Collaboration and networking in the process of innovation: the path to precision time keeping

Proctor, Tony

doi:10.1108/17511341311307372

Cited by 10 publications

(18 citation statements)

References 26 publications

(50 reference statements)

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“…In addition, as per this study, innovation management concept links the guideline setting with responding to customers' demand, establishment of networking organization, organizational sustainability, business flexibility, intellectual property creation, new business model development and global innovation management (Horn & Brem, 2013). Interpersonal contact and cooperation are significant for innovation development since both are showing the significance of networking establishment in innovation management, cooperation between organizations in order to pave the way for further sharing, joint development of ideas and coworking having the associated technologies (Proctor, 2013).…”

Section: Resultsmentioning

confidence: 99%

Development of Strategic Innovation Management Components

2018

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The concept of strategic innovation management is the psychological and social process with regard to the entire development of an organization. It represents the capability to create and transform the business management concept, i.e. administration management, marketing and entire business system of an organization to enhance its sustainable competitive advantage. This research study of the strategic innovation management is based on the fundamental concepts and theories such as (1) the Resource-Based View (RBV) Theory, (2) Contingency Theory and (3) Dynamic Capability. It is found that the main variable factors shaping the concept of strategic innovation management consists of (1) networking business, (2) quick response to technology, (3) integrated management process, (4) flexible resource allocation and (5) creativity development beneficial when being applied for the development of the conceptual framework or organization development through various variables in order to set the future strategic innovation management for an organization.

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Section: Resultsmentioning

confidence: 99%

Development of Strategic Innovation Management Components

2018

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“…However, it was some 50 years later before it was adopted in general use in England (Turner, 1992). Proctor (2013a) discusses points to the difficulties involved in getting financial backing to produce innovations in the eighteenth century. Watchmakers who were keen to innovate and who had established businesses, such as Tompion, Graham, Mudge and Arnold, were in a reasonable position to develop and commercialise their innovative ideas.…”

Section: Discussionmentioning

confidence: 99%

“…The source of the knowledge may have been in London and then brought to Prescot in the way indicated (Proctor, 2013b). Networking among watchmakers was an established mechanism for passing on knowledge (Proctor, 2013a), so this could well be the way in which the knowledge was acquired.…”

Section: Discarded Undeveloped or Overlooked Ideasmentioning

confidence: 99%

The potential which may lie in discarded, undeveloped or overlooked ideas

Proctor

2015

JMH

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Purpose The purpose of this paper is to examine a particular aspect of the history of the watchmaking industry during the eighteenth century. Attention is drawn to overlooked ideas and inventions and how years later they may become profitable business opportunities for entrepreneurs. The approach adopted allows examination of the development and commercialisation of a watch escapement mechanism, the rack lever, within the context of the development of other escapements. The rack lever was an escapement which was initially overlooked in the early part of the eighteenth century but which many decades later was reinvented and became a commercial success in the early nineteenth century. Design/methodology/approach Reference is made to the literature on entrepreneurship and acquisition of knowledge in the eighteenth century and the nature of watchmaking in the same epoch. The literature on entrepreneurship produces a framework for examining the actions that were taken to bring the rack lever escapement to market. The historical context within which the innovations occurred was examined to establish the events and circumstances surrounding the times when commercialisation took place. An account of the commercialisation of the rack lever escapement is presented. Findings The entrepreneurial opportunity examined in this article relates to a need to satisfy consumers with a reasonably accurate and reliable portable time piece. The historical context within which commercialisation took place was found to be significant. Attention to the escapement mechanism in watches was identified as the key to improving performance, and the focus of the paper is placed upon how this opportunity was satisfied through the means provided by the rack lever escapement. Alertness to the potential of already discovered but undeveloped ideas appears to be an additional feature behind the entrepreneurial activity. The paper shows that innovation can be a discontinuous process. It also indicates the relevance of modern-day knowledge brokers in facilitating the process of new product innovation. Originality/value Entrepreneurship and innovation along with research and development are all intrinsically linked in producing goods and services to satisfy customer wants and needs. Together, they represent a cornerstone which helps to establish a business and maintain its continued survival. Importantly, the development of new products is a key contributor to this end and innovation and entrepreneurship play their part in bringing this about. The paper suggests that new ideas can occur which may be deemed unsuitable for commercialisation at one period in time but which can at a future time be considered a temporary solution to meet an unfulfilled need in the market place. It argues for the case for reserving judgement on new ideas that are not commercialised and ensuring that knowledge of them is kept for posterity and made accessible to future generations.

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“…Similarly, Agency Theory (Jensen and Meckling, 1976) posits that a contract is formed between a principal and agent in which the agent is paid for behaviors that align with progress toward the principal's goal. In addition, Proctor (2013) recently noted the efficacy of financial incentives as a means to encourage innovation by stating that financial inducements can prompt competition which further motivates innovative thought.…”

Section: Management Lore Example 3: Money Is the Best Way To Motivatementioning

confidence: 99%

Management lore continues alive and well in the organizational sciences

Buckley

Baur

Hardy

et al. 2015

Journal of Management History

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper was to identify examples of management lore currently in the organizational sciences. Design/methodology/approach -The authors deliberated and developed a series of examples of management lore in the organizational sciences and surveyed management practitioners concerning their beliefs in the lore hypothesized. Findings -Pervasive beliefs that conflict with academic research exist in management practices. Although many of these ideas are commonly accepted as immutable facts, they may be based upon faulty logic, insufficient understanding of academic research, anecdotal evidence and an overdependence upon common sense. Buckley and Eder (1988) called these as examples of management lore. In this conceptual paper, we identify and discuss 12 examples of management lore that persist in day-to-day management practices. Topics we explore include personality, emotional intelligence, teams, compensation, goals, performance, work ethic, creativity and organizational citizenship behaviors. Originality/value -A number of areas in which academic research gainsays what we believe to be an immutable fact.

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Collaboration and networking in the process of innovation: the path to precision time keeping

Cited by 10 publications

References 26 publications

Development of Strategic Innovation Management Components

Development of Strategic Innovation Management Components

The potential which may lie in discarded, undeveloped or overlooked ideas

Management lore continues alive and well in the organizational sciences

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