Contact us
 |
[email protected] |
 |
3275638434 |
 |
 |
| Paper Publishing WeChat |
Useful Links
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
Article
Emerging Technologies As Drivers for Developing Organizational Innovation Competencies
Author(s)
Maria José Sousa
Full-Text PDF
XML 991 Views
DOI:10.17265/2328-7144/2015.0304.004
Affiliation(s)
Maria José Sousa, Ph.D., Universidade Europeia, Lisboa, Portugal.
ABSTRACT
This article will analyze importance of emergent technologies as drivers for developing organizational innovation competencies. The relevance of this research is based on the approach to emergent technologies articulating them with the competencies development models and organizational innovation theories. To formulate the research problem, two analytical dimensions were considered: emergent technologies and organizational innovation competencies anchored to the following research question: What are the organizational innovation competencies that rise from emergent technologies adoption by companies? Based on the literature review of prospective studies conducted in economic clusters in Portugal, the organizational innovation competencies that raised from the adoption of emerging technologies were investigated and identified: internet, mobile technologies, artificial intelligence, big data, robotics, and nanotechnologies. The methodology used was document analysis, based on the prospective sectorial studies on Portuguese industry.
KEYWORDS
competencies, innovation, organization, prospective, emerging technologies
Cite this paper
References
Boterf, G. L. (1999). L’ingénierie des Compétences. Pairs: Éditions d’ Organization.
Boterf, G. L. (2001). Construire les competences individuelles et collectives. Pairs: Éditions d’ Organization.
Cooper, J. R. (1998). A multidimensional approach to the adoption of innovation. Management Decision, 36(8), 493-502.
European commission. (1996). The green book on innovation. Brussels: EU.
Gilbert, P., & Parlier, M. (1992). La compétence: du “mot-valise” au concept opératoire. Actualité de la formation permanente, 116, 14-18.
Gjerding, A. N. (1996). Organisational innovation in the Danish private business sector (Druid working paper No.96-16, Department of Business Studies, Aalborg University, Aalborg).
Green, P. C. (1999). Building robust competencies: Linking human resources systems to organizational strategies. San Francisco: Jossey-Bass Publishers.
Gronhaug, K., & Kaufmann, G. (1988). Innovation: A cross-disciplinary perspective. Oslo: Norwegian University Press.
Kovács, I. (1989). Tendências de transformação tecnológica e organizacional nas empresas: A emergência de novos sistemas produtivos. Revista do Centro de Estudos Economia e Sociedade, 1, 39-66.
Lawer, E. E. I., Mohrman, S. A., & Ledford, G. (1995). Creating high performance organisations: Practices and results of employee involvement and total quality management in Fortune 1000 Companies. San Francisco: Jossey-Bass.
Lopes, H. I. (1999). Estratégias Empresariais e Competências-Chave (Dinâmia, ISCTE).
Nonaka, I. E., & Takeuchi, H. (1997). Criação de Conhecimento na Empresa. R. Janeiro: Ed. Campus.
Padmore, T., Schuetze, H., & Gibson, H. (1998). Modeling systems of innovation: An enterprise-centered view. Research Policy, 26(6), 605-624.
Polanyi, M. (1998). Personal knowledge. Towards a post critical philosophy. London: Routledge.
Prochno, P. (2001). Relationships between innovation and organizational competences. Proceedings from Academy of Management Annual Meeting, Washington, D.C., USA.
Stacey, R. (2001). Complex responsive processes. London: Routledge.
Stalk, G., Evans, P., & Shulman, L. E. (1992). Competing on capabilities: The new rules of corporate strategy. Harvard Business Review, 70(2), 57-69.
Tidd, J., Bessant, J., & Pavitt, K. (2005). Managing innovation: Integrating technological, market and organizational change (3rd ed.). Chichester: John Wiley and Sons Ltd.