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may be several generations beyond the technology beingpatented” (Cohan 1997, 4). This requires high-tech firms to actquickly and decisively on any innovative ideas, and continually striveto meet future, rather than present, market demands.

High-tech companies are more likely than firms in other sectors todevelop products horizontally, where customers have opportunities totry out and comment on products as they are being developed (Cohan1997). End-user product testing, providing prototypes to customers,and involving potential customers in pilot activities are all typicalin high-tech innovation (Edquist 2003). This requires increasedcontact and relationship with customers.

HIGH-TECH SUCCESS

The success of high-tech organisations rests on their ability toproduce for a future market. Effective high-tech companies are “keenlyaware of how quickly their markets can change” and therefore“constantly search for information that helps them reinvent themselves”(Cohan 1997, 3). These firms must constantly initiate new,cutting-edge products that meet customers current and future needs. Planning is strategic, focused on innovation, and based on futureprojections of the market and environment (Edquist 2003).

Also integral to the success of high-tech companies is managed cashflow. Monies invested in research and development or initiating a newproduct innovation must be balanced against the projected revenue andmarket share for that innovation. In the case of process andadministrative innovations, the cost savings must equal or exceed theexpenditures required for full implementation (Cohan 1997).

Achieving the above requires the creation of teams from the variousfunction areas within the organisation. For example, instead ofengineering creating a design, which is then passed to production, andlater to sales, representatives from all these areas would be involvedin the entire implementation process for a given innovative idea.

Cohan (1997) describes four significant requirements for innovation inhigh-tech organisations: entrepreneurial Leadership, opentechnologies, boundary-less product development, and disciplinedresource allocation. In addition, the individual incidents ofinnovation themselves require a sufficient knowledge base combined withan innovative stimulus of some kind (von Hippel 1994). Each of theseis impacted by teleworking.

Leaders promote vision, which excites smart, innovative employees andmotivates them to create and succeed. Teleworking can enhance ordetract from entrepreneurial leadership and vision in an organisation. Teleworking requires a tolerance in HR management for low controltypical of the “find the best employee and let him or her work”mentality of many entrepreneurial leaders. It was mentioned earlierthat teleworking is often used as a perk in hiring, increasing thelikelihood a firm will be able to recruit a desired individual(Werdigier and Neibuhr 2002).

Teleworkers also may require clearerinstructions and overall direction, as they have reduced opportunitiesfor feedback from supervisors. Forcing leadership to clearlyarticulate vision may be another benefit of teleworking (Werdigi本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。