1,721,329 research outputs found
Aspetti geomorfologici. in Lineamenti geografici e geomorfologici - Storia di Cremona – L’età antica
No full textKnowledge Management and Innovation. Being Dual
No full textDuality – i.e. firms’ capacity to concentrate on the needs of today’s customers and the anticipation of those of tomorrow - requires managing a tension connected with the necessity to be excellent in both exploitation and exploration of their capabilities.
A number of leading firms today seem to be able to handle duality quite well, revealing good operational and innovation performance over time. At the same time, the bulk of management theory still approaches this problem with a trade-off perspective, implying that these aspects of business are analyzed separately.
Drawing on system theory and innovation management, this chapter tries to understand how firms can evolve dual capabilities. Empirical evidence is based on the Alfa case study and its historical involvement in radar technology
Knowledge Management e Innovazione di Prodotto. Parte I: Origini, Sviluppi ed Evoluzione
No full textL’innovazione di prodotto rappresenta una delle aree più promettenti nelle quali il Knowledge Management è oggi
studiato ed applicato. Ma cosa è stato scritto fino ad ora? L’articolo fornisce una griglia interpretativa per
orientarsi tra i vari contributi e capirne l’evoluzion
Forme legate a interventi antropici - in Note illustrative della Carta Geomorfologica della Pianura Padana.
No full textIl Miglioramento e l’Innovazione Continua in Italia. Parte I: A che Punto Siamo
No full textIl Miglioramento Continuo nasce negli USA e si diffonde poi in Giappone per rispondere ai forti cambiamenti presenti a livello di mercati, competizione e società: ma che cosa sta succedendo nel resto del mondo? In Europa e in particolare in Italia che cosa si sta facendo? Per rispondere a queste domande è stata creata la rete di ricerca CINet (The Continuous Innovation Network) che, con un nodo anche in Italia, raccoglie a livello internazionale ricercatori e manager che lavorano nel campo del Miglioramento e dell’Innovazione Continua.
Questo articolo presenta i risultati di una survey che, coinvolgendo 60 imprese italiane sulle 440 casualmente contattate ( tasso di risposta del 13,6%), ha lo scopo di capire lo status quo del Miglioramento Continuo in Italia
Knowledge Management e Innovazione di Prodotto. Parte II: Una Mappa Interpretativa per le PMI Italiane
No full textFrutto di una ricerca empirica triennale che ha coinvolto le piccolo-medie imprese italiane, il
modello interpretativo presentato nell’articolo è stato sviluppato al fine di supportare il management
nel processo di selezione degli strumenti organizzativo-manageriali e tecnologici più coerenti per la creazione di un appropriato sistema di K
Which Intranet for Healthcare? Models and Trends from a Case-Based Approach
No full textThis article is based on evidence from empirical research conducted by the Observatory of Intranet during 2006. Results refer to
19 case studies carried out in the Italian healthcare sector through direct
interviews with the management. The article focuses on the following
questions: (1) what are the intranet models (functionalities, services,
processes and performance)? and (2) what are the evolutive paths towards
those models? That is: what barriers and levers
Il Miglioramento e l’Innovazione Continua in Italia. Parte II: Dove Stanno Andando le Imprese”
No full textSulla base dei risultati della survey condotta dalla rete CINet, questo articolo si pone l’obiettivo di stimare il livello di maturità raggiunto dalle imprese italiane impegnate nel Miglioramento Continuo e di suggerire le specifiche abilità da sviluppare per progredire verso il livello successivo
Barriers and Levers Towards Knowledge Management Configurations. A Case Study Approach
No full textPurpose – Seeks to discuss barriers/drivers to the selection and implementation of different
knowledge management configurations in the process of product innovation.
Design/methodology/approach – Building on literature and the previous survey-based research
results, this study compares on a longitudinal perspective the approaches of two companies with
similar conditions but adopting different choices in terms of ICT and organisational tools to support
the knowledge management process.
Findings – Case studies highlight how firms adopting a KMC that differ from the one indicated by
the previous survey-based research model show an intention to align to it in the near future. Hence, it
seems that a match exists between the configuration expected from the model and the intended
configuration planned by the company. Using longitudinal case studies the paper analyses the barriers
that hamper the transition of firms toward the approach that better suits their contingent situation.
These barriers are mainly at the level of industry trend, lack of culture from users and loss of
champions. This paper also analyses the enablers, which strengthen the alignment between the
configuration expected from the model and the intended configuration the company planned. These
are the social interaction between employees, the pressures from headquarters, the internal
commitment from top managers, the technological development and the ICT maturity.
Originality/value – The paper validates two hypotheses. H1: there is a match between the
configuration expected from the research model (driven by contingencies) and the intended
configuration planned by the company: the contingent approaches which disagree with the model
represent different stages of maturity within an evolutionary path which drives toward the
configuration expected from the model. H2: there are barriers/enablers, which hamper/foster the
transition toward the intended configuration. It also analyses the barriers
An explorative study on family firms and open innovation breadth: Do non-family managers make the difference?
No full textThe degree of openness in innovation is a key strategic decision of family firms (FFs). Although there is an increased interest in studies on FFs and open innovation (OI), the existing knowledge is rather limited. This study explores the determinants of OI in FFs. We focus on two distinctive types of FFs: those held and managed by family members and FFs where ownership and management are disjointed, leading to non-family managers being involved in strategic decision-making. Our study shows that FFs managed by non-family managers are motivated by an innovation strategy that is more aggressive, more oriented towards technological excellence and radical innovation as compared to FFs managed by family managers. And they are more likely to search for a broader set of external sources in embracing OI. We argue that the presence of non-family managers is what makes the difference in shaping firm behaviour in terms of OI breadth
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