scholarly journals A Study of Technological Innovation in New Zealand

2021 ◽  
Author(s):  
◽  
Peter Harry Winsley
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Technological Innovation ◽  
Necessary Conditions ◽  
New Technology ◽  
Core Competencies ◽  
Social Processes ◽  
Learning Processes ◽  
Learning Abilities ◽  
Technological Learning

<p>This thesis addresses the research problem of "what are the key underpinning assets or drivers of technological innovation, and how can they be harnessed to create competitive advantage?" Technological change is an evolutionary process. Research and technological innovation creates knowledge and technology that is irreversible in the sense that inventions can be superseded but not "uninvented". Technological innovation creates knowledge and technology that is cumulative because it lays a platform for further knowledge creation, or sets in place another rung in an ascending ladder of new performance characteristics or properties which are demonstrably superior to their antecedents. In turn, the asset specificity and irreversibility of technology and its cumulativeness create barriers to competitive entry. This allows a firm to earn the premiums that create market power and allow further innovation to be financed. The model of technological innovation advanced in this thesis has at its core the strategic governance framework of a firm, within which the dynamics of significant new technology, human capital and social processes are catalysed and made productive by differentiated technological learning processes. No one type of technological learning applies universally, but rather learning is differentiated by variables such as firm size and structure, the past experience and core competencies of the firm, its human capital stocks, social processes, interactions with the external environment, and a host of market, institutional and technological factors. It is argued that the dynamics of significant new technology, human capital and social processes are fundamental and necessary conditions of technological innovation. Technological learning processes underly and provide a connecting thread that integrates these necessary conditions into a model of technological innovation that can be applied by managers to create and sustain competitive advantage. Technological learning both shapes and is shaped by the human capital stocks and social processes of a firm. Learning processes give rise to significant new technology, and the dynamics of that technology in turn helps catalyse and gives rise to further learning. The rate and direction of learning and of technological innovation is also driven by the firm's interaction with external sources of ideas and technology. To create competitive advantage through technological innovation business managers must address a firm's strategy, human capital-related assets, social processes and technological learning abilities. Policy managers must ensure that the public technostructure is in place to foster human capital creation within an economy and to facilitate access to new ideas and sources of stimulus.</p>

scholarly journals A Study of Technological Innovation in New Zealand

2021 ◽  
Author(s):  
◽  
Peter Harry Winsley
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Technological Innovation ◽  
Necessary Conditions ◽  
New Technology ◽  
Core Competencies ◽  
Social Processes ◽  
Learning Processes ◽  
Learning Abilities ◽  
Technological Learning

<p>This thesis addresses the research problem of "what are the key underpinning assets or drivers of technological innovation, and how can they be harnessed to create competitive advantage?" Technological change is an evolutionary process. Research and technological innovation creates knowledge and technology that is irreversible in the sense that inventions can be superseded but not "uninvented". Technological innovation creates knowledge and technology that is cumulative because it lays a platform for further knowledge creation, or sets in place another rung in an ascending ladder of new performance characteristics or properties which are demonstrably superior to their antecedents. In turn, the asset specificity and irreversibility of technology and its cumulativeness create barriers to competitive entry. This allows a firm to earn the premiums that create market power and allow further innovation to be financed. The model of technological innovation advanced in this thesis has at its core the strategic governance framework of a firm, within which the dynamics of significant new technology, human capital and social processes are catalysed and made productive by differentiated technological learning processes. No one type of technological learning applies universally, but rather learning is differentiated by variables such as firm size and structure, the past experience and core competencies of the firm, its human capital stocks, social processes, interactions with the external environment, and a host of market, institutional and technological factors. It is argued that the dynamics of significant new technology, human capital and social processes are fundamental and necessary conditions of technological innovation. Technological learning processes underly and provide a connecting thread that integrates these necessary conditions into a model of technological innovation that can be applied by managers to create and sustain competitive advantage. Technological learning both shapes and is shaped by the human capital stocks and social processes of a firm. Learning processes give rise to significant new technology, and the dynamics of that technology in turn helps catalyse and gives rise to further learning. The rate and direction of learning and of technological innovation is also driven by the firm's interaction with external sources of ideas and technology. To create competitive advantage through technological innovation business managers must address a firm's strategy, human capital-related assets, social processes and technological learning abilities. Policy managers must ensure that the public technostructure is in place to foster human capital creation within an economy and to facilitate access to new ideas and sources of stimulus.</p>

scholarly journals COMPETENCY: DEVELOPMENT, INTEGRATION, AND APPLICATION

2017 ◽  
Vol 2 (2) ◽  
Author(s):  
Steven Moulton ◽  
Oki Sunardi ◽  
Gino Ambrosini
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Cross Section ◽  
Shared Leadership ◽  
Core Competencies ◽  
Business Success ◽  
Competency Development ◽  
Bottom Line ◽  
Strategic Direction ◽  
Organizational Competencies

