7s Model Samsung
Case Study 2.: Trade and Innovation in the Korean Information and Communication Technology Sector<sup>1 </sup>.
Onodera, Osamu
Kim, Hanna Earl
OECD Journal: General Papers; 2008, Vol. 8 Issue 4, p109-155, 47p, 34 Charts, 20 Graphs
This includes the strategy of the organisation, the innovation strategy, the culture in the organisation towards risk-taking and change, the motivation of employees, cross functional learning, knowledge management and the use of internal and external networks.
“Employees’ willingness to take risks very much depends on the existence of a ”noblame” culture. A strong culture fosters innovation only if it is built on norms such as accepting failure…” (Goffin & Mitchell, 2005, s. 265).
”Multifunctional learning fosters innovative and learning by doing on the part of the employees and help them keep up to date with the latest developments. It also serves as a basis for creating a climate that can bring about organizational transition”
(Takeuchi & Nonaka, 1986).
“Organizations need to increase their innovative capacity and one powerful mechanism for doing so is to extend participation in the process to a much wider population. Mobilizing high levels of participation in the innovation process is unfamiliar and, for many organizations, relatively untested and apparently risky” (Bessant, 2003, s. 767).
”Mobilizing and managing knowledge becomes a primary task and many recipes offered for achieving this depend on mobilizing a much higher level of participation in innovative problem-solving” (Bessant, 2003, s. 767)
”Companies increasingly cannot expect to warehouse their technologies, waiting until their businesses make use of them” (Chesbrough, 2003, p. 132)
Thirdly, the 7-S framework contains the very process of innovation. The process is divided into a series of relatively well-known steps in the “funnel” approach that seems to be standard in theory and praxis these days. However, it has been chosen
Onodera, Osamu
Kim, Hanna Earl
OECD Journal: General Papers; 2008, Vol. 8 Issue 4, p109-155, 47p, 34 Charts, 20 Graphs
This includes the strategy of the organisation, the innovation strategy, the culture in the organisation towards risk-taking and change, the motivation of employees, cross functional learning, knowledge management and the use of internal and external networks.
“Employees’ willingness to take risks very much depends on the existence of a ”noblame” culture. A strong culture fosters innovation only if it is built on norms such as accepting failure…” (Goffin & Mitchell, 2005, s. 265).
”Multifunctional learning fosters innovative and learning by doing on the part of the employees and help them keep up to date with the latest developments. It also serves as a basis for creating a climate that can bring about organizational transition”
(Takeuchi & Nonaka, 1986).
“Organizations need to increase their innovative capacity and one powerful mechanism for doing so is to extend participation in the process to a much wider population. Mobilizing high levels of participation in the innovation process is unfamiliar and, for many organizations, relatively untested and apparently risky” (Bessant, 2003, s. 767).
”Mobilizing and managing knowledge becomes a primary task and many recipes offered for achieving this depend on mobilizing a much higher level of participation in innovative problem-solving” (Bessant, 2003, s. 767)
”Companies increasingly cannot expect to warehouse their technologies, waiting until their businesses make use of them” (Chesbrough, 2003, p. 132)
Thirdly, the 7-S framework contains the very process of innovation. The process is divided into a series of relatively well-known steps in the “funnel” approach that seems to be standard in theory and praxis these days. However, it has been chosen