Information Systems and Innovativeness in the Enterprises
The aim of this paper is to present the role of information flows in innovation creation process in enterprises. Theoretical and empirical researches confirm the existence of a number of determining corporate innovative activity factors. These factors set include exogenous and endogenous features li...
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Інститут проблем моделювання в енергетиці ім. Г.Є. Пухова НАН України
2007
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| Цитувати: | Information Systems and Innovativeness in the Enterprises / A. Pachura // Электронное моделирование. — 2007. — Т. 29, № 4. — С. 69-75. — Бібліогр.: 5 назв. — англ. |
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Pachura, A. 2016-06-07T09:07:41Z 2016-06-07T09:07:41Z 2007 Information Systems and Innovativeness in the Enterprises / A. Pachura // Электронное моделирование. — 2007. — Т. 29, № 4. — С. 69-75. — Бібліогр.: 5 назв. — англ. 0204-3572 https://nasplib.isofts.kiev.ua/handle/123456789/101786 The aim of this paper is to present the role of information flows in innovation creation process in enterprises. Theoretical and empirical researches confirm the existence of a number of determining corporate innovative activity factors. These factors set include exogenous and endogenous features like technical, organizational, informative, legal, political and social. One of the most important factors that impacts on the innovative process effectiveness is the information and the information system architecture. Рассмотрена роль информационных потоков в создании процесса введения инноваций на предприятиях. Теоретические и эмпирические исследования подтверждают существование определенных общих новаторских факторов. Эти факторы имеют экзогенные и эндогенные особенности, а именно технические, организационные, информационные, правовые, политические и социальные. Один из наиболее важных факторов, влияющих на эффективность новаторского процесса, — это информация и создание информационных систем. Розглянуто роль інформаційних потоків у створенні процессу введення іновацій на підприємствах. Теоретичні та емпіричні дослідження підтверджують існування певних загальних новаторських факторів. Ці фактори мають такі екзогенні та ендогенні властивості: технічні, організаційні, інформаційні, правові, політичні та соціальні. Одним з найважлівіших факторів, що впливають на ефективність новаторського процессу, є інформація та створення інформаційних систем. en Інститут проблем моделювання в енергетиці ім. Г.Є. Пухова НАН України Электронное моделирование Information Systems and Innovativeness in the Enterprises Информационные системы и инновационные процессы в предпринимательской деятельности Article published earlier |
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Digital Library of Periodicals of National Academy of Sciences of Ukraine |
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DSpace DC |
| title |
Information Systems and Innovativeness in the Enterprises |
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Information Systems and Innovativeness in the Enterprises Pachura, A. |
| title_short |
Information Systems and Innovativeness in the Enterprises |
| title_full |
Information Systems and Innovativeness in the Enterprises |
| title_fullStr |
Information Systems and Innovativeness in the Enterprises |
| title_full_unstemmed |
Information Systems and Innovativeness in the Enterprises |
| title_sort |
information systems and innovativeness in the enterprises |
| author |
Pachura, A. |
| author_facet |
Pachura, A. |
| publishDate |
2007 |
| language |
English |
| container_title |
Электронное моделирование |
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Інститут проблем моделювання в енергетиці ім. Г.Є. Пухова НАН України |
| format |
Article |
| title_alt |
Информационные системы и инновационные процессы в предпринимательской деятельности |
| description |
The aim of this paper is to present the role of information flows in innovation creation process in enterprises. Theoretical and empirical researches confirm the existence of a number of determining corporate innovative activity factors. These factors set include exogenous and endogenous features like technical, organizational, informative, legal, political and social. One of the most important factors that impacts on the innovative process effectiveness is the information and the information system architecture.
Рассмотрена роль информационных потоков в создании процесса введения инноваций на предприятиях. Теоретические и эмпирические исследования подтверждают существование определенных общих новаторских факторов. Эти факторы имеют экзогенные и эндогенные особенности, а именно технические, организационные, информационные, правовые, политические и социальные. Один из наиболее важных факторов, влияющих на эффективность новаторского процесса, — это информация и создание информационных систем.
Розглянуто роль інформаційних потоків у створенні процессу введення іновацій на підприємствах. Теоретичні та емпіричні дослідження підтверджують існування певних загальних новаторських факторів. Ці фактори мають такі екзогенні та ендогенні властивості: технічні, організаційні, інформаційні, правові, політичні та соціальні. Одним з найважлівіших факторів, що впливають на ефективність новаторського процессу, є інформація та створення інформаційних систем.
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0204-3572 |
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https://nasplib.isofts.kiev.ua/handle/123456789/101786 |
| citation_txt |
Information Systems and Innovativeness in the Enterprises / A. Pachura // Электронное моделирование. — 2007. — Т. 29, № 4. — С. 69-75. — Бібліогр.: 5 назв. — англ. |
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2025-11-24T11:44:16Z |
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A. Pachura, PhD
Czestochowa University of Technology
(E-mail ANETA@zim.pcz.czest.pl)
Information Systems
and Innovativeness in the Enterprises
The aim of this paper is to present the role of information flows in innovation creation process in
enterprises. Theoretical and empirical researches confirm the existence of a number of determin-
ing corporate innovative activity factors. These factors set include exogenous and endogenous
features like technical, organizational, informative, legal, political and social. One of the most
important factors that impacts on the innovative process effectiveness is the information and the
information system architecture.
