Post by account_disabled on Jan 1, 2024 5:46:09 GMT
Innovation Add cybersecurity expertise to your board Many organizations invest significant resources into innovative activities to stay competitive. How do they ensure that these resources are allocated to uses most likely to generate innovation? Answering this question was the focus of a recent study that I and several other researchers conducted in the biotechnology industry. (A full description of the study appears in the March issue of Strategic Organization.) Related research, , , and, When is the whole greater than the sum of its parts? Bundling knowledge inventories for innovation success, Strategic Organization, vol. (Year and month): . In this study, my co-authors and I set out to explore the interdependencies.
Between various factors that may influence innovation success, and whether these factors work effectively together to help promote greater innovation. In particular, we examine the relationship between a firm's intellectual capital (the knowledge an organization knows through the patents it codifies), human capital (the proportion of the firm's scientific staff consisting of star scientists, measured Job Function Email List by prior innovation success), and collaborative capital (The company’s alliance portfolio and ability to work with others). We used data from biotechnology companies founded between Analysis of the data found that, to a statistically significant extent, developing greater human capital in the form of a reduces.
The likelihood that a firm will develop new intellectual capital. Apparently, the presence of star scientists reduces a company's creativity because they rely on existing knowledge to solve technical problems rather than seeking new ideas and solutions. We also find that high levels of collaboration through alliances foster innovation because it encourages the free exchange of ideas among people who must work together to discover new solutions to problems. However, the presence of high-level star scientists (human capital) inhibits innovation and collaboration. Stars may have too much vested interest.
Between various factors that may influence innovation success, and whether these factors work effectively together to help promote greater innovation. In particular, we examine the relationship between a firm's intellectual capital (the knowledge an organization knows through the patents it codifies), human capital (the proportion of the firm's scientific staff consisting of star scientists, measured Job Function Email List by prior innovation success), and collaborative capital (The company’s alliance portfolio and ability to work with others). We used data from biotechnology companies founded between Analysis of the data found that, to a statistically significant extent, developing greater human capital in the form of a reduces.
The likelihood that a firm will develop new intellectual capital. Apparently, the presence of star scientists reduces a company's creativity because they rely on existing knowledge to solve technical problems rather than seeking new ideas and solutions. We also find that high levels of collaboration through alliances foster innovation because it encourages the free exchange of ideas among people who must work together to discover new solutions to problems. However, the presence of high-level star scientists (human capital) inhibits innovation and collaboration. Stars may have too much vested interest.