Browsing: innovation

Introduction. The future of organizations depends decisively on their ability to constantly improve their technologies and processes and, on this basis, to develop new products and services that correspond in quantitative and qualitative terms to the evermore diversified requirements of the demand bearers.

Aim of the study. The paper addresses relevant aspects related to creativity and innovation as inexhaustible sources of sustainable competitive advantages. The conceptual framework of creativity is defined and the important phases of a creative process are delimited. The main types of innovations are briefly presented, while at the same time the variables defining the innovation capacity of organizations are revealed. The final section of the paper highlights the key role of management in stimulating creative and innovative processes within organizations and in developing innovative projects.
Keywords: organization, creativity, innovation, management, sustainable competitive advantage.
JEL Classification: M10, L21, O31, O32.

Introduction. Human resources management has been always a subject of debate when an organization started to analyze different approaches of reaching goals and fulfill objectives, especially when labour legislation come to discussions from the manager’s point of view. By so, ignoring the fact that human resources management has been tackled down by the instruments that has to be offer using knowledge and the special literature in the matter, we should take the opportunity and take a short regard from the personal perspective of the worker, both executive and non-executive, and to see if personal approach of creation is more or less valuable than the innovation of the science. In doing so, we consider proper to use Peter Drucker and Warren Bennis theories, that bring a path to the management and leadership works. We have to take into consideration that management is a science in the very perspective of the knowledge and by the principles that has to be respected when applied to obtain performance, well – shortly speaking – something that is learned, when the leadership is becoming more and more a science, but with a fresh personal start, taken from the features of one’s character that are given by birth or by a strong education and model.

Aim of the study. We consider that management – developed as a science, has a more theoretical approach, when leadership has a more personal, abilities related approach. Everything has to do with the fact that the society, in its continuous search for performance and economical gain, reached to a point where the management had no answers facing the capacity of one individual to be better by using his or hers ability to do things. By noticing that limit of the science of management and the unlimited individual capacity to bring more and more solutions, we must see what is the very perspective of both human resources management and labour legislation when it comes to create organizational politics for its future progress and development, because we must decide what should we do: choose management’s innovation or leadership creativity?
Keywords: leadership, management, human resources, creativity, innovation

Introduction. As a decisive factor in the existing economic competition in a world increasingly globalized, a market accessible through digitisation and unprecedented information speed, innovation has become the key objective that makes the difference between “to be” or “not to be” for every economic actor who aims to play a leading role on the market. Innovation has become a concept so widely spread that one cannot conceive the success of a business without this factor, whether we are talking about the innovation of a product, process or service or marketing and organization structure. Innovation has also became a key concept for public insitutions that intend to keep up with developments in technology, under the pressure from a society increasingly more connected to technology. The European Union promotes the concept of innovation at the center of the development strategy for the economic sector, thus generating the vision that governs three key tools: Research framework program, the cohesion policy and the framework program for competitiveness and innovation.

Aim of the study. In the present study we start from the definition of the concept of innovation. We approach the notion of innovative management perspective in the context of accessing European funding programs. Ultimately, the purpose of innovation management is the efficiency of innovative economic activity, i.e. in increasing productivity in balance with the principles of sustainable development. European funding programs stimulate the innovation management in entrepreneurship, public institutions andNGOs, whether we are talking about innovation in the economic field, at the level of social services or in the field of public services.
Keywords: Innovation Management, Structural funds, Absorption of European funds, Adaptation, Innovation, Research, Entrepreneurship, Innovation Firm, Innovation Processes, Invention Processes, Technological Innovation, productivity, efficiency, sustainable development, green economy, encouraging investments with innovative character.
JEL Classification: G23, Q48, O310, O32, O350, P18.

Introduction. There are a lot of factors, both internal and external (social, financial, technological, political, legislative, demographic) that influence the activity of a company. Its adaptability and flexibility are decisively influenced by the entrepreneur’s education, but also by the group he leads and by the innovative spirit that exists at the organizational level. The local and global information flows provide support for the development of businesses that once seemed impossible. The entrepreneur has the capacity to take major risks, to identify opportunities and to ensure the company’s sustainability.

Aim of the study. The paper aims at presenting some aspects regarding the current level of entrepreneurship and the way in which education and innovation influence it.
Keywords: entrepreneurship, innovation, education, entrepreneurship factors, growth
JEL Classification: L26

Introduction. The public resources that are invested in R&D have the purpose to stimulate the public-private partnerships, to foster innovations and to create a pool of knowledge and spill-overs to the targeted regions. The regions from the states from European Union need to apply RIS3 strategies for investments in R&D and innovation due to pre-existing conditions to access funds from European Regional Development Fund (ERDF). The European Commission launched an on-line Smart Specialization Platform (S3platform) to assist the members to develop, implement and compare smart specialization strategies and to offer data for national and regional authorities to identify the specific activities with high-added value to improve the regional competitiveness. Some indicators are presented to show the Romanian efforts for R&D and private innovation capabilities, the pre-identified potential for smart specialisation within the regions and some current evidence available on the S3platform.

