature and research statically differentiates between incremental and disruptive innovation, as far as the trajectory development is concerned. Incremental innovation is generally comprehended as an improvement of technology performance or product feature enhancement, whereas disruptive innovation is defined based on technologies previously new to the world, combined with their effects on markets. The authors of this research present how a convergence of several well-known, incrementally developing technologies can result in innovations with highly disruptive character in terms of innovation trajectories. Paradoxically, in disruptive situations, operative actions must be taken before strategic planning can be made, as the industrial and economic environment can be regarded as extremely uncertain. In this context, however, we argue that this special case caused by the convergence of technologies can serve to understand certain areas of emerging industrial disruptions and hence support the strategic planning and technology management of a firm acting in this area. The case of information and communication technology (ICT) industry is used to highlight this convergence phenomenon as a special case of emerging disruptive innovation. Based on this example, the process of innovations transforming from incremental towards disruptive due to convergence will be examined, and entrepreneurial recommendations for sustaining the competitive advantage and supporting value creation will be derived.

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A EVIDENCIAÇÃO DA INOVAÇÃO ORGANIZACIONAL NO PLANEJAMENTO ESTRATÉGICO DAS EMPRESAS DO SETOR ELÉTRICO

Revista Visão Gestão Organizacional ◽

10.33362/visao.v9i1.2201 ◽

2020 ◽

Vol 9 (1) ◽

pp. 120-132

Author(s):

Carlos Eduardo de Oliveira ◽

Carine Vieira Franco Silva ◽

Érika Monteiro de Souza Alves Dias ◽

Davy Antonio da Silva

Keyword(s):

Strategic Planning ◽

Organizational Innovation ◽

Innovation Management ◽

Electric Sector ◽

Descriptive Research ◽

Present Information ◽

The Law ◽

A Company ◽

Organizational Innovations ◽

Management Report

Pode-se considerar relevante que uma empresa elabore e apresente, aos usuários de suas informações, o seu Planejamento Estratégico. Complementar ao planejamento, ter um controle gerencial e inovador, visando o futuro, é importante. A realização de Inovações Organizacionais pode contribuir para a dinâmica da gestão empresarial, além de possibilitar impactos favoráveis nos resultados financeiros. Considerando-se a relevância do setor elétrico para o país, bem como a evidenciação das informações aos stakeholders, esta pesquisa descritiva, com abordagem quantitativa, verificou a incidência da Inovação Organizacional (IO) no Planejamento Estratégico das empresas do setor elétrico, presentes no Nível 1 de Governança Corporativa da BMF Bovespa. A coleta de dados foi realizada por meio dos Relatórios da Administração (RA), a partir do ano de 2006, pela perspectiva da Lei do Bem (Lei n° 11.196/2005) até o ano de 2016. Analisando-se os principais resultados, confirmou-se que todas as empresas evidenciam as principais práticas de IO e Planejamento Estratégico relacionadas à Lei do Bem, com base na hipótese destacada nesta pesquisa, as empresas do setor elétrico apresentam informações acerca da IO em seus Planejamentos Estratégicos, mas apenas quatro empresas no ano de 2006 e 2007 que não apresentaram alguns itens acerca da IO.Palavras-Chave: Evidenciação. Inovação Organizacional. Relatório da Administração. Setor Elétrico. THE EVIDENCE OF ORGANIZATIONAL INNOVATION IN THE STRATEGIC PLANNING OF COMPANIES IN THE ELECTRIC SECTORAbstract: It can be considered relevant that a company elaborates and presents, to the users of its information, its Strategic Planning. Complementing the planning, having a managerial and innovative control, aiming at the future, is important. The realization of Organizational Innovations can contribute to the dynamics of business management, in addition to enabling favorable impacts on financial results. Considering the relevance of the electric sector to the country, as well as the disclosure of the information to the stakeholders, this descriptive research, with a quantitative approach, verified the incidence of Organizational Innovation (IO) in the Strategic Planning of companies in the electric sector, 1 of Corporate Governance of BMF Bovespa. Data collection was performed through the Administration Reports (RA), starting in 2006, by the perspective of the Law of Good (Law n ° 11,196 / 2005) until 2016. Analyzing the main results, It was confirmed that all companies show the main IO and Strategic Planning related to the Law of Good, based on the hypothesis highlighted in this research, companies in the electric sector present information about IO in their Strategic Planning, but only four companies in the year 2006 and 2007 that did not present some items about IO.Keywords: Disclosure. Organizational Innovation. Management Report. Electrical Sector.

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Innovation management and strategic planning of innovative self-preparedness and self-protection services

10.31224/osf.io/d25w4 ◽

2021 ◽

Author(s):

Iris Gräßler ◽

Jens Pottebaum ◽

Philipp Scholle ◽

Henrik Thiele

Keyword(s):

Strategic Planning ◽

Domain Knowledge ◽

Innovation Management ◽

Market Potential ◽

Success Factor ◽

Novel Approach ◽

Weather Events ◽

High Impact Weather ◽

Scenario Technique ◽

Self Protection

Due to climatic change, the number of high impact weather events is globally increasing. The European Commission aims at increasing the preparedness and protection of both citizens and enterprises to such events. The market potential of such services in public administrations is limited. Extending the scope to self-preparedness and self-protection is both promising and challenging. A novel approach for innovation management and strategic planning based on scenario-technique has been developed, applied and validated within four case studies of the European H2020 project ANYWHERE. The new approach combines fundamental domain knowledge, out-of-the-box thinking and agile scenario technique. Targeting both new innovative services as well as add-ons for established service frameworks was identified as key success factor of innovation in the difficult market of self-preparedness and self-protection services for citizens and enterprises.

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