Transforming Knowledge Into Action to Reach Innovation Capacity in High-Tech Smes

Abstract

The study aims to explore how high-tech small-to-medium-sized enterprises (SMEs) utilize integrative innovation resource strategy to transforming knowledge into action to reach innovation capacity via integrating innovation culture, knowledge management (KM), managing and organizing innovation, to achieve sustained innovation and value creation, and then to reach KM performances. The study uses multidimensional perspectives to construct an integrative innovation model, and through four case studies to examine this model, compares the distinct features between smaller and larger high-tech SMEs in utilizing integrative innovation resource strategy.The finding indicates predicting whether an innovative action will progress through an organization, and effectively planning the action, requires managers to identify, understand, and analyze all individual and organizational support that might bear on the action. Management and other integrated processes set up support for action that protect the organization's identity.

The Prevalence and Impact of Innovative CSR Strategies in Manufacturing Enterprises in the Silesian Voivodeship: A Multifaceted Analysis of Benefits, Challenges, and Market Adaptability

“…The Oslo Manual's innovation definition encompasses the introduction of a novel, or markedly enhanced, product, service, method, marketing approach, or workflow to the marketplace [14]. Drucker enumerates seven innovation avenues, four relating to businesses' internal endeavors: sudden market triumph or debacle, when reality conflicts with perceptions, innovation driven by process necessities, and alterations in market or industry structures [15,16].…”

Organizational Culture and Knowledge Exchange and Combination: A Systematic Literature Review

“…Another frequently mentioned cultural aspect that is required for successful exchange and combination of knowledge and thus innovation, is flexibility (e.g. [11,17,19]. Many studies find evidence that an organizational culture which incorporates flexibility is positively associated to knowledge-related subjects, such as knowledge creation (e.g.…”

“…Other studies examine the influence of flexibility on knowledge-activity from a structural perspective (e.g. [19]).…”

Perceived mutual impact of strategy and organizational structure: Findings from the high-technology enterprises

“…controlled by a firm' (Armstrong & Shimizu, 2007;Barney & Clark, 2007). In high-tech enterprises, due to their peculiarity, the most important is the availability of innovative resources, for example, know-how, patents, R&D base (Chen, 2012;Pujol-Jover & SerradellLopez, 2013), the competence, talents, creativity, and innovative skills of employees (Quintana-García & Benavides-Velasco, 2008;Rasulzada & Dackert, 2009), as well as partnership relationships with outside entities (Willoughby & Galvin, 2005). The development of these innovative resources (especially technological knowledge) allows an enterprise to expand and change both its geographical and product areas, or to sell a specific resource in the form of a license, thus obviating the need to run a production facility.…”

“…In this study, I focus on structural ambidexterity, which allows the organization to explore and exploit innovations simultaneously (O’Reilly & Tushman, 2004; Gilbert, 2005; Jansen, Tempelaar, Van den Bosch, & Volberda, 2009), but demands different organizational architectures for these activities. Exploration requires decentralized structures, loose work processes, and a focus on experimentation, while exploitation needs highly structured roles and responsibilities, centralized procedures, and a focus on efficiency (Chen & Kannan-Narasimhan, 2015). High-tech enterprises need structures that promote both exploration and exploitation innovation and cannot afford to be forced to choose either one or the other.…”