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The Innovation Management Program (IMP) : a holistic approach to managing change in knowledge based firms

机译:创新管理计划(IMP):管理知识型企业变更的整体方法

摘要

Innovation Management (IM) in most knowledge based firms is used on an adhoc basis where senior managers use this term to leverage competitive edge without understanding its true meaning and how its robust application in organisation impacts organisational performance. There have been attempts in the manufacturing industry to harness the innovative potential of the business and apprehend its use as a point of difference to improve financial and non financial outcomes. However further work is required to innovatively extrapolate the lessons learnt to introduce incremental and/or radical innovation to knowledge based firms. An international structural engineering firm has been proactive in exploring and implementing this idea and has forged an alliance with the Queensland University of Technology to start the Innovation Management Program (IMP). The aim was to develop a permanent and sustainable program with which innovation can be woven through the fabric of the organisation. There was an intention to reinforce the firms’ vision and reinvigorate ideas and create new options that help in its realisation. This paper outlines the need for innovation in knowledge based firms and how this consulting engineering firm reacted to this exigency. The development of the Innovation Management Program, its different themes (and associated projects) and how they integrate to form a holistic model is also discussed. The model is designed around the need of providing professional qualification improvement opportunities for staff, setting-up organised, structured & easily accessible knowledge repositories to capture tacit and explicit knowledge and implement efficient project management strategies with a view to enhance client satisfaction. A Delphi type workshop is used to confirm the themes and projects. Some of the individual projects and their expected outcomes are also discussed. A questionnaire and interviews were used to collect data to select appropriate candidates responsible for leading these projects. Following an in-depth analysis of preliminary research results, some recommendations on the selection process will also be presented.
机译:大多数基于知识的公司中的创新管理(IM)都是临时使用的,其中高级管理人员使用此术语来利用竞争优势,而又不了解其真正含义以及其在组织中的稳健应用如何影响组织绩效。制造业已尝试利用企业的创新潜力,并将其用途作为提高财务和非财务成果的不同点。但是,需要进一步的工作来创新性地推断所学到的知识,以将增量和/或根本性创新引入基于知识的公司。一家国际结构工程公司一直积极探索和实施这一想法,并与昆士兰科技大学结成联盟,启动了创新管理计划(IMP)。目的是制定一个永久性和可持续性的计划,通过该计划可以在组织内部进行创新。旨在加强公司的愿景并振兴思想并创建有助于实现的新选择。本文概述了知识型企业创新的必要性,以及该咨询工程公司如何应对这种紧急情况。还讨论了创新管理计划的发展,其不同主题(和相关项目)以及它们如何整合以形成整体模型。该模型是围绕以下需求设计的:为员工提供专业资格提升机会,建立组织化,结构化且易于访问的知识库,以捕获隐性知识和显性知识,并实施有效的项目管理策略,以提高客户满意度。使用Delphi类型的研讨会来确定主题和项目。还讨论了一些单个项目及其预期成果。通过问卷调查和访谈收集数据,以选择负责领导这些项目的合适候选人。在对初步研究结果进行深入分析之后,还将提出有关选择过程的一些建议。

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