Tibor Dőry

Innovation and excellence

Management methods for innovation transformation

Organisational competencies related to resource exploitation

The ability to identify and apply knowledge

This involves identifying and integrating the organisation's existing knowledge and utilising it in the market in order to continuously improve business processes. The ability to transform and utilise knowledge can be observed by considering the extent to which existing knowledge within the company is incorporated into new products, services or manufacturing technologies, and the extent to which it is used to (further) develop existing products, services and technologies.

Ability to collaborate externally

This means that the company utilises its knowledge through its partners rather than on its own. This typically occurs when the company invents a solution or method but is not interested in or unable to build the capacity necessary to launch a new line of business. In such cases, it licenses its know-how, which ideally also generates revenue.

The ability to develop routines, repetitive procedures and processes

This can be defined as an organisational competence aimed at gradually changing operational processes and routines. Organisational learning and increasing the organisation's overall adaptability improve efficiency and effectiveness. This ability can be developed through the application of process and project management methods and various methods of organisational learning.

Imitation, copying and replication capability

From a competitiveness perspective, it is particularly advantageous to follow and adapt the good solutions of competitors. Imitation and replication are important capabilities in terms of utilising external knowledge or reusing internal knowledge and solutions. The purpose of imitation is to acquire external knowledge, while replication is aimed at reusing the organisation's own internal knowledge.

The ability to improve efficiency

The term "efficiency" describes an organisation's operational performance as the ratio of output to input. In short, efficiency means that we are efficient when we do things right. Different sub-efficiencies can be defined for the organisational dimensions of the ambidexterity model. In the case of specialisation, economies of scale (specialisation advantage); in the case of coordination, performance achieved in the synchronisation of processes based on the division of labour compared to the transaction costs of coordination; in the case of formalisation, advantages compared to the costs of written rules; in the case of decentralisation, comparison of decisions (quantitative and qualitative) with transaction costs incurred.

Tartalomjegyzék

Kiadó: Akadémiai Kiadó

Online megjelenés éve: 2026

ISBN: 978 963 664 182 5

Menedzsment

The aim of the book "Innovation and Excellence" is to inspire and encourage company leaders, managers, and experts to initiate and implement innovation transformations with the help of professional literature and corporate case studies. Another important goal is to help develop the innovation capabilities of small and medium-sized enterprises in particular by sharing simple, proven management methods that can be tested in practice.

The first part of the volume reviews the factors of corporate excellence and success, then highlights the possible sources of innovation, with a focus on the role of users and employees. The empirical section presents a detailed description of the supportive role of the workplace environment and creative working conditions based on corporate case studies (AUDI, BOSCH, MELECS). The volume concludes with a description of selected tested practical methods and management techniques that readers can try out in their own businesses.

Hivatkozás: https://mersz.hu/dory-innovation-and-excellence//

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