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高科技公司的远程办公与创新关系研究 [13]

论文作者:www.51lunwen.org论文属性:硕士毕业论文 thesis登出时间:2015-06-04编辑:felicia点击率:23878

论文字数:9291论文编号:org201505262129434181语种:英语 English地区:英国价格:免费论文

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摘要:这是一篇有关远程办公的留学论文,随着现代社会的发展,远程办公已经不再新鲜,本文就具体分析远程办公的利弊。

er andNeibuhr 2002). Leadership is also responsible for creating andpromoting strategies for innovation at the organisational level. Thesestrategies should result in systems encouraging to innovationthroughout the organisation (Zangwill 1993).


Open technology refers to leadership’s willingness to buy, borrow from,or partner with other organisations to bring in the needed technologyor knowledge for innovation creation and implementation (Edquist2003). There is a possibility these firms with whom the primary firmis partnering or exchanging information will have security issues withteleworking. If so, security concerns may limit partnerships andknowledge sharing. Not being as informed as to the needs ofteleworkers, particularly in partnering firms, may also be an issue(Damanpour 1996).


The isolation potential in teleworking may impact negatively on theboundary-less development typical of high-tech firms. Due to the speednecessary to bring a product to market or implement processes oradministrative innovations, most firms have moved to a structure formedaround cross-functional teams. This allows simultaneous development ofthe innovative idea in departments across the organisation (Cohan1997).


Teleworkers may not have as many opportunities for interaction withteam members, limiting the effectiveness of both them and the rest ofthe team. In addition, purposeful communication will be necessary tokeep teleworkers abreast of the changing knowledge base of aninnovative idea as it progresses through the development process. Lackof such purposeful communication threatens the innovation’s success(Werdigier and Neibuhr 2002). Rosell (1996) argues that innovationneeds require not only inclusion but social and intellectual cohesion. Social cohesion includes shared values, ethics, and goals for both theorganisation and individual employees.


As all organisations have limited resources and a responsibility to usethem in the best interest of the firm, disciplined resource allocationis imperative. This includes providing sufficient initial and ongoingresources to develop the innovation, and stopping a project if it is nolonger the best possibility for the organisation as a whole (Cohan1997).


Once these four requirements for an innovative environment are inplace, a sufficient knowledge base must be developed, and an adequatesystem for knowledge exchange implemented. The stimulus required to“spark” innovation, however, is often serendipitous and unique to theindividual discovering an innovative idea (Styles and Goddard 2004).


Innovation requires a thorough knowledge base, particularly wheninnovation is occurring at the organisational level (Endquist 2003). This does not necessarily require new data, but a gathering andsynthesizing of available data on a subject or product. When Intellaunched their latest initiative to use computer chips in mobiletechnology, communications, and entertainment electronics, they werenot necessarily creating new products, but reorganizing existing datain a new way to create a new use for their existing products (Edwards2004). If one or more players on a team do not have full access to therequired knowledge base for a product, process, or administrativesystem论文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。

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