Table 1 - uploaded by Joe Tidd
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There continues to be much interest in the business and academic communities in the concept of strategic competencies or core capabilities, in other words, how organisations define and differentiate themselves. More recently, this field has fragmented into a number of related disciplines with subtle differences in focus:
•Knowledge management — how...
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... being one of the most widely used and cited concepts, the central construct of dynamic capabilities is not well or universally defined. Teece et al.'s original definition as "the firm's ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments" is rather broad and difficult to operationalize, so many authors have since offered their own definitions of dynamic capabilities (Table 1). ...
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Citations
... Such studies highlight that interaction between internal and external knowledge is closely associated with the dynamic capabilities of an organization, and its ability to accumulate and renew knowledge over time (Tidd, 2012). Therefore, the simple dichotomy between open and closed approaches is unhelpful and not realistic (Tidd, 2013). ...
Knowledge Management focuses on identifying, sharing, storing, and exploiting internal knowledge, whereas Open Innovation is more concerned with sources of external knowledge. However, this simple dichotomy between open and closed approaches is unhelpful and not realistic. Instead, it is the interaction between internal and external knowledge that creates dynamic capabilities and the ability to innovate. In particular, we need to better understand the interactions between internal and external knowledge, and how these influence innovation outcomes under different conditions. This edited volume, Managing Knowledge, Absorptive Capacity, and Innovation, provides an opportunity to combine contemporary interests in Open Innovation with the classic notion of absorptive capacity, to better understand how organisations can manage the absorption and exploitation of inbound external sources of knowledge in order to innovate.
... Often, companies with classic profiles, expect innovation, so it is no longer just a domain of the so-called advanced technologies (Tidd J., 2012). The growing role of creativity in many economies means that in complex systems (society, organisations) in which the ethos of creative work is more and more dominant, innovation becomes a natural mechanism for the development of the whole, but also of individual parts of the system (Florida R., 2014). ...
Abstract: Innovative development of an organisation requires good management practice based on introducing creative
solutions, this however can only be possible by making each member of the organisation aware of the value of team learning.
This ability to build a creative environment, by means of an apt quality of teamwork shaped by good cooperation and its
benefits, especially during a time of change, produces opportunities for better adaptation and distinction of an organisation.
By developing the team's activity, one can achieve an enhancement effect - the synergy. The aim of the article is to verify the
mediation hypothesis on the mediative role of synergy in the team’s relations between the team work and the improvement of
learning organisation. Thus to present relevant arguments, mixed studies, based on group interviews and a diagnostic survey,
were performed. The study applied methods of statistical analysis determining the correlation coefficient factor analysis
(CFA) and regression analysis. Consequently, it was noticed that synergy emerging on the basis of high quality teamwork
strengthens the impact of team work on improving the learning organisation by introducing innovative changes. It was also
found that the management method promoting proactivity supports the development of entrepreneurial activities in a team,
but it does not have a direct impact on the synergy in a team. The study showed that the quality factors of teamwork are
supported by social potential, which is important for shaping the level of team working in a learning organisation.
Keywords: activity; team work; synergy; change; social potential; team learning
... Рыночные компетенции определяют устойчивость организации в условиях конкурентной рыночной среды, позволяют принимать решения относительно стратегии развития. В работе [16] показана взаимосвязь стратегических, рыночных и технологических компетенций, которые становятся основой конкурентного преимущества, существенно влияют на развитие стратегии организации и ее успешное осуществление. Рыночные компетенции предполагают приобретение, систематизацию, комбинирование и интеграцию с имеющимися компетенциями новых знаний, которые позволяют за счет качественных изменений создавать новую стоимость. ...
... Hasil penelitian yang dilakukan oleh Tidd (2006) mencatat bahwa ada korelasi signifikan antara inovasi produk dan kinerja bisnis. Inovasi tersebut bisal dalam bentuk hasil modifikasi maupun perubahan radikal. ...
