Managerial frameworks for innovative responses in high-tech organizations

Bleicher, Knut; Bleicher, Frank; Herbert, Paul

doi:10.1016/0007-6813(83)90051-4

Cited by 16 publications

(5 citation statements)

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“…With the application of new techniques, both markets and demand could be constructed or changed. Bleicher and Paul (1983) suggested that the high-tech industry has high capital and technical precision that stresses professional knowledge, R&D and technology talent cultivation, a high degree of technical intensity, large economic scale, high risk and high return. In the future it is expected that Taiwan might become a technological nation, treating the high-tech industry with strategic focus oriented toward creativity.…”

Section: High-tech Industrymentioning

confidence: 99%

“…The research purpose is as follows: (1) exploring if KM capabilities have a critical influence on NPD performance. (2) Exploring if different organizational knowledge sharing mechanisms lead to knowledge sharing in NPD performance. (3) Exploring if the differences in industry and corporate positions lead to different KM capabilities and knowledge sharing mechanisms in NPD performance.…”

Section: Introductionmentioning

confidence: 99%

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Research on the Effects of Knowledge Management Capabilities and Knowledge Sharing Mechanisms on New Product Development Performance in Taiwan’s High‐tech Industries

Liu

Tsai

2007

Asian Journal on Quality

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High-tech industries in Taiwan exist in an environment with diverse product requirements and intense cost reduction and information integration stress. They must develop new operational directions to increase industry competitiveness. Therefore, Taiwan's high-tech industries must continue R&D and creativity, establish knowledge sharing mechanisms and improve new product development (NPD) performance. This research analyzed and explored the influences of knowledge management (KM) and knowledge sharing mechanisms introduced by Taiwan's high-tech industries on new product development performance. The relationship between knowledge management capabilities and NPD performance is studied. This research considers the intervening industry and corporate position variables. Taiwan's high-tech industries have gradually entered the era of IT region integration and application with competitive advantage creation based upon core techniques. The in-depth study of knowledge management and knowledge sharing introduced by the high-tech industry revealed double meanings in academic and practical applications. The research results showed the following:(1) the stronger the knowledge management capabilities of Taiwan's high-tech industries, the more significant the NPD performance. (2) The better the knowledge sharing mechanism in Taiwan's high-tech industries, the more significant the NPD performance. (3) Corporate scale is not necessarily the critical factor in NPD success and the influence of corporate scale on NPD performance did not show significant differences. (4) The stronger the degree of leading corporate techniques, the more significant the NPD performance.

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Section: High-tech Industrymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Research on the Effects of Knowledge Management Capabilities and Knowledge Sharing Mechanisms on New Product Development Performance in Taiwan’s High‐tech Industries

Liu

Tsai

2007

Asian Journal on Quality

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“…Parallel teams can be set up for designing highly innovative products, projects or activities (Bleicher, Bleicher and Paul, 1983). Both the teams may be given the same mandate but are encouraged to work independently and evolve distinctive approaches.…”

