TY - GEN
T1 - Global innovation management
T2 - PICMET '05: Portland International Conference on Management of Engineering and Technology
AU - Fallah, M. Hosein
AU - Lechler, Thomas G.
PY - 2005
Y1 - 2005
N2 - The emerging knowledge economy is fundamentally changing global competition. A sustained competitive advantage will much more rely on the ability to optimize innovation output for the global market than simply globalize the functions of the value chain. This paradigm shift is embodied in competencies to integrate globally dispersed technological and market know-how, and innovate products, services and processes for the global market. The traditional response to global competitive pressure by simply increasing the globalization of the value chain may provide short term gains, but overtime will lead to declining competitive positions and increased potential for market failure. The theoretical discussions on the management of technology in a global environment are particularly focusing on the impact of cultural issues. Although cultural influences are important in the performance of global operations, other managerial considerations such as coordination of information, allocation of resources, organizational structure and processes for research and development are also critical to success or failure of global corporations. This paper discusses the competitive paradigm shift for managing innovation in a global context. The authors examine a number of cases from multinational companies mainly in the telecommunications industry to illustrate this shift and its implications for global corporations in terms of strategy for innovation and management of technology globally.
AB - The emerging knowledge economy is fundamentally changing global competition. A sustained competitive advantage will much more rely on the ability to optimize innovation output for the global market than simply globalize the functions of the value chain. This paradigm shift is embodied in competencies to integrate globally dispersed technological and market know-how, and innovate products, services and processes for the global market. The traditional response to global competitive pressure by simply increasing the globalization of the value chain may provide short term gains, but overtime will lead to declining competitive positions and increased potential for market failure. The theoretical discussions on the management of technology in a global environment are particularly focusing on the impact of cultural issues. Although cultural influences are important in the performance of global operations, other managerial considerations such as coordination of information, allocation of resources, organizational structure and processes for research and development are also critical to success or failure of global corporations. This paper discusses the competitive paradigm shift for managing innovation in a global context. The authors examine a number of cases from multinational companies mainly in the telecommunications industry to illustrate this shift and its implications for global corporations in terms of strategy for innovation and management of technology globally.
UR - http://www.scopus.com/inward/record.url?scp=33748855991&partnerID=8YFLogxK
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U2 - 10.1109/PICMET.2005.1509693
DO - 10.1109/PICMET.2005.1509693
M3 - Conference contribution
AN - SCOPUS:33748855991
SN - 1890843121
SN - 9781890843120
T3 - Portland International Conference on Management of Engineering and Technology
SP - 212
EP - 219
BT - PICMET '05
Y2 - 31 July 2005 through 4 August 2005
ER -