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摘要:本文是留学生assignment范文,主要内容是分析电信行业的创新气氛,以此证明创新和技术能力被认为是有助于企业绩效......

一个企业的创新和技术能力被认为是有助于企业绩效的关键因素,竞争优势和持续的商业成功,在市场上,因此,它们已被广泛的研究,从不同的角度进行了很长一段时间。组织气候对组织创新起着重要作用。基于对创新气候与组织技术能力建设的重要性的文献回顾,可以得出如下结论:需要更多的参数有关的创新气候与组织技术能力建设的关系。虽然许多研究都单独进行了创新的气候或技术能力的组织,但本研究是努力研究创新气氛和技术能力建设在电信部门之间的关系。数据收集的问卷调查的基础上选定的样本确定的因素。采用描述性统计、相关分析、回归分析、多元回归等方法对所得数据进行分析。

 

Innovation and technological capability of a firm are widely recognized as critical factors contributing to the firms performance, competitive advantage and sustained commercial success in the market and, therefore, they have been extensively investigated from different perspectives for a long time now. Organisational climate plays an important role for innovation of an organisation. Based upon the review of literature on the innovation climate and the importance of organizational technological capability building, it can be safely concluded that there need to be more arguments concerning the relationship between Innovative climate and Technology capability building of organizations. Although many studies have been conducted individually either on Innovation climate or on technology capability of the organization but this research is an effort to study the relationship between Innovation Climate and Technological Capability Building in the Telecom sector. The data was collected by means of questionnaire based on the identified factors on the selected sample. Analysis of the collected data was done by using descriptive statistics, Correlation, Regression, Multiple Regression etc.

 

Keywords: Innovation, Innovation Climate, Competition, Technology Capability Building.

 

INTRODUCTION 简介

The telecommunication industry has been shaped by a number of factors which have emerged over the past decade or so. A driving force has been technological developments, which have altered the shape of the industry. Increasingly wireless technology, on-line transactions, value-added content and application offerings are changing the telecommunications landscape. In addition, there is increasing conversions of technologies and markets. Privatization and competition is also dramatically changing the industry and there has been a significant increase in the number of service providers in this industry. The twin forces of technology change and a highly competitive industry environment means that the service providers have to continually look to introduce innovative products and services and improve their operating efficiency and service levels. Telecommunication service provider are under tremendous pressure to provide a wide range of innovative products and service at internationally competitive prices and with increased value for money.

 

The pace of global, economic, and technological development makes change an inevitable feature of organisational life (Andriopoulos, Dawson 2009). It appears that in this changing liberal policy environment, the development of technological capability is essential in the telecom sector. In spite of the crucial role of technological capability in enhancing the competiveness of the firms very few studies on the question of how technological capability of the organisations can be improved. Organisational change and Innovation have become management "buzz-words" in the past two decades (King, Anderson 2002). The concepts of change, creativity and innovation have never been more topical, especially given the commercial context of fierce business competition, shorter product life cycles and more demanding customers. Increasingly, long-term commercial success is based on an ability to manage change, to nurture creativity and to promote innovation (Andriopoulos, Dawson 2009).

 

In general, innovation is defined as the adoption of an idea or behaviour that is new to the adopting organization (Rogers, 2003). The innovation can be a new product, a new service, a new technology, a new way of doing things, or a new market. Innovation is production or adoption, assimilation, and exploitation of a value-added novelty in economic and social spheres; renewal and enlargement of products, services, and markets; development of new methods of production; and establishment of new management systems. It is both a process and an outcome. Innovation provides the firm not only with the immediate results in terms of a new service, product or process, but also in terms of the increased long-term knowledge base of the firm, that in turn can be a source of further innovations, performance improvements and competitive advantage.

 

The growing importance of Innovation in telecom industry mainly stems from the recent growth of demand and competitiveness in this sector, and from the rapid advances in the technologies available for telecom organizations. Survival and success of telecom companies highly depends on their ability to quickly provide the required amount of services to the customers and products that can satisfy customers changing needs in an effective way, to adequately react to competitors innovations, to take advantage of the new technological developments available in the marketplace, and to guarantee high quality and safety. In order to be competitive and meet these requirements, companies operating in the telecom sector need to become more innovative and increase their technology capabilities (Hjalager, 2002; Rodriguez and Burguet, 2003).

 

With advances in research, the concept of Innovation has also been refined and a more comprehensive understanding of Innovation has been emerged. Innovation has emerged as a resource or competence that enables organizations to change as the environment changes and thus to obtain long-term, lasting competitive advantages (Panayotopoulou and Papalexandri, 2004). Organisations must be aware of the need to develop a perception of support for Innovation where the managements values become employee practices. Perception of support for Innovation is a measure of the organizations orientation toward Innovation. Organisations can nurture perception of support for Innovation by means of different dimensions of the organizational climate. Organizational climate can be described as the shared perceptions of organizational members who are exposed to the same organizational structure.

 

Given the current paradigm of a rapidly changing business environment in which success relies heavily on human capital, it is of paramount importance that organisations create a workforce that can continually create and implement Innovation. One way for organisations to do this is through the establishment of a strong climate for innovation. (Van de Ven 1986) suggests that in order for innovation to occur in organizations, employee attention needs to be directed toward creating new products, processes, and services crucial to the organizations survival. A strong climate for innovation may act as a way of focusing employee attention and creating a collective mentality that is supportive of innovation. Several studies reported that the most frequently cited reason given for change initiatives failure such as Business Process Re-engineering or TQM, etc. was due to a neglect of the organisations climate (Cameron, Quinn 2006).

 

A commonly used definition of organizational climate describes it as employees shared perceptions about the environment in which they work, and the general sense of which behaviours will be rewarded (Schneider, 1990). In addition, organizational climate can be examined in terms of a particular referent such as innovation (Schneider & Reichers, 1983). A climate for innovation, therefore, is the perception employees hold about innovation in the organization and it consists of workers' feelings, attitudes, and behavioural tendencies measured by their perceptions (Payne & Pugh, 1976). It can also believe climate for organisational innovation is a useful proxy when it is difficult to get direct behavioural measures of innovation across diverse organisations and industry sectors. In a strong climate for innovation, workers feel like innovation is valued and believe they will be rewarded for innovative behaviours. In a weak climate for innovation, workers do not feel innovation is valued and fear they will be ridiculed if they suggest a new idea. Given the importance of having a workforce that is continuously creating change and innovation, there is an advantage for companies which establish strong climates for innovation. To create Innovation, organisation must focus employees attention on developing new products, processes, and services. Several researchers have indicated that a climate for innovation may act as this continual instigator and redirect employees behaviour toward innovation (Amabile, 1988; Isaksen, 1987; Kanter, 1988). Thus, when a crisis hits, a company with a strong climate for innovation might excel at focusing employee attention toward the developing problem in order to quickly generate solutions. Conversely, when an organization with a weak climate for innovation faces a crisis, it may take longer to focus employee attention towards finding potential solutions.

 

In sum then, a strong climate for innovation aids in directing employee attention toward Innovation. Organisations seeking to create innovation, therefore, could potentially benefit from the establishment of a strong Climate for Innovation. In business organizations, the structure of the market (competition, concentration), technological dynamism, and market growth are considered the prominent environmental factors influencing technological product/service and process innovations (Cohen and Levin, 1989; Nohria and Gulati, 1996).  

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