The management of innovation and its role for the accomplishment of leadership excellence in SMEs
- Art: Magisterarbeit
- Autor: Markus Santer, Bruno Riedl
- Abgabedatum: März 2003
- Umfang: 231 Seiten
- Dateigröße: 792,0 KB
- Note: 1,0
- Institution / Hochschule: Leopold-Franzens-Universität Innsbruck Österreich
- ISBN (eBook): 978-3-8324-7684-7
-
ISBN (Paperback) :
978-3-8324-7684-7 P - ISBN (CD) :978-3-8324-7684-7 CD
- Sprache: Englisch
- Prämierung:
- Arbeit zitieren: Markus Santer, Bruno Riedl März 2003: The management of innovation and its role for the accomplishment of leadership excellence in SMEs, Hamburg: Diplomica Verlag
- Schlagworte: Core competence, Process of innovation, Strategic, Support System, Innovation-Leadership
In den Warenkorb
74,00 €
Magisterarbeit von Markus Santer, Bruno Riedl
Zusammenfassung:
Die aktuelle Situation auf den Märkten ist gekennzeichnet durch Hyperwettbewerb, stark verkürzte Produktlebenszyklen, immer kürzere Produkt- und Technologieentwicklungszeiten. Daraus resultiert die zunehmende Notwendigkeit auch für KMUs, auf internationalen Märkten tätig zu sein und Kernkompetenzen global zu nutzen. Vorsprung zu haben vor anderen, vor Wettbewerbern ist zweifellos von Vorteil. Im Wettlauf um Kunden und überzeugte Anhänger gewinnt doch immer der, der besser, innovativer ist.
Erfolgreiches Innovationsmanagement ist eine wesentliche Voraussetzung für überdurchschnittliche Wertsteigerung des Unternehmens, höheres 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 für unsere Diplomarbeit. Das Ziel unserer Arbeit ist es, einerseits theoretische Einblicke in neue Konzepte des Innovationsmanagements zu geben, und andererseits auch praktische Entscheidungshilfen für kleine und mittlere Unternehmen zur Verfügung 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.
Table of Contents:
| I. | INDEX OF TABLES AND FIGURES | 7 |
| II. | INDEX OF ABBREVIATIONS | 9 |
| 1. | INTRODUCTION | 10 |
| 1.1 | Problem Formation | 10 |
| 1.2 | Goals of our work | 12 |
| 1.3 | Structure of our work | 14 |
| 1.4 | Subject of investigation: Small and Medium-Sized Enterprises | 17 |
| 1.4.1 | Overall situation of SMEs | 17 |
| 1.4.2 | Definition of SMEs | 17 |
| 1.4.3 | Characteristics of SMEs | 19 |
| 1.4.4 | Stakeholder management in SMEs | 20 |
| 1.4.5 | Innovation and core competences in SMEs | 23 |
| 2. | DEFINING INNOVATION | 24 |
| 2.1 | A choice of different definitions of innovation used in recent literature | 24 |
| 2.2 | Defining innovation in the context of our work | 25 |
| 2.3 | Dimensions of Innovation | 25 |
| 2.3.1 | Product versus Process Innovation | 26 |
| 2.3.2 | Radical versus Incremental Innovation | 26 |
| 2.3.3 | Technological versus Administrative Innovation | 27 |
| 3. | ANALYSIS OF THE EXTERNAL ENVIRONMENT OFINNOVATION | 28 |
| 3.1 | Impact of public authorities and political decisions on Innovation | 29 |
| 3.1.1 | Public Innovation Climate | 29 |
| 3.1.2 | Active participation in innovation activities | 31 |
| 3.1.3 | How innovative are SMEs in Europe? | 32 |
| 3.2 | Regional Innovation Support Systems | 33 |
| 3.2.1 | Identifying the Need for Regional Innovation Support Systems | 35 |
| 3.2.2 | Example of a Regional Innovation Support System: Upper Austria | 35 |
| 3.2.2.1 | Typical problems of the innovation process in SMEs | 36 |
| 3.2.2.2 | Regional Support Systems to improve SME innovativeness | 37 |
| 3.2.2.3 | Problems with innovation support systems | 38 |
| 3.2.3 | Implications for efficient regional SME innovation support systems | 39 |
| 3.3 | Territorial Efficiency & Innovative Clusters | 41 |
| 3.3.1 | The notion of Territorial Efficiency and its importance for SMEs | 41 |
| 3.3.2 | How do Industrial Clusters support SMEs commited to Innovation | 44 |
| 3.4 | Networking between firms | 48 |
| 3.4.1 | Motives for networking | 49 |
| 3.4.2 | Problems associated with inter-firm cooperations | 50 |
| 3.4.3 | Suggestions on networking between SMEs | 51 |
| 3.5 | The current situation in Europe – results from CIS2 | 53 |
| 3.5.1 | Innovators: who, how many? | 53 |
| 3.5.2 | Output of Innovation | 54 |
| 3.5.3 | Innovation activities and expenditure | 54 |
| 3.5.4 | Why do firms innovate? | 55 |
| 3.5.5 | Sources of information for innovation | 55 |
| 3.5.6 | Innovation cooperation | 56 |
| 3.5.7 | Obstacles to innovation | 56 |
