The Research on the Manufacturing Enterprise Organizational Innovation Path Forming Based on Dynamic Perspective
DOI: 10.23977/msom.2019.11002 | Downloads: 9 | Views: 2459
Wang Peng 1
1 School of Economics and Management, Dalian University, No.10, Xuefu Avenue, Economic & Technical Development Zone, Dalian, Liaoning, The People's Republic of China (PRC)
Corresponding AuthorWang Peng
The precondition of the organizational innovation of the Manufacturing enterprise is institution innovation, then the enterprise is led by the innovation, protect by the management innovation, and the innovation destination is to promote the innovation performance. So the Manufacturing enterprise organizational innovation path is the method of the completion organizational innovation destination. The forming of the organizational innovation path is affected by many factors, in order to clarify the relationship among the organizational innovation path forming influence factors then accelerate the forming speed of the organizational innovation path, this paper constructs the organizational innovation path forming influence factors and evaluate factors system, then use the systematic dynamic model and correspond analysis empirical method to analysis the influence relationship among the influence factors. The final answer shows the forming of the Manufacturing enterprise organizational innovation path should take advantage of the technical innovation to upgrade the technology, then through the market innovation method to integrate resource, promote the resource using efficiency, then through the management innovation to guarantee the organizational innovation activities proceed successfully.
KEYWORDSOrganization innovation path, Influence factors, Evaluate factors, Systemistic dynamic model
CITE THIS PAPER
Wang Peng, The Research on the Manufacturing Enterprise Organizational Innovation Path Forming Based on Dynamic Perspective. Manufacturing and Service Operations Management (2019) 1: 12-11. DOI: http://dx.doi.org/10.23977/msom.2019.11002.
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