Knowledge management as a significant source of competitiveness is indispensable for enterprise survival and business development. Therefore, knowledge management has become one of the leading agendas in many companies to develop and put into practice. Knowledge management is considered a competitive strategy that can bring many benefits to the company. By applying proper knowledge management, the organization will become a learning organization capable of adapting to change through continuous innovation. Innovation is the result of in-depth knowledge as a source of competitive advantage of the company. The interconnection between knowledge management, innovation and manufacturing performance seemed to be a study material that never stopped to be studied. This study examines how the impact of knowledge infrastructure capability and knowledge process capability on product innovation and its effect on firm performance. The sample of research is manufacturing and services company as many as 200 companies. Hypothesis testing using structural equation modeling based on partial least square. The results showed that there is a significant positive effect on knowledge infrastructure capability to knowledge process capability. Knowledge infrastructure capability and knowledge process capability have an impact on product innovation and firm performance. The results also confirm that there is a significant positive effect of product innovation on firm performance.
Keywords: Knowledge infrastructur capabilities, knowledge process capability, product innovation, knowledge process capability, Firm Performance
... Innovative firms outperform, in both employment and sales, firms that fail to innovate [1]. We know that those organizations that are consistently successful at managing innovation outperform their peers in terms of growth, financial performance, and employment and that the broader social benefits of innovation are even greater [2]. However, managing innovation is not easy or automatic. ...
Managing Innovation is the bestselling text for graduate and undergraduate students and a classic in the field. Emphasizing practical, evidence based tools and resources, this title provides students with the knowledge base to successfully manage innovation, technology, and new product development. The holistic approach addresses the interplay between the markets, technology, and the organization, while relating the unique skill set required to manage innovation and innovation processes.
... We know that those organizations that are consistently successful at managing innovation out-perform their peers in terms of growth, financial performance, and employment, and that the broader social benefits of innovation are even greater (Tidd, 2012;Tidd and Thuriaux-Alemán, 2016). However, managing innovation is not easy or automatic. ...
... It builds on earlier work which separately examined the development of product and services (Hull and Tidd, 2003;Tidd and Hull, 2006). This focus on the specific capabilities and practices which create options for BMI, independently and in combination, by better integrating product and service development and delivery, and may offer an alternative and deeper agenda than conventional BMI research (Tidd, 2012;Tidd and Thuriaux-Alemán, 2016). ...
Innovation management is inherently inter-disciplinary, but it is much more than simply applying business and management disciplines to innovation, and over time the field has developed a distinct body of knowledge. However, in this paper, we argue that the field of innovation management has failed to fully benefit from the proliferation of relevant research because much of this work has not been sufficiently coherent and cumulative. One reason for this, we propose, is the propensity to follow and fit research and publications into contemporary fads rather than to ground work in more fundamental themes and challenges. We present two examples of such fads, open innovation and business model innovation, to illustrate the trend. Finally, we suggest some more fundamental integrating themes and management challenges, drawing upon the latest edition of Managing Innovation (Tidd, J and J Bessant (2018). Managing Innovation: Integrating Technological, Market and Organizational Change, Sixth Edition. New York: Wiley).
... As a consequence, there can be no 'best' IP strategy, as it depends on the strategy of the organization, complementary capabilities and assets, and the nature of the technology and markets. 3 However, the successful exploitation of IP incurs both costs and risks: ...
There are two traditional views of the role of intellectual property (IP) within the field of innovation management: in innovation management research, as an indicator or proxy for innovation inputs or outputs, e.g. patents or licensing income; or in innovation management practice, as a means of protecting knowledge. Exploiting Intellectual Property to Promote Innovation and Create Value argues that whilst both of these perspectives are useful, neither capture the full potential contribution of intellectual property in innovation management research and practice.
The management of IP has become a central challenge in current strategies of Open Innovation and Business Model Innovation, but there is relatively little empirical work available. Theoretical arguments and empirical research suggest that from both an innovation policy and management perspective, the challenge is to use IP to encourage risk-taking and innovation, and that a broader repertoire of strategies is necessary to create and capture the economic and social benefits of innovation. This book identifies how intellectual property can be harnessed to create and capture value through exploiting new opportunities for innovation. It is organized around three related themes: public policies for IP; firm strategies for IP; and creating value from IP, and offers insights from the latest research on IP strategies and practices to create and capture the economic and social benefits of innovation.
