ANALYSIS OF THE MAIN APPROACHES AND TYPES OF INNOVATION MANAGEMENT STRATEGIES OF MODERN COMPANIES

  • Bychin, V.
  • Zabelina, O.
  • Umnov, V.
Abstract:
Innovation management strategy is based on the strategy of organization intensive development while creating the necessary conditions for such a development through creation of new products and the resulting technological innovation. Management strategy of new product implementation focuses management capacity on what, when and how the organization should produce, at what technical level and under what conditions. According to this the organization development objectives are determined and the plan is defined for how and when to use development opportunities for objectives realization, how and when to streamline the ways of achieving them. Innovation management strategy should define goal orientation and primary directions of: ? rapid and efficient implementation of technical and technological innovations for the core functions of the organization; ? security and efficient use of resources required for the proposed innovation, including the definition of proportions between the technological, product and other innovations; ? appliance of creative initiative of workers, along with the experience and achievements of customers and suppliers. Based on the analysis of organization innovation policies in industrialized countries, a classification of product innovations strategies is developed: 1. Actively offensive strategy: aims the superiority in terms of innovation in certain areas of activities or in the region of sales. As a rule, it applies to one or more types of production, where there are favorable conditions for it. 2. Moderately offensive strategy: provides the position of the "second best producer". Typically, it is used by powerful and large organizations in some activities, the range of which is broader than in the case of actively offensive strategy. 3. Defensive strategy: focused on the preservation of the average organization position, not facing difficulties in sales due to lack of marketing competition. Organization using the defensive strategy usually saves on independent research and development, as it uses the experience and achievements of other companies that are leaders in the given field of innovation. 4. The residual strategy main point is to try to "get accustomed to the established markets" with average or even obsolete in terms of innovation products. Open and dynamic nature of organization calls for innovation, which may result in conflicting objectives and activities of the subsystems of the organization, which in turn gives rise to new needs for innovation.
SGEM Research areas:
Year:
2016
Type of Publication:
In Proceedings
Keywords:
strategic management; innovation management; classification of product; innovations
Volume:
16
SGEM Book title:
3rd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2016
Book number:
2.4
SGEM Series:
International Multidisciplinary Scientific Conference on Social Sciences and Arts-SGEM
Pages:
85-92
Publisher address:
51 Al. Malinov blvd, Sofia, 1712, Bulgaria
SGEM supporters:
SWS Scholarly Society; Acad Sci Czech Republ; Latvian Acad Sci; Polish Acad Sci; Russian Acad Sci; Serbian Acad Sci & Arts; Natl Acad Sci Ukraine; Natl Acad Sci Armenia; Sci Council Japan; European Acad Sci, Arts & Letters; Acad Fine Arts Zagreb Croatia; C
Period:
24-30 August, 2016
ISBN:
978-619-7105-75-9
ISSN:
2367-5659
Conference:
3rd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2016, 24-30 August, 2016
DOI:
10.5593/SGEMSOCIAL2016/B24/S07.012
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