<p>Many companies and organizations are increasingly focusing on human capital as a competitive advantage in a rapidly changing environment. To achieve business success, companies are expecting their employees to perform at higher levels, to be more customer-responsive, more process-oriented, more involved in shared leadership and more responsible for creating the knowledge that adds value to an organization’s distinguishing capabilities. When embarking on the path of selecting and defining competencies, an organization needs to pause for an introspective review. Linking competencies to the organization’s purpose, goals and values is the key to positively affect the organization’s direction and bottom line. Competencies can be categorized into one of four groups, organization-based, individual-based, technical and behavioral. From a strategic direction approach, the organization that knows and understands its core competencies and capabilities can use them to attain a strategic advantage. In addition, the organization understands that there is a diverse cross section of organizational competencies that are necessary for fulfilling its mission. Successful application of competencies lies in how they are defined. Simplicity and measurability are keys for competencies to be accepted and measured throughout an organization.</p><p>Keywords: competencies, core competencies, organizational competencies, simplicity and measurability</p>

scholarly journals Hubungan antara Knowledge-Technology-Innovation (KTI), Commitment, Competence, Leadership, Government Policy, Human Capital, dan Competitive Advantage

2014 ◽  
Vol 5 (1) ◽  
pp. 382
Author(s):  
Darjat Sudrajat
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Government Policy ◽  
Direct Relationship ◽  
New Technologies ◽  
Technology Innovation ◽  
Core Competencies ◽  
Organizational Level ◽  
Literature Study ◽  
Competitive Situation

In current tight competitive situation, companies always try to create differentiation anytime to achieve better and sustainable performance. Rapid and unpredictable changes insist the companies should always be innovative, so that aspects of globalization, e-business, technology innovation, creativity, global competition, knowledge creation, diffusion of new technologies and knowledge revolution should be sources of performance and competitiveness improvement. Therefore, tomaintain core competencies and competitive advantage, the companies should develop continuous innovation, technologylearning, and knowledge management. Knowledge-Technology-Innovation (KTI) can be a driver for country’s development and growth. Japan, South Korea, and Singapore are the countries that have limited natural and human resources, but able to achieve sustainable economic development. KTI is not only to be practiced at individual and organizational level, but also can be implemented at the community, national, or state level. KTI, therefore, can encourage expected competitive advantage creation and become a decisive factor for a country to achieve stable and sustainable economic growth. This research intends to analyze relationships of KTI, competitive advantage, commitment, leadership, human capital, government policy,and competence. This research used correlational method and literature study approach. The result of this research is a relationship model of each of these aspects that can be used as a framework for further research. The relationships model isas follows: Leadership, competence, and human capital (as independent variables) have direct relationship (influence) oncompetitive advantage (dependent variable) or indirectly (through KTI as an intervening variable); KTI has direct relationship (effect) on competitive advantage; Government policy and commitment are moderator variables for relationshipof KTI and competitive advantage.

Human Capital in Knowledge Creation, Management, and Utilization

2011 ◽  
pp. 389-401
Author(s):  
Iris Reychav ◽  
Jacob Weisberg
Keyword(s):  
Human Capital ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
International Markets ◽  
Learning Processes ◽  
Technological Changes ◽  
Work Processes ◽  
Knowledge Resources ◽  
Global Age ◽  
Survival And Growth

Growing competitiveness, joined with the frequently occurring technological changes in the global age, raise the importance of human capital in the organization, as well as the development and sharing of knowledge resources, which lead to obtaining a competitive advantage. Perez (2003) presents the human capital as one of the most complex resources for gaining control over organizations. This belief has led managers in the past to base their competitive advantage in the markets and in recruiting resources, on productrelated capitals, work processes, or technology. The human capital of employees has a high financial value and is accumulated via learning processes, which take a central role in the survival and growth of the organization. Since the 1980s, strategic managers and industrialists have identified organizational learning as the basis for obtaining a competitive advantage in the local and international markets (DeGeus, 1988). The identification and management of the knowledge resource owned by the human capital is quite difficult, since the knowledge is not perceptible and therefore influences the ability to plan activities relating to the use and sharing of knowledge (Davenport, 2001).

