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What is your company's customer retention rate? How many customers are price defectors? Have you identified barriers that prevent customers from switching to a competitor? In this article, the author outlines a game plan to increase customer retention.
There is a game of chance played in corporate boardrooms that would intimidate even the most seasoned Las Vegas high roller. The players know the odds of success are low, but they keep at it because the game is the most exciting and honorable one around. The game is corporate venturing.
National and organizational innovation is currently at the forefront of media discussion and is viewed as critical to economic development. While the argument for…
National and organizational innovation is currently at the forefront of media discussion and is viewed as critical to economic development. While the argument for investment is universal, how it should be orchestrated is uncertain. The purpose of this paper is to bring together the three major related components of information and communication technology (ICT), knowledge management processes (KMP) and innovation, to explore empirically the constituents of ICT and KMP that improve innovation within Australian enterprises.
The method is a quantitative survey of 148 industry managers. The data was refined through confirmatory factor analysis. The hypotheses were evaluated by regression equations and parameter estimates. The findings were identified by the magnitude of the effect sizes.
The study’s evidence illuminated how specific components of ICT and KMP impact on particular aspects of innovation. The findings indicate key emerging relationships and then propose a conceptual model validated by the analysis of the survey evidence. The study identifies that investment in ICT and KMP has a positive impact on innovation performance. A particular finding is that information or data capture technologies have the most significant positive consequence for innovation.
The modeling can be used by managers as a guide to mapping ICT and KMP to specific innovation outcomes. In a modified form, it could be applied as a self-assessment instrument for managers in organizations.
This is a valuable addition to current literature, as it is unique in bringing these three key components together, confirming their instrumental impact, and indicating the differentiated investment strategies that can be implemented to achieve specific and unique innovation agendas. In addition, some refined constructs, which were developed as part of this study, provide a pre-tested, validated survey instrument for further research.
Military organizations participating in current expeditionary missions face new challenge associated with dilemmas common to asymmetric warfare. Apart from dilemmas faced…
Military organizations participating in current expeditionary missions face new challenge associated with dilemmas common to asymmetric warfare. Apart from dilemmas faced by local government, populations, and organizations, military organizations struggle with their task environment, performance, and main and supportive processes. Complementing doctrinal innovations in this area, the chapter proposes a generic model linking these processes to value creation, and it examines specific changes introduced by asymmetric warfare. Notable changes include the increasingly dialectic, constructivist, and discordant nature of organizational processes. Moreover, asymmetric warfare challenges singular definitions of military organizations' and their members' professional identity, and demands ongoing, in-depth learning.