... Dynamic capabilities have been claimed to be central to innovation (Tidd, 2012), and the issue of how firms develop and renew their strategies (Volberda, Baden-Fuller & van den Bosch, 2001) has been linked to organizational learning (Crossan & Berdrow, 2003) and the development of organizational capabilities (Helfat & Peteraf, 2003). The dynamic capabilities literature has recently called for a life-cycle view and a process approach for improved knowledge on capability development (Helfat & Peteraf, 2015). ...
This empirical paper examines a process, starting with the managerial decision to make service design an organizational capability, and follows it as it unfolds over time within one organization. Service design has become an established business practice of how firms create new products and services to promote differentiation in an increasingly uncertain business landscape. Implicit in the literature on service design are assumptions about strategic implications of adopting the prescribed innovation methods and tools. However, little is known about how service design evolves into an organizational capability enabling firms to transform their existing businesses and sustain competitiveness. Through a longitudinal, exploratory case study of service design practices in one of the world’s largest telecommunications companies, we explicate mechanisms through which service design evolves into an organizational capability by exploring the research question: what are the mechanisms through which service design develops into an organizational capability? Our study reveals the effect of an initial introduction of service design tools, identification of boundaryspanning actors and co-alignment of dedicated resources between internal functions, as well as through co-creation with customers. Over time, these activities lead to the adoption of service design practices, and subsequently these practices spark incremental learning throughout the organization, alter managerial decisions and influence multiple paths for the development of new capabilities. Reporting on this process, we are able to describe how service design practices were disseminated and institutionalized within the organization we observed. This study thus contributes by informing how service design can evolve into an organizational capability, as well as by bridging the emerging literature on service design and design thinking with established strategy theory. Further research will have to be conducted to confirm if the same mechanisms are observable across contexts and in other firms, and several future research directions are identified. In addition, the study also has implications for practice as it demonstrates how service design methodology can be implemented and has strategic implications for organizations.
... Besides, innovative capabilities lead to the business' success as they stimulate entrepreneurial activities, making the business distinctive and profitable (McCann et al., 2001;Zahra et al., 2004). According to Eddleston et al. (2008), family businesses must focus on developing their innovative capabilities in a way that both family and non-family employees must participate in the innovation process; this complies with the definition of innovation by Tidd (2006), that innovation is based on the fact of collecting, accumulating, sharing and developing knowledge, creating new opportunities through linking different knowledge sets. This means that investments on R&D expenses must be focussed, new sources of knowledgeable people discovered, and new expert people in R&D must be recruited in the business. ...
Drawing upon the resource-based view and agency theories of family businesses, this study examines the role of strategic planning in developing non-family members’ innovative capabilities and the effect of strategic planning on family businesses’ performance mediated by those capabilities. It was found that strategic planning positively affects the business’ performance, it helps non-family members develop their innovative capabilities which have a positive effect on the performance of the business mediating the relationship between strategic planning and performance.
A survey was distributed to Lebanese family businesses for data collection. This study contributes to theory and practice; it suggests more fields of studies and helps family firms’ owners in improving the business’ performance.
... This means first and foremost ensuring that the operational level has access to resources, and an organization of operations that contributes to an efficient utilization of these resources. The value shop is closely related to strategic competence development (Tidd, 2012). This means skills related to both material and immaterial resources, but with a strong emphasiz on immaterial resources. ...
Problem: the concept of strategic entrepreneurship remains underdeveloped. Research question: how can various aspects of strategic entrepreneurship provide us with more insight into intrapreneurial intensity? Purpose: to shed some light on the concept of strategic entrepreneurship. The aim is to discuss three aspects of strategic entrepreneurship: risk, knowledge processes and value creation. Methodology: conceptual generalization. Findings: 1. A mini-theory is developed on the basis of the insights reached. 2. A development of Kirzner's concept of hidden knowledge as the foundation for entrepreneurship and innovation in organizations. © Hanne Stokvik, Daniel J. Adriaenssen, Jon-Arild Johannessen, 2016.