| 4. | THE INDIVIDUAL FIRM’S PERSPECTIVE | 58 |
| 4.1 | Leadership and Innovation | 58 |
| 4.2 | Leadership Excellence in SMEs | 61 |
| 4.3 | Strategic Management and Innovation | 62 |
| 4.4 | The strategy in the context of innovation | 65 |
| 4.4.1 | Basics of strategy | 65 |
| 4.4.2 | Types of innovation strategies | 66 |
| 4.4.2.1 | Pioneer strategy | 67 |
| 4.4.2.2 | Early follower strategy | 67 |
| 4.4.2.3 | Later-to-market strategy | 67 |
| 4.5 | New Innovation Management | 67 |
| 4.5.1 | A definition of innovation management | 69 |
| 4.5.2 | The main tasks of innovation management | 69 |
| 4.5.3 | Characteristics of innovation | 72 |
| 4.5.3.1 | Degree of newness | 72 |
| 4.5.3.2 | Insecurity | 72 |
| 4.5.3.3 | Complexity | 73 |
| 4.5.3.4 | Conflict potential | 74 |
| 4.5.4 | Project or process structure | 75 |
| 4.5.5 | The management of innovation and the organization | 77 |
| 4.5.5.1 | The organization dilemma | 77 |
| 4.5.5.2 | Organizational architecture for innovation | 78 |
| 4.6 | The process of innovation | 80 |
| 4.6.1 | The idea production phases | 83 |
| 4.6.2 | The idea development phases | 84 |
| 4.6.3 | The idea implementation phases | 84 |
| 4.6.4 | The phase-spanning controlling activity | 84 |
| 4.6.5 | Technological and market forces | 84 |
| 4.7 | Innovation controlling | 85 |
| 4.7.1 | Organization of innovation controlling | 86 |
| 4.7.2 | Functional innovation controlling | 86 |
| 4.7.3 | Project based innovation controlling | 86 |
| 4.7.4 | Management ratios | 89 |
| 4.7.5 | Performance management – controlling of soft facts | 90 |
| 4.8 | Technology Management | 92 |
| 4.8.1 | A definition of technology management | 93 |
| 4.8.2 | Tasks of technology management | 94 |
| 4.8.3 | Information and Know-How Management | 96 |
| 4.8.3.1 | Technology Forecast | 96 |
| 4.8.3.2 | Technology Monitoring | 96 |
| 4.8.3.3 | Technology Approval | 97 |
| 4.8.4 | Core competences and technology | 98 |
| 5. | EMPIRICAL QUALITATIVE CASE STUDIES | 101 |
| 5.1 | On qualitative researching | 101 |
| 5.1.1 | Qualitative versus quantitative research | 101 |
| 5.1.2 | Introduction to qualitative research and respective methods | 103 |
| 5.1.3 | Qualitative Research Design | 106 |
| 5.1.3.1 | The Stage of Reflection | 106 |
| 5.1.3.2 | The Stage of Planning | 107 |
| 5.1.3.3 | The Stage of Entry | 107 |
| 5.1.3.4 | The Stage of Productive Data Collection | 108 |
| 5.1.3.5 | The Stage of Withdrawal | 108 |
| 5.1.3.6 | The Stage of Writing | 109 |
| 5.1.4 | Extension and deepening of findings | 110 |
| 5.1.5 | General principles of qualitative research – a summary | 111 |
| 5.2 | Methodology | 112 |
| 5.2.1 | A short introduction to GABEK | 112 |
| 5.2.2 | Research Design | 112 |
| 5.3 | Interview Guidance | 114 |
| 5.4 | Participating Companies | 115 |
| 5.4.1 | Firm A | 115 |
| 5.4.2 | Firm B | 115 |
| 5.4.3 | Firm C | 116 |
| 5.4.4 | Firm D | 116 |
| 5.5 | GABEK Analysis | 116 |
| 5.5.1 | Innovation | 117 |
| 5.5.2 | Leadership | 120 |
| 5.5.3 | Customers | 122 |
| 5.5.4 | Ideas | 124 |
| 5.5.5 | Framework | 126 |
| 5.5.6 | Organizational Structure | 128 |
| 5.5.7 | Corporate Culture | 129 |
| 5.5.8 | Process Management | 131 |
| 5.5.9 | R&D | 133 |
| 5.5.10 | Technologies | 135 |
| 5.5.11 | Know-How | 137 |
| 5.5.12 | Know-How Transfer | 139 |
| 5.5.13 | Cooperations | 141 |
| 5.5.14 | Core Competencies | 143 |
| 5.5.15 | Strategy | 145 |
| 5.5.16 | Team | 148 |
| 6. | THE INNOVATION MODEL FOR SMES | 150 |
| 6.1 | The Leadership House | 151 |
| 6.1.1 | Core Task of the Company | 152 |
| 6.1.2 | Core Competences | 152 |
| 6.1.3 | Core Products and Services / Strategic Issues | 153 |
| 6.1.4 | Core Differentiations | 154 |
| 6.1.5 | Well-Being | 154 |
| 6.1.6 | Corporate Culture | 154 |
| 6.1.7 | Annual Mission Statement and Behavioural Norms | 155 |
| 6.1.8 | Organization and Leaders | 155 |
| 6.1.9 | Strategies | 156 |
| 6.1.10 | Corporate Image | 156 |
| 6.2 | Identifying Success Factors for Innovations in SMEs | 157 |
| 6.2.1 | Customer Orientation | 158 |
| 6.2.2 | Financial Resources | 158 |
| 6.2.3 | Human Resources | 158 |
| 6.2.4 | Strategic Capabilities | 159 |
| 6.2.5 | Identification and Development of Core Competences | 159 |
| 6.2.6 | Cooperation Capabilities | 159 |
| 6.2.7 | Capability to harvest the creative potential of employees | 160 |