Science Parks and Their Role in the Innovation Process

2012 ◽  
pp. 230-243
Author(s):  
Renata Lèbre La Rovere ◽  
Leonardo de Jesus Melo
Keyword(s):  
Literature Review ◽  
Competitive Advantage ◽  
Preliminary Analysis ◽  
Core Competencies ◽  
Innovation Process ◽  
Sustainable Competitive Advantage ◽  
Science Parks ◽  
Technological Learning ◽  
Scientific Papers

This chapter investigates the contributions of Science Parks (SPs) to innovation. In particular, we discuss whether the literature on innovation and SPs consider the fact that SPs can be catalysts of Organizational Networks (ONs). We consider that ONs are elements of knowledge production and can contribute to the development of core competencies to pursue dynamic innovation and sustainable competitive advantage. This chapter is based on a literature review of scientific papers and theses which are included in indexed databases related to SPs and their contributions to innovation. Preliminary analysis of the literature shows that SPs have been mostly studied as part of innovation systems, and that less attention has been given to the role of ONs and SPs in the processes of technological learning and innovation.

PENGELOLAAN MODAL MANUSIA DALAM KAITANNYA DENGAN MANAJEMEN KINERJA

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Amanda Setiorini,MM.
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Human Resource ◽  
Business Environment ◽  
Business Organization

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.

Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures

2021 ◽  
pp. 014920632110031
Author(s):  
Robert E. Ployhart
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Research Needs ◽  
Resource Based View ◽  
Strategic Human Capital ◽  
Specific Performance ◽  
Collective Performance ◽  
And Performance ◽  
Performance Behavior ◽  
Management Scholarship

Barney’s presentation of the resource-based view (RBV) profoundly shaped the trajectory of management scholarship. This article considers the RBV’s impact specifically on the field of strategic human capital resources. Although Barney is still highly relevant, I suggest that research has not sufficiently appreciated the role that individual and collective performance behavior and outcomes play in linking human capital resources to competitive advantage. An alternative, what might be called RBV2.0, posits that research needs to recognize that human capital resources are distinct from performance behavior and outcomes. Such an observation raises the question, “Resources for what?” Answering this question leads to several important insights. First, a given type of human capital resource is only important to the extent it is related to performance behavior and outcomes that contribute to competitive advantage. Second, performance behavior is largely strategy-specific and thus firm-specific. Third, firm specificity is not a characteristic of human capital resources but rather a function of the proximity of the resource to firm-specific performance behavior and outcomes. Consequently, “Performance” is the answer to the question, “Resources for what?” This emphasis on understanding human capital resource-performance relationships adds considerable precision into the RBV, helps resolve puzzles in the strategic human capital literature relating to firm specificity and performance mobility, and promotes a deeper understanding hiding latent within Barney’s original view.

scholarly journals Rough diamonds in emerging markets: legacy, competitiveness, and sustained high performance

2019 ◽  
Vol 26 (3) ◽  
pp. 363-386
Author(s):  
Seung Ho Park ◽  
Gerardo R. Ungson
Keyword(s):  
Human Capital ◽  
Emerging Markets ◽  
High Performance ◽  
Core Competencies ◽  
Market Potential ◽  
Government Support ◽  
Screening Tests ◽  
Institutional Voids ◽  
Content Type ◽  
Over Time

Purpose The purpose of this paper is to uncover the underlying drivers of sustained high performing companies based on a field study of 127 companies in Brazilian, Russian, Indian and Chinese (BRIC) and Association of Southeast Asian Nations (ASEAN) emerging markets. Understanding these companies provides a complementary way of appraising the growth, development and transformation of emerging markets. The authors synthesize the findings in an overarching framework that covers six strategies for building and sustaining legacy that leads to the succession of intergenerational wealth over time: overcoming institutional voids, inclusive markets, deepening localization, nurturing government support, building core competencies and harnessing human capital. The authors relate these strategies to different levels of development using Prahalad and Hart’s BOP framework. Design/methodology/approach This study examines the underlying drivers of sustained high-performance companies based on field studies from an initial set of 105,260 BRIC companies and close to 500 companies in ASEAN. The methods employed four screening tests to arrive at a selection of the highest-performing firms: 70 firms in the BRIC nations and 58 firms from ASEAN. Following the selection, the authors constructed cases using primary interviews and secondary data, with the assistance of Ernst & Young and with academic colleagues in Manila. These studies were originally conducted in two separate time periods and reported accordingly. This paper synthesizes the findings of these two studies to arrive at an extended integrative framework. Findings From the cases, the authors examine six strategies for building and sustaining legacy that lead to high performance over time: overcoming institutional voids, creating inclusive markets, deepening localization, nurturing government support, building core competencies and harnessing human capital. To address the evolving state of institutional voids in these countries, the authors employ similar methods to hypothesize the placement of these strategies in the context of the world economic pyramid, initially formulated as the “bottom of the pyramid” framework. Originality/value This paper synthesizes and extends the authors’ previous works by proposing the concept of legacy to describe the emergence and succession of local exemplary firms in emerging markets. This study aims to complement extant measures of nation-growth based primarily on GDP. The paper also extends the literature on institutional voids in shifting the focus from the mix of voids to their evolving state. Altogether, the paper provides a complementary narrative on assessing the market potential of emerging markets by adopting several categories of performance.

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