By European Institute for Technology and Innovation Management
Europe is waking as much as the problem of know-how and innovation. We see ecu dedication to spend three% of GDP on R&D, yet who's wondering the best way to spend? who's wondering know-how administration? Does the company Board have the skill to regulate this spending? should still a few percent of the R&D be spent on enhancing expertise and innovation administration? this can be the place this ebook makes a contribution. It brings jointly the newest perform, examine findings and considering, awarded in a fashion that addresses most sensible administration requisites. The objective is to safe the industrial way forward for the enterprise, within the context of a sustainable and society. utilizing the tips and techniques during this ebook, the Board can examine and enhance its personal skill to accommodate the problem of expertise and innovation.
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Extra resources for Bringing Technology and Innovation into the Boardroom: Strategy, Innovation and Competences for Business Value
This is in essence the core of the guiding thought ‘Bringing Technology and Innovation into the Boardroom’ which will be illustrated in greater depth in the following sections. 6 Technology and its management being integrated parts of general management Hugo Tschirky 17 Note 1. ’ References Busse von Colbe, W. and G. Lassmann (1991), Betriebswirtschaftstheorie, Band 1. Grundlagen, Produktions- und Kostentheorie. 5. Auﬂage, Berlin: Springer. Crainer, S. ) (1995), Handbook of Management, London: Pitman Publishing.
Exibility/individuality. The results of the study are interesting: whereas in 1990 the company culture had a focus on internal orientation and stability/control, a distinct shift towards external orientation and ﬂexibility/individuality could be observed in 1993. Example 3: equipping top management decision bodies with technology competence (policy level) INTEL CORPORATION BOARD OF DIRECTORS GUIDELINES ON SIGNIFICANT CORPORATE GOVERNANCE ISSUES 5. Board Membership Criteria The Nominating Committee is responsible for reviewing with the Board from time to time the appropriate skills and characteristics required of Board members in the context of the current make-up of the Board.
Entrepreneurs must be better rewarded for risk-taking. Employees must be more motivated to update their knowledge and skills continually’ (UNICE, 2001). Is there a lesson learned? Obviously the sequence of such repetitive evaluations over a long period of time does not shed a bright light on Europe’s learning curve. It seems that institutional messages alone are not strong enough to initiate major changes. Moreover, Europe’s situation does not seem to contradict Peccei, the former founding member of the Club of Rome (Peccei, 1979).