Definition of codes
| Code(s) | Definition(s) |
|---|---|
| Learning through experimentation | The learning mechanisms, accomplished by organizations, consist of trying out new ideas, methods or activities and implementing them within the business process |
| Trusting relationships | One organization’s expectation that another organization will not take advantage of the trusting organization’s vulnerabilities |
| Knowledge transfer | The movement of knowledge between larger entities within organizations, such as between departments or divisions, and between organizations themselves |
| Result-oriented approach | A culture that emphasizes outcomes rather than inputs or processes |
| Strategic resources complementarity | A unique and symmetric strategic combination of firm roles, goals, readiness for the implementation and use of resources across partnering firms and the extended supply chain |
| Technical competence | Internal and external promotion and development of innovation-related technical skills – complementary to each other – that are used to enhance the realization of either product or service innovations |
| Conflict/relationship management | Either formal or informal processes by the means of which two or more parties find a peaceful solution to their misalignments or set rules to handle their relationship over time |
| Sharing of responsibilities | The process through which peers squeeze out the problems they face by distributing duties and sharing possible solutions |
| Knowledge complementarities | The characteristic of the knowledge that may determine its value as a tradable commodity. It is the effect resulting from combining two distinct bodies of knowledge whose agglomeration is super-additive – i.e., the combined knowledge set has more embedded knowledge than the simple additive values of the parts |
| Incentives management | The use of internal promotion systems that focus on employee merit and other forms of incentives intended to align the interests of employees with those of shareholders |
| Key performance indicators | Indicators used by management to measure, report and improve performance against the predetermined strategic objectives |
| Adaptive problem-solving | The ability to generate ways to develop better solutions for immediate high efficiency |
| Temporal dynamism | The degree to which organizational emphasis is placed before, during, and after a process occurs |
| Innovation strategy | Clearly define innovation-related strategic positioning (e.g., objectives in terms of radical/incremental and product/process innovation), which may vitally determine the success, or the failure, of a project or even of the firm itself |
| Objectives’ alignment | The crucial integration – between business plan and sustainable strategies – needed to delineate the strategic goals to be achieved in the medium and long-term |
| Code(s) | Definition(s) |
|---|---|
| The learning mechanisms, accomplished by organizations, consist of trying out new ideas, methods or activities and implementing them within the business process | |
| One organization’s expectation that another organization will not take advantage of the trusting organization’s vulnerabilities | |
| The movement of knowledge between larger entities within organizations, such as between departments or divisions, and between organizations themselves | |
| A culture that emphasizes outcomes rather than inputs or processes | |
| A unique and symmetric strategic combination of firm roles, goals, readiness for the implementation and use of resources across partnering firms and the extended supply chain | |
| Internal and external promotion and development of innovation-related technical skills – complementary to each other – that are used to enhance the realization of either product or service innovations | |
| Either formal or informal processes by the means of which two or more parties find a peaceful solution to their misalignments or set rules to handle their relationship over time | |
| The process through which peers squeeze out the problems they face by distributing duties and sharing possible solutions | |
| The characteristic of the knowledge that may determine its value as a tradable commodity. It is the effect resulting from combining two distinct bodies of knowledge whose agglomeration is super-additive – i.e., the combined knowledge set has more embedded knowledge than the simple additive values of the parts | |
| The use of internal promotion systems that focus on employee merit and other forms of incentives intended to align the interests of employees with those of shareholders | |
| Indicators used by management to measure, report and improve performance against the predetermined strategic objectives | |
| The ability to generate ways to develop better solutions for immediate high efficiency | |
| The degree to which organizational emphasis is placed before, during, and after a process occurs | |
| Clearly define innovation-related strategic positioning (e.g., objectives in terms of radical/incremental and product/process innovation), which may vitally determine the success, or the failure, of a project or even of the firm itself | |
| The crucial integration – between business plan and sustainable strategies – needed to delineate the strategic goals to be achieved in the medium and long-term |
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