| 6.2.8 | Creating a Corporate Culture that fosters Organizational Learning | 160 |
| 6.2.9 | Organizational Structure that is adaptable to change | 160 |
| 6.2.10 | Project and Process Management Capabilities | 161 |
| 6.2.11 | Implementation Capabilities | 161 |
| 6.3 | The Model of Innovation Success Factors for SMEs | 162 |
| 7. | IMPLICATIONS FOR SMES AND FINAL REMARKS | 164 |
| 7.1 | Implications of the innovation success factors for SMEs | 164 |
| 7.1.1 | Implications regarding Customer Orientation | 164 |
| 7.1.2 | Implications regarding Financial Resources | 166 |
| 7.1.3 | Implications regarding Human Resources | 167 |
| 7.1.4 | Implications regarding Strategy | 169 |
| 7.1.5 | Implications regarding Core Competences | 171 |
| 7.1.6 | Implications regarding Cooperation | 172 |
| 7.1.7 | Implications regarding Creative Potential of Employees | 173 |
| 7.1.8 | Implications regarding Corporate Culture | 174 |
| 7.1.9 | Implications regarding Organizational Structure | 176 |
| 7.1.10 | Implications regarding Project and Process Management | 176 |
| 7.1.11 | Implications regarding Implementation | 177 |
| 7.2 | Final Remarks | 179 |
| 8. | ANNEX | 180 |
| 8.1 | Original questionnaire used during the interviews | 180 |
| 8.2 | GABEK® WinRelan® expression list | 190 |
| 9. | REFERENCES & ADDITIONAL BIBLIOGRAPHY | 207 |
| 9.1 | References | 207 |
| 9.2 | Additional Bibliography | 214 |
| EIDESSTATTLICHE ERKLÄRUNG | 229 |
The lower the degree of newness and the importance of innovative products and services the more innovation controlling will be rooted in the functional department. In the face of continuous innovation efforts by different experts it is questionable whether a functional based innovation controlling achieves the goals. Nevertheless the integration of departments in the innovation process makes it possible to choose this option. Furthermore, cultural problems do not occur as the competence for controlling is not divided. The whole team of responsible people for innovation should discuss the necessity of a separate innovation controlling. Depending on the company and its features and goals an advanced functional controlling department may suite best. [...]
The most important task for the leader and his team is the internal and external analysis of the “status quo”. The classification by innovation orientation and innovation dynamic are useful but not a perfect solution. There are many other factors influencing the company and therefore a deeper analysis is needed. In the next section the effects of the decision based on internal and external analysis will be shown. The output must be a decision whether the company views innovation management more in a sense of project innovation management or process innovation management. The impact will have dramatic effects for the organisational structure. [...]
A second useful hint in terms of strategy comes from Moltke. In his opinion strategy is the advancement of the guiding thoughts according to the ever-changing conditions.92 The originally guiding thoughts are interconnected with the core competencies of the company. Whatever the company intends to do in terms of strategy the core competencies and the interconnection to the vision have to receive attention. After the consideration of the integrated nature of vision, core competencies and strategy companies have to think about the core products and services they want to offer. The aim in this context must be guided by the question how to make the customer more successful. Superior advantage for the company’s customers by using the core products and services leads inevitably to a premium position in the market. The main goal of the company, to be the leader in one or more markets, is reached by customer focus. The customer has therefore to be considered when a company is talking about strategies. [...]
In den Warenkorb
74,00 €
Link zur Arbeit:
http://www.diplom.de/ean/9783832476847
Arbeit zitieren:
Markus Santer, Bruno Riedl März 2003: The management of innovation and its role for the accomplishment of leadership excellence in SMEs, Hamburg: Diplomica Verlag
Schlagworte:
Core competence, Process of innovation, Strategic, Support System, Innovation-Leadership
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