Managing diversity and innovation in a complex organization

Article Abstract:

Diversity/innovation in business organizations lead to complexity and, therefore, to a complex organization. Thus, handling innovation/diversity is a major managerial challenge. A closer scrutiny of complex organizations will show that they exhibit more entrepreneurial flair than one might imagine. A large complex organization can bring distinct benefits to innovation if its managers astutely judge the risks involved and its culture on the whole accepts change as a continuous activity, is prepared to challenge the well established in order to improve and is ready to act quickly should failure occur.

Management Theory & Techniques, Methods, Corporations, Organizational effectiveness, Diversification in industry, Industrial diversification

---

A framework for supporting the management of technological knowledge

Article Abstract:

A framework is developed to support practical and theoretical understanding of the management of technological innovation. The practical utility of the framework is illustrated by examination of a process for initiating technology roadmapping in a firm.

Management dynamics, Venture Analysis, Technology application, Company business management

---

Similar abstracts:

• Abstracts: European labs brace for German cuts: international collaboration. NASA rethinks the space station
• Abstracts: Testing goodwill: conflict and cooperation in new product development networks. Beyond Knut Holt's fusion model, balancing market pull and technology push
• Abstracts: Fatigue damage initiation in Waspaloy under complex cyclic loading. Plastic collapse of cylinders under constrained conditions
• Abstracts: The root woman: Kahlee Keane's passion is to save Canada's medicinal plants. Ginger: rediscover an ancient treasure
• Abstracts: Creep behavior and deformation mechanisms map of Sn-Pb eutectic solder alloy. Constitutive relations for inelastic deformation and damage accumulation in hard alpha titanium

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.