Aim of the study. The aim of this article is to study the concept of Smart Specialization and to explore some evidences of how it is implemented in the regions from Romania. The concept refers to investments in knowledge activities and not in sectors. There are defined specific policy objectives that will have a specific impact in scientific and economic domains.
Keywords: smart specialization, research&development, innovation, regional development
JEL Classification: L52, O38, R11

Introduction. The dynamics of the business environment has led to a growing competition. Everyone dreams of their own business. The question is: how do I create a business and how do I develop it? Do I have entrepreneurial skills? Given the decline in purchasing power, one of the most sensitive aspects of the economic system is also emphasized: the price. The difference between companies lies in the service provided for consumers as an additional element for purchasing the product.

Aim of the study. A new type of economic offer appears: the experience, which represents the quality of the time that the consumer spends with that company. What you sell is the very experience. Experiences are a new source of value and are events that involve people at a personal level. The new offer of experiences occurs whenever a company intentionally uses its services as a stage and its goods as stage props in order to involve a client.
Keywords: entrepreneur, innovation, entrepreneurship, entrepreneurial skills.
JEL Classification: L25, M21, O16

Introduction. Without a comprehensive and generally accepted definition, but with a long history, the innovation concept is used, in different approach, for almost all areas of live. It has been, and continues to be an important topic of study in all spheres of science and a term often used by policymakers, practitioners and academics from various fields. The “need for innovation” appears in all spheres of science, new innovation theories continue to develop, and a tendency to shift the innovation models from macro-level to organization (firm) level is manifested.

Aim of the study. The paper offers, from the autopoietic system theory perspective, a new vision of the innovation concept, which can be interpreted as similar, but not equal, with the survival knowledge process. We propose a new approach of the concept of innovation as knowlegde, both for new possibilities of evolution of the organisation, as well as for new, yet inactive, perturbation in enviroment and internal organisation (structure). Moreover, the more knowlegde is embeded in the organisation, about the enviroment and internal structure, the numer of possibilities is reduced (even if the reduction is from a high number of infinities to a lower numer of infinities).
Keywords: innovation, autopoietic system theory, creativity, knowledge, system view of creativity
JEL Classification: A10, O00, O30

Introduction. Rules, methods and procedures are highly important and result in successful innovation. A good manager has to understand very well the tight relationship that exists between factors that facilitate the entrepreneurial innovation process and factors that control it – i.e. operations control mechanism.

Aim of the study. In many cases corporate entrepreneurs see the operations control as antithetical to their tasks. The main and most difficult goal is to achieve balance –aurea mediocritas- : balanced “Direction” approach; balanced “Space” approach; balanced “Boundaries” approach; balanced “Support” approach. Getting this balance right is the feature of effective corporate entrepreneurship, where all the abovementioned elements have to be seen as part of an integrated system.
Keywords: corporate entrepreneurship, operations control mechanism, innovation

Introduction. In recent years, based on previous experience of the European Union to stimulate innovation at national and regional level there has been a paradigm shift in thinking about innovation in the creation of the concept of smart specialization. Smart specializations, taking into account the specificities and traditions of the regions have become a means to improve innovation and the competitive position of the European Union. In Poland, the regions introduce the concept of smart specialization in their innovation strategy. In the case of the Silesian Province for the most intelligent specializations were: energy, medicine and information and communication technologies. In these areas in the coming years should be focused stimulant level of innovation in the region, which gives a chance for faster development of the entire region.

Aim of the study. The paper presents the concept of smart specialization on the example of the Silesian province. Starting from the origins of the use of the concept of smart specialization in the European Union, shows the definition of the concept, the use of the concept in the development of regions and presented that specializations are considered smart for the Silesian province.
Keywords: smart specialization, innovation, production, technology, knowledge-based economy
JEL Classification: M14, M42, M48

Introduction. Firms seeking competitive advantage therefore face a paradoxical situation. If they embrace diversity, they risk workplace conflict, and if they avoid diversity, they risk loss of competitiveness. The advantages and disadvantages associated with workforce diversity put organizations in a position of managing a paradoxical situation. To give support to this assertion, the paper considers what is meant by diversity, how it is best managed, what its relationship with creativity and innovation might be and how the problems created by the management of diversity, creativity and innovation might be resolved.

Aim of the study. This conceptual and discursive paper argues that diversity is a recognizable source of creativity and innovation that can provide a basis for competitive advantage. On the other hand, diversity is also a cause of misunderstanding, suspicion and conflict in the workplace that can result in absenteeism, poor quality, low morale and loss of competitiveness.
Keywords: management, creativity, innovation, human resource
JEL Classification: M10, M12, M54