Section: Parallel Groupsmentioning

confidence: 99%

Tools for Enhancing Innovativeness in Enterprises

Khandwalla¹

2006

Vikalpa: The Journal for Decision Makers

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If the enterprises of the Third World are to survive intense competition and thrive in a globalized economy, they will have to go beyond importing Western and Japanese technologies and management models to innovation. Rapid and widespread induction of structured management tools imported from the West and Japan may raise the operating standards of these enterprises but may not translate into superior financial performance because they would not confer competitive advantage vis-a-vis domestic competitors that also have inducted the same tools. Besides, there may be cultural and other impediments to their effective institutionalization. Innovation is a superior option because it is homegrown and confers the first mover advantage. If the enterprise learns to be innovative so that it can generate a continuing string of successful technical and managerial innovations, it can garner sustainable competitive advantage and grow and thrive even in a hyper-competitive environment. Innovation is applied creativity and, therefore, the principles of creativity need to be kept in mind in seeking to be innovative. Innovation can come in a great variety. Most innovations have three characteristics: they are executed in the face of much uncertainty; they have economic implications; and they have a political dimension. These aspects make the management of innovation quite challenging. The major blocks to enterprise innovativeness are internal: conservative and bureaucratic cultures and structures, communications problems, and administrative inflexibility. In enterprises that have grown up in conservative cultures and protected economies, the required mindset change in the stakeholders can be daunting. As a first step to stepped up innovativeness, an organizational design needs to be adopted that is innovation friendly. Such a design is briefly outlined. A number of management tools can enable the enterprise to leapfrog to a much higher plateau of innovativeness. Sixteen tools are briefly discussed with real life applications. They are: creativity training; innovation training; creativity thinking network; creative scenario building; creative surveys; creative experiments; creative benchmarking; reverse brainstorming; exnovation; multiplication of change agents; kaizen; creative overload; data mining; stakeholders' councils; intrapreneurship; and parallel groups. These tools deliver a number of value propositions and facilitate: an innovationist mindset in the organization a ‘stretch’ vision of the future that can spur innovations vital intelligence that stimulates innovations dumping of obsolete activities that creates space for changes and innovations widespread change and innovation throughout the organization continuous improvements and innovations high potential new innovation leads ‘breakthrough’ innovations. In conclusion, the author suggests that becoming much more innovative is a high priority for the Third World enterprises. It is also suggested that the organization design that facilitates innovations and management tools that help an enterprise generate a continuing stream of successful innovations need to be incorporated into the core of management curriculum.

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“…Assisting Taiwanese companies in enhancing their technology intensity, Taiwanese Government established Hsinchu Science Park, which was duplicated from Stanford Industrial Park in Palo Alto, California, and encouraged foreign famous semiconductor manufacturers to invest their ventures and advanced technologies in Taiwan (Davis and Hatano, 1985). The cultivation of the high‐tech industry must emphasize the development of knowledge and human capital (Bleicher et al , 1983). Since the wafer fabrication industry is one of the high‐tech industries (Hoyt and Matuszek, 2001), Taiwanese Government provides the best education, training and services in the wafer fabrication industry in order to further the research and industrial development in this field.…”

Section: Introductionmentioning

confidence: 99%

Using data envelopment analysis (DEA) to evaluate the operational performance of the wafer fabrication industry in Taiwan

Chen

2009

Journal of Manufacturing Technology Management

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PurposeThe purpose of this paper is to use data envelopment analysis (DEA) to evaluate the efficiency of the wafer fabrication industry in Taiwan.Design/methodology/approachThe input variables are total assets, operation costs, and operation expenditures, and the output variable is net sales. This study uses the Pearson correlation to indicate positively correlation between input and output variables, applies DEA to analyze the efficiency scores, and utilizes Mann‐Whitney U‐test to compare the efficiency score of stock exchange market group (SEM group) with that of over‐the‐counter market group (OTC group). Moreover, this paper explores the efficiency performance over different periods by use of the Malmquist productive Index (MPI).FindingsThis study indicates that Taiwan Semiconductor Manufacturing Corporation (TSMC) has the most relative efficiency in the wafer fabrication industry of Taiwan. In addition, this study finds out the average constant returns to scale (CRS) efficiency of the Taiwanese wafer fabrication industry from 1999 to 2003 is 84.98 per cent, and the average CRS efficiencies of all nine wafer fabrication companies are over 70 per cent. This study finds out that net sales and scale efficiency of SEM group are higher than those of OTC group. Moreover, this study shows that the main inefficient causes of four companies of SEM group except TSMC and Nanya are from the inefficiency of variable returns to scale efficiency, while the main inefficient causes of all companies of OTC group are from the inefficiency of scale efficiency. Finally, according the results of the MPI in this study, the wafer fabrication industry should introduce the new technology to improve its technology change effect.Originality/valueThis study provides a valuable reference for wafer fabrication companies not only in reviewing their efficiency, but also in enhancing their operational performance.

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Managerial frameworks for innovative responses in high-tech organizations

Cited by 16 publications

References 0 publications

Research on the Effects of Knowledge Management Capabilities and Knowledge Sharing Mechanisms on New Product Development Performance in Taiwan’s High‐tech Industries

Research on the Effects of Knowledge Management Capabilities and Knowledge Sharing Mechanisms on New Product Development Performance in Taiwan’s High‐tech Industries

Tools for Enhancing Innovativeness in Enterprises

Using data envelopment analysis (DEA) to evaluate the operational performance of the wafer fabrication industry in Taiwan

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