This Case is about INNOVATION, KNOWLEDGE MANAGEMENT, LEADERSHIP, MANAGING PEOPLE, ORGANIZATIONAL CULTURE, TECHNOLOGY
PUBLICATION DATE: November 01, 2007 PRODUCT #: CMR385-PDF-ENG
U.S. direction in technological invention has remained an important source of national income and pride. Really, understanding that complex markets compete principally on the foundation of initiation, U.S. scholars were among the early leaders in analyzing and describing successful organizational strategies to knowledge creation, sharing, and use. However, despite their recognized abilities, U.S. companies seemingly still make use of just a fraction of their available knowledge. While the U.S. still has the world’s top research universities and is home to many world class companies that champion technology and innovation, there are growing concerns that the business values and practices vital to the development and sharing of knowledge and its total use in initiation initiatives may not be developing at the identical rate in the U.S. as they are in some of its top foreign rivals. This case analyzes some of the present criticisms and concerns about management practices in U.S. companies and discusses the direction theories and behavioral prescriptions that are essential to keeping global leadership in innovation-based economic competitiveness.