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on Knowledge Management and Knowledge Economy |
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Issue of 2020‒09‒07
three papers chosen by Laura Ştefănescu Centrul European de Studii Manageriale în Administrarea Afacerilor |
| By: | Vlados, Charis (Democritus University of Thrace, Department of Economics); Katimertzopoulos, Fotios (Democritus University of Thrace, Department of Economics) |
| Abstract: | This study examines the concept of Innovation from two different conceptual and theoretical prisms: the science of economics and the theoretical tradition of entrepreneurship and organizational theory which both offer a remarkable distance in the way in which innovation is perceived. This study supports the notion that, by pointing a theoretical focus based on a co-evolutionary approach, centered on the "evolutionary heart" of the capitalist business, modern economic science and business thinking will gain from bridging the study of the innovative phenomenon with analytical fertility. To achieve this, the physiological structure and organic evolution of Strategy-Technology-Management (Stra.Tech.Man) synthesis of business becomes the center of attention, perceiving ultimately the firm as an active actor and even as a major structural co-creator of the sectors of industries and the socioeconomic systems which is hosted in. |
| Keywords: | Stra.Tech.Man innovation; Innovation economics; Organizational innovation; Strategy innovation; Economic development; Business development |
| JEL: | B00 O39 |
| Date: | 2019–03–04 |
| URL: | http://d.repec.org/n?u=RePEc:ris:duthrp:2019_001&r=all |
| By: | Raj, Keerthan; Aithal, Sreeramana |
| Abstract: | According to the International Institute for Sustainable Development (IISD), sustainable development has been defined in many ways, and it states that: “Sustainable development is a development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” We have seen a lot of focus on sustainable development starting from the initiative of the United Nations which has made all nations focus on Sustainable Goals to be achieved by 2030, to large conglomerates and small business enterprises likewise focussing on sustainable business practices, which if well planned would yield success and growth. In light of the global challenges faced in relation to environmental, economic and social resources sustainable development leading to sustainable success and growth calls for a significant rethinking in the management of resources within the, and external to the organization. In this paper, we propound the furthering of a circular economy concept to management as ‘circular model of management’. Borrowed from the concept of circular economy, a circular economy (as against a linear economy) is an economic system aimed at minimizing waste and making the most of resources. Moving towards a circular economy delivers benefits such as reducing pressure on resources, increases competitiveness, stimulates innovation and boosts growth. This study is developed through extensive work in subsistence communities (base of the pyramid customers) in emerging markets. A circular economy promotes social, environmental, economic and overall restorative and regenerative capabilities, similarly, a circular model of management will as envisaged promote regenerative and restorative capability in the organization which will ensure sustainable growth and success by means of ensuring the reduction of leakage of resources to the minimum and applicability to the maximum. |
| Keywords: | Base of the pyramid, Circular economy, Circular model of management, Model, Sustainability |
| JEL: | M1 M10 |
| Date: | 2020–01–11 |
| URL: | http://d.repec.org/n?u=RePEc:pra:mprapa:101749&r=all |
| By: | Michele Cincera; Julie Delanote; Pierre Mohnen; Anabela Santos; Christoph Weiss |
| Abstract: | Companies in advanced economies are facing new challenges. Investment in intangible assets – such as R&D expenditures, ICT activities, the cost of training employees and spending on improving the organizational process – has gained relevance to overcome market pressure. In the last decade, many studies discussed the impact of intangible investment on firms’ performance. However, comparison of the effect of different types of intangible investments is less well explored. The paper aims to fill this gap by assessing the impact of several intangible investments on productivity using for the first-time data from the EIB Survey on Investment (EIBIS) covering all 28 EU members, in the period 2015-2017. We allow intangible investments to affect productivity through innovation, using an augmented version of the Crépon-Duguet-Mairesse (1998) model. Our results show that all types of intangible investments positively impact labour productivity. However, ICT and acquisition of new skills are more important for explaining productivity gains than R&D investment and organizational improvements. Furthermore, R&D and ICT investments also affect productivity indirectly through their effects on innovation, which itself increases productivity. |
| Keywords: | R&D; ICT; Intangible investments; Innovation; Productivity |
| JEL: | O30 O44 O52 |
| Date: | 2020–03 |
| URL: | http://d.repec.org/n?u=RePEc:mde:wpaper:0145&r=all |