The themes of technological innovation, entrepreneurship, and organizing

The Dynamic Model

Figure 1 portrays innovation as interacting with the Organization’s Creative Areas (OCA). In this Figure, the Organization’s Creative Areas [OCA-(1...9)] include Sustainability (Sus.), Organizational Networks (ON), Entrepreneurship (Ent.), Knowledge Management (KM), Research, Development and Technology (R&D&T) Management, Marketing (Mar.), Finance (Fin), Internationalization (Int.), and Information Systems (IS).

Figure 2, adapted from (Nobre & Walker, 2011), portrays the organization in pursuit of dynamic innovation and sustainable development. This model’s functional processes can be summarized as fol­lows:

First, the organization interacts with the environment through its Organization’s Creative Areas (OCA) and Organizational Abilities (OA) for acquisition, exchange, processing, creation, storage, renewal, distribution and employment of resources. By these processes, the organization evolves and improves its own abilities of cognition, intelligence, autonomy, learning and knowledge management.

Second, the Organization’s Creative Areas (OCA) and Organizational Abilities (OA) manage stra­tegic resources, and, consequently, develop the organization’s core competencies. Improvements in strategic resources as well as in core competencies can feed back and provide improvements in the Organization’s Creative Areas (OCA) and Organizational Abilities (OA).

Third, internal and external stimuli can affect the Organization’s Dynamic Innovation and Sustainable Development (ODISD), and, consequently, changes in ODISD activate the

The Dynamic Model

Figure 2. Dynamic Innovation Model

Organization

The Dynamic Model

Environment

Organization’s Creative Areas (OCA) and Organizational Abilities (OA), thus starting new cycles of sustainable development.

Processes (1) to (3) repeat continuously to reduce environmental uncertainty and to improve the Orga­nization’s Creative Areas (OCA), Organizational Abilities (OA), strategic resources, core competencies and the Organization’s Dynamic Innovation and Sustainable Development (ODISD).

The themes of technological innovation, entrepreneurship, and organizing

About the Contributors

Farley S. Nobre (PhD, MSc, BSc) is Professor at the School of Management of Federal University of Parana, Brazil. His research interests include organizations, knowledge management systems, innova­tion and sustainability. …

The Roles of Cognitive Machines in Customer — Centric Organizations: Towards Innovations in Computational Organizational Management Networks

Farley Simon Nobre Federal University of Parana, Brazil ABSTRACT This chapter proposes innovative features of future industrial organizations in order to provide them with the capabilities to manage high levels …

Tools That Drive Innovation: The Role of Information Systems in Innovative Organizations

Jason G. Caudill Carson-Newman College, USA ABSTRACT The purpose of this chapter is to examine computer technology as a tool to support innovation and innovative processes. The primary problem that …

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