The present article broaches aspects related to the management of the innovation process of a small company that works in the food industry of Manaus; the authors focus on the current types and levels of technological...The present article broaches aspects related to the management of the innovation process of a small company that works in the food industry of Manaus; the authors focus on the current types and levels of technological competencies existent in the company, describe their technological learning process and emphasize the innovation system that provides the organizational development support. This paper is based on a specific individual study and on empirical evidence collected using various techniques. It demonstrates how the management of the technological learning process and the innovation system boost the growth trajectory in a small company, by the fact that they contribute to the effective development of technological competencies considered fundamental to perfect the level of competitiveness of the company.展开更多
In an increasingly competitive environment, where new business practices are regularly introduced, organizations have to be innovative to survive. In the present competitive climate, knowledge is considered as the mai...In an increasingly competitive environment, where new business practices are regularly introduced, organizations have to be innovative to survive. In the present competitive climate, knowledge is considered as the main distinguishing factor of business success, and it is seen as the foundation of organization＇s innovation. The emergence of knowledge-intensive society has changed the nature of business competition. Hence knowledge needs to be appropriately managed. Knowledge Management （KM） focuses on managing different knowledge processes such as acquiring, creating, storing, sharing, transferring and applying implicit and explicit knowledge with objective of product and process innovation, performance development and sustainable competitive advantage. This paper tries to demonstrate KM lead to promotion of innovation and performance when it is correctly supported by human resource management （HRM） and information technology （IT）. The questions we will try to investigate in this paper are： How knowledge in organizations can be managed？ What is the connection between HRM, IT and effective implementation knowledge management strategies and how these relationships affect on organizational goals？ For this means, this study ftrst states the importance of knowledge, KM process and introduces two strategies for managing knowledge （exploitative and explorative strategy）. Next, it demonstrates each strategy requires to desired facilitator to support them in action. Finally, with presenting of model, this study concludes that each one of strategy can cover some KM process. Hence for the effective implementation of knowledge management process, organizations have to utilize both strategies.展开更多
The point under study is the first of such a nature. This paper investigates the management of innovation adopted by the European leader in sports equipment： Decathlon （Oxylane Group）. In recent years, vertical int...The point under study is the first of such a nature. This paper investigates the management of innovation adopted by the European leader in sports equipment： Decathlon （Oxylane Group）. In recent years, vertical integration push and innovation have secured the company＇s leadership and success in a number of sports markets throughout Europe. It now has 909 stores located globally. Oxylane Group designs, manufactures, and sells sports products for sports people worldwide. It offers fitness, dance, gymnastics, and combat sports products; bicycles, equipment, and accessories; team sports products; nautical and water sports products （surf sports, diving, sailing, and kayaking products）; swimming products; mountain sports products （for hiking, mountain trailing, camping, skiing, and snow shoe hiking）; skiing and snowboarding products （for snowboarders and skiers）; and climbing and mountaineering products. The company is now a direct challenger for world sports leaders. Since the end of the 1990＇s, Decathlon different sports brands have not taken a unique and rational path to success. The company has built insights about its customers, identified and evaluated unique market opportunities, and prepared a bold game plan to seize them. By doing so, Decathlon has developed a stream of winning products. The process of new business creation generally splits into two parts： an upstream process （sensing and creating opportunities） and a downstream process （converting the selected opportunities into successful products）. Most businesses have a formal process implemented to manage the downstream part. Few that people know of have set up an equivalent process like Oxylane and Decathlon to sense and create new opportunities in the sports equipment industry. The aim of the paper is to examine how the brand has developed two of its successful product： the tent two seconds and the wetsuit ＂Inergy＂. These two products are chosen as examples to understand how the upstream process articulate with the downstream one.展开更多
文摘The present article broaches aspects related to the management of the innovation process of a small company that works in the food industry of Manaus; the authors focus on the current types and levels of technological competencies existent in the company, describe their technological learning process and emphasize the innovation system that provides the organizational development support. This paper is based on a specific individual study and on empirical evidence collected using various techniques. It demonstrates how the management of the technological learning process and the innovation system boost the growth trajectory in a small company, by the fact that they contribute to the effective development of technological competencies considered fundamental to perfect the level of competitiveness of the company.
文摘In an increasingly competitive environment, where new business practices are regularly introduced, organizations have to be innovative to survive. In the present competitive climate, knowledge is considered as the main distinguishing factor of business success, and it is seen as the foundation of organization＇s innovation. The emergence of knowledge-intensive society has changed the nature of business competition. Hence knowledge needs to be appropriately managed. Knowledge Management （KM） focuses on managing different knowledge processes such as acquiring, creating, storing, sharing, transferring and applying implicit and explicit knowledge with objective of product and process innovation, performance development and sustainable competitive advantage. This paper tries to demonstrate KM lead to promotion of innovation and performance when it is correctly supported by human resource management （HRM） and information technology （IT）. The questions we will try to investigate in this paper are： How knowledge in organizations can be managed？ What is the connection between HRM, IT and effective implementation knowledge management strategies and how these relationships affect on organizational goals？ For this means, this study ftrst states the importance of knowledge, KM process and introduces two strategies for managing knowledge （exploitative and explorative strategy）. Next, it demonstrates each strategy requires to desired facilitator to support them in action. Finally, with presenting of model, this study concludes that each one of strategy can cover some KM process. Hence for the effective implementation of knowledge management process, organizations have to utilize both strategies.
文摘The point under study is the first of such a nature. This paper investigates the management of innovation adopted by the European leader in sports equipment： Decathlon （Oxylane Group）. In recent years, vertical integration push and innovation have secured the company＇s leadership and success in a number of sports markets throughout Europe. It now has 909 stores located globally. Oxylane Group designs, manufactures, and sells sports products for sports people worldwide. It offers fitness, dance, gymnastics, and combat sports products; bicycles, equipment, and accessories; team sports products; nautical and water sports products （surf sports, diving, sailing, and kayaking products）; swimming products; mountain sports products （for hiking, mountain trailing, camping, skiing, and snow shoe hiking）; skiing and snowboarding products （for snowboarders and skiers）; and climbing and mountaineering products. The company is now a direct challenger for world sports leaders. Since the end of the 1990＇s, Decathlon different sports brands have not taken a unique and rational path to success. The company has built insights about its customers, identified and evaluated unique market opportunities, and prepared a bold game plan to seize them. By doing so, Decathlon has developed a stream of winning products. The process of new business creation generally splits into two parts： an upstream process （sensing and creating opportunities） and a downstream process （converting the selected opportunities into successful products）. Most businesses have a formal process implemented to manage the downstream part. Few that people know of have set up an equivalent process like Oxylane and Decathlon to sense and create new opportunities in the sports equipment industry. The aim of the paper is to examine how the brand has developed two of its successful product： the tent two seconds and the wetsuit ＂Inergy＂. These two products are chosen as examples to understand how the upstream process articulate with the downstream one.
