Corporate Sustainability (CS) and Organisational Ambidexterity (OA) are two aspects that are capable of facilitating innovation in business. Though the concepts have been elaborately discussed separately, attempts are yet to be made to find out the association between them and blending of the two. Both CS and OA gathered the attention of social scientists and management experts only recently. However, within a short span of a few decades there has been sufficient accumulation of literature in these challenging areas. While CS involves a host of actions by which organizations strive for financial success, even as they accept the responsibility for their actions and its impacts on a diverse group of stakeholders; OA is the ability of an organisation to simultaneously explore and exploit, enabling it to succeed at adaption over time rather than pursing limited activities. The present paper attempts to find out the similarities and associations between CS and OA. It is expected, that the present work will add to the existing body of literature about the two concepts, and provide inputs for further research in this new and exciting area.
Human Resources Management (HRM) is still regarded as an unexplored area from the perspective of performance, andtherefore many unanswered questions arise from this topic.The key link is the manager in HRM who is responsible for the co-implementation of HRM practices. From this specific perspective, managerial practices are an important assumption for a successful employees’ management and mainly their work performance. People management cannot exist without the existence of social competence that is inevitably influenced to a considerable degree by social intelligence of the manager.The relationship between social intelligence and performance motivation was examined on a sample of interviewees as well as the impact of social intelligence on handling demanding situations that a manager encounters in everyday work situations. The results of the research have showed the discrepancies in the age groups as well as work placement that has proved the fact that managers are more socially intelligent than non-managers. Further results of the research and the conclusions take us beyond in this area which requires increasingly bigger attention from academia. Clearly, both the impact of a manager’s personality on HRM and the possibilities of influencing organizational performance are topics that require further research.
The paper discusses the key factors that contribute to the successful „nurturing“ of inter-organizational relationships and evolving partnership activities in a pursuance of social innovations.
In the first section of the paper, the factors influencing inter-organizational collaboration are reviewed. The second section discusses the content of inter-organizational interaction forms and link between maturity of collaboration, sustainability of relationships and partnership’s potential for social innovations. In the third part, the modern shifts in leadership are talked about. The fourth part presents the empirical research made, and a discussion based on the research findings is submitted.
Research was based on the qualitative methods: in-depth interview, case study, participant observation and personal reflection, and analysis of documentary materials. Three cases in two organizations were studied. The analyzed inter-organizational partnerships have shown that in less mature forms of inter-organizational interaction, innovations are unlikely, as compared with the inter-organizational partnership and integrative collaboration. Also found that collaborative leadership is a dominant factor when thinking about innovative joint work results.
The aim of the present article is to investigate the role of sustainable innovation strategies on competitive advantages of Lithuanian biotechnology companies. The entire Lithuanian biotechnology market is targeted via the conduction of semi-structured qualitative interviews, consecutively carried out in 2011 and 2012. The methodological solution to introduce the time perspective in the research elucidates the importance of the sustainability in innovation processes as there could be the progress and the continuity in the implementation of innovation strategies observed among sample companies. There is the increasing number of discussions about innovations and the performance of organizations. The success of an innovative activity depends on the complex of human and financial resources, organizational, managerial, technical and other factors. Though competitive advantages cover a vast spectrum of aspects, they all are inter-related and dependent on a great number of factors and measures. The innovation strategy could help to reach target results and to provide a synergy effect. Main reasons for the creation and deployment of innovations should also be the increasing competition, rapidly evolving technology and changing consumers’ expectations. Such factors as the human capital emerges as the key driver of high-tech industries because people involved in innovative activities are characterized by their competencies, motivation and willingness to act in different circumstances. It should not be forgotten the importance of the continuity of innovation processes and long-term strategic directions. The research question: are sustainable innovation strategies necessary for competitive advantages of Lithuanian biotechnology companies? Firstly, there is the concept and classification of innovations presented; it is continued by the revelation of main features of innovation management and success factors of the commercialization of innovations. These chapters are followed by the identification of companies’ competitive advantages and the analysis of sustainable strategic human resource management. Finally, there are main characteristics of the biotechnology sector underlined and the research (2011 and 2012) results on a sustainable development of competitive advantages via the innovation strategy presented.
The aim of the present article is to examine parameters of product innovations that could lead to a successful expansion of international companies to the innovation-driven market. The case of the European mobile technology company in the Korean market is analyzed by introducing a market research method and demonstrating what sort of mobile phone could be designed for the South Korean youth. Companies often declare focusing on stronger marketing and sales efforts in one particular business area or geographical region via creating, testing and introducing a new product. The reasons for failures in foreign markets in many cases are related to the lack of knowledge of this region, wrong choice of the product as well as the incapability to choose a right innovation and expansion strategy. It should not be forgotten that a technological product innovation is more readily adopted by the firms that have a market penetration strategy and hope to gain a direct advantage over the competition. The level of technological intensity, user-friendliness, style, cultural aspects, loyalty to native products as well as the level of integration of customers and clients in innovation or marketing processes are important factors while expanding to foreign markets.
The research question: are product innovations necessary for international companies in expansion to innovation-driven markets? Firstly, there is the country profile presented in the context of transformation to the knowledge-based economy; it is continued by classifications of innovations and product design. These chapters are followed by the presentation of the European mobile company ‘X’, which is a good sample of companies that could find results of the present market research of significant interest. Finally, there are main preferences regarding mobile phones, collected by the online survey, where Korean citizens from 15 to 40 years old were interrogated, revealed; the answer to the research question is provided and a new product for the European mobile technology companies designed.