Abbey, A. (1989). The strategic management of technological innovation. IndustriaManagement, 31(5), 16. Retrieved from http://search.proquest.com/docview/211622688?accountid=458 Businesses must constantly adapt to rapid advances in science and technology in order to survive. Technological innovation is fast becoming known as an important instrument in inter corporate competition. A dynamic policy of innovation planning is critical for innovation-producing organizations. A model of strategic management is developed that is based on data collected from a field study of technological innovation in the semiconductor industry. The process of innovation can be broken down into 3 main phases: 1. the idea generation and evaluation phase, 2. the approval and adoption phase, and 3. the development and implementation phase. The successful introduction of technological innovation demands a high degree of integration between the various components of the firm. The use of a strategic planning model will force the company to focus its attention on anticipating opportunities in the external environment. This enables the organization to efficiently allocate human and financial resources to take advantage of the opportunities it confronts.
Camelo, C., Fernández-Alles, M., & Hernández, A.,B. (2010). Strategic consensus, top management teams, and innovation performance. International Journal of Manpower, 31(6), 678- . doi:http://dx.doi.org/10.1108/01437721011073373
The purpose of this paper is to analyze how the educational level and diversity of a firm's top management team (TMT), moderated by strategic consensus, influence its innovation Annotated Bibliography
performance. Using Poisson regression analysis, the proposed models were tested on 97 innovative Spanish firms selected from the Dun and Bradstreet database of 2000....
affect a firm 's strategic innovation orientation, and how this relates to innovation outcomes and firm performance. Hypotheses are tested on a sample of goods manufacturers using a combination of survey data, document analysis, and objective capital market data for firm performance. Results indicate that TMT diversity, measured as heterogeneity in educational, functional, industry, and organizational background, has a strong positive effect on a firm 's innovation orientation. A strong proactive focus on emerging customer needs and on novel technologies then lead to a portfolio of new products with higher market newness and technology newness, which both increase firm performance. The results therefore emphasize the importance of TMT characteristics as antecedent for innovation strategy and innovation outcomes.
Innovation and strategic management have alot to do with a business surviving with the coming giant corporations that hurt smaller business because A firm 's strategic innovation orientation, which is aimed at discovering and satisfying emerging customer needs with novel technological solutions, has repeatedly been shown to be crucial for firm innovativeness and firm performance. Despite its apparent importance, relatively little research has addressed antecedents of a firm 's strategic orientation that help explain heterogeneity in innovation strategies across firms. Especially the influence of top management teams (TMT) should be critical, since innovation strategies are shaped at the top management level.
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