Prospects on Innovating Organizations

Benchimol, Guy (2007): Prospects on Innovating Organizations.

Abstract

We aim to give the main rationale to create products and/or services in a state-of-mind associating every stakeholder in the frame of a reactive and networked organization. This implies a value-chain from basic research to users needs, the starting point being often fuzzy. The consequences upon the strategy of the firm's offer is analyzed as well from a quantitative point of view (accounting) than a qualitative one. Various forms of organizations are reviewed or suggested, including the kind of corresponding culture, the necessary data-bases and the importance of collaboration.

• Item Type: MPRA Paper
• Language: English
• Keywords: reactive organization; collaborative work; teams; creativity: holistic attitude; fuzzy front-end; global supply; emergent strategy; collective intelligence; virtual enterprise; decision making; rank; peers
• Subjects: L - Industrial Organization > L2 - Firm Objectives, Organization, and Behavior > L22 - Firm Organization and Market Structure; L - Industrial Organization > L2 - Firm Objectives, Organization, and Behavior > L24 - Contracting Out ; Joint Ventures ; Technology Licensing; L - Industrial Organization > L2 - Firm Objectives, Organization, and Behavior > L25 - Firm Performance: Size, Diversification, and Scope; L - Industrial Organization > L2 - Firm Objectives, Organization, and Behavior > L21 - Business Objectives of the Firm

References

Chapter 1:

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Chapter 2:

(1) Karan J. Sorensen, Firm Characteristics: Collaborative Culture and Perceived Issues with University-to-Industry Knowledge Transfer, Stevens Institute of Technology/Wesley J. Howe School of Technology Management, Hoboken (NJ) (2) Prozessintensivierung bei Degussa: Bessere Prozesse plus neue Produkte, Infotag, Prozessintensivierung-Ansichten der Industrie, DECHEMA, Frankfurt, 29 Mai 2006 (3) Jean-François Bretonnière, Cécile Cailac, From Innovation to Commercialization 2007, Key IP issues in collaborative research in France, Baker & McKenzie, Paris, A Supplement to Intellectual Asset Management magazine (iam), February 2007 (4) Peter Koen, Tools and techniques for managing the front end of innovation, Highlights from the May 2003 Cambridge Conference (5) Prof. Dr Bernhard R. Katzy, How to Make Innovation Happen?, University of Leiden, Center for Technology and Innovation Management, 19 april 2005,http://www.CeTIM.org/wps (6) Dahan and Hauser, Working Paper, MIT, Center for Innovation in Product http://mitsloan.mit.edu/vc

Chapter 3:

(1) Dann, Z. and Barclay, I.,”Complexity Theory and Knowledge Management Application”, The Electronic Journal of Knowledge Management, Vol. 4, Issue 1, pp 11-20, available on line at http://www.ejkm.com ,2006 (2) Thomas A. Stewart, The Wealth of Knowledge: Intellectual Capital and the Twenty-First Century Organization, NY, Random House, 2001 (3) RAND Corporation, Europe Competing: Business Needs and Technological Trends for Virtual, Smart Organisations in Europe, MG-195-EC, February 2004, Report for the European Commission of Information (4) European Commission, Collaboration @ Work, Report 2006 (5) VTT, Globemen, 2003 (http://www.inf.vtt.fi then “English”, then ”Publications”, then PDF, thenVTT 2003, then “search: Globemen

Chapter 4:

(1)Value Analysis in brief by Thomas Jefferson http://thequalityportal.com (2) See Roles and Jobs into the Dowding’s model for Managing Organizations http://www.howarddowding.com (3) www.city.ac.uk and seek for “competencies”: City University London’s Management Competencies, January 2007 (4) Jeffrey S. Nielsen, The Values and Practices of the New Paradigm in Management: Peer-Based Organizations (5) What Is an Ownership Culture? By Corey Rosen, NCEO Executive Director, May 29, 2007, The National Center for Employee Ownership, Oakland (CA), http://www.nceo.org