Ðàññìîòðåíà ðîëü èíôîðìàöèîííûõ ïîòîêîâ â ñîçäàíèè ïðîöåññà ââåäåíèÿ èííîâàöèé íà
ïðåäïðèÿòèÿõ. Òåîðåòè÷åñêèå è ýìïèðè÷åñêèå èññëåäîâàíèÿ ïîäòâåðæäàþò ñóùåñòâî-
âàíèå îïðåäåëåííûõ îáùèõ íîâàòîðñêèõ ôàêòîðîâ. Ýòè ôàêòîðû èìåþò ýêçîãåííûå è
ýíäîãåííûå îñîáåííîñòè, à èìåííî òåõíè÷åñêèå, îðãàíèçàöèîííûå, èíôîðìàöèîííûå,
ïðàâîâûå, ïîëèòè÷åñêèå è ñîöèàëüíûå. Îäèí èç íàèáîëåå âàæíûõ ôàêòîðîâ, âëèÿþùèõ íà
ýôôåêòèâíîñòü íîâàòîðñêîãî ïðîöåññà, — ýòî èíôîðìàöèÿ è ñîçäàíèå èíôîðìàöèîííûõ
ñèñòåì.
K e y w o r d s: information systems, innovative activity, innovativeness.
Introduction. Presently, in the literature on management there are numerous
business concepts discussed. They are frequently a compilation of the so far
ideas, characterised by the fact that the centre of gravity is moved from particular
functional areas of a company to a complex process approach. Changing condi-
tions of business activity, external and internal environment requirements as
well as customer demands are reflected in the transformations taking place in
production and service companies. Business processes do not always keep pace
with the changes concerning quality, service and innovation requirements.
Reaching the desired level of effectiveness and efficiency of actions undertaken
in the sphere of quality, cost and time often necessitates a thorough reconstruc-
tion of processes and concentration on constant introduction of innovations. It
turns out that a single change aiming at the introduction of a new concept into an
organisation management system (including the processing subsystem) is not
enough to fulfil corporate mission and reach the strategic objectives of a com-
pany. Special meaning is assigned to the ability to identify the main processes –
mega processes, taking into account resource limitations and possibility of reor-
ISSN 0204–3572. Ýëåêòðîí. ìîäåëèðîâàíèå. 2007. Ò. 29. ¹ 4 69
ganisation, identification and limitation of the negative impact of the already ex-
isting determinants of innovative activity — for example technical, economical,
social, organisational, legal, political and informational factors. They may be of
internal or external character, depending on the type of environment in which
they are observed. The fact justifies the attempt to present the importance of in-
formation and efficient information system in corporate innovative activity.
The core of innovative activity. Many management theorists and practitio-
ners are of the opinion that in the present era of global systemic, organisational,
capital and social transformations, change is the only constant element of corpo-
rate activity. Changes are often identified in the sphere of technical resources,
technology, organisational systems and stock structure. Also business processes
(primary, secondary and management) undergo constant change. The practice of
contemporary enterprises proves the necessity of implementing innovative
changes being the result of innovative processes concentrated on research and
development. Innovative processes are managed with the point of reference not
here and now but in further perspective so that innovation is recognized as a con-
stant element of the corporate restructuring process.
Detailed analysis of an innovation process supplies a division into three ba-
sic stages [1]:
S t a g e 1. Initiation — identification of the idea, its development and initial
steps towards its adoption.
S t a g e 2. Development — idea development process culminating in its de-
tailed form, ready for implementation.
S t a g e 3. Implementation — necessity to implement innovation into busi-
ness practice, for example production of a new product, implementation of a new
process or organisational solution.
In result of an innovative process a company develops a new product, a new
technical object or new technological and organisational solution. It is reflected
in corporate effectiveness and efficiency as e.g. quantitative growth and enables
a company to reach further priority goals. The last stage of the innovative pro-
cess — implementation — is undoubtedly of greatest importance as companies
often put less effort into it and as there is a number of factors that may hinder ef-
ficient innovation implementation (mostly of social character).
Developmental cycle of an innovation, especially its scope, time and effi-
ciency in reaching corporate goals influences directly not only the degree of
innovativeness of the goods produced or services rendered but also of the whole
company. Contemporary technological progress results in shortening develop-
ment cycles and thus faster implementation of innovative solutions into business
practice.
From the point of view of retrospective analysis, the character of innovation
processes has changed considerably, starting from the linear model up to net-
A. Pachura
70 ISSN 0204–3572. Electronic Modeling. 2007. V. 29. ¹ 4
work integration approach. There are five basic generations of innovation pro-
cess models (see Table) [1].
In case of the four generations, the innovation process took the form of sub-
sequent linear stages (Generation I / II). In Generation III, interactive relations
between different factors (including feedback) were identified. The fourth Gen-
eration of the innovation process is a parallel model, taking into account the im-
portance of key suppliers, customers and numerous interdependencies. For most
of the 20-th century, the «closed innovation» model worked well — internal
R&D focus, product innovation orientation, self-reliance, tight control and gen-
eration of own ideas to develop, manufacture, market, distribute and service new
products [2]. Another, fifth generation of the innovation process is characterised
by erosion of the «closed innovation» phenomenon. Networks are created, tests
and experiments are very popular in the sphere of new technological and organi-
sational solutions.
Informational demands of enterprises undertaking innovative activi-
ties. Information relations between an enterprise and its environment.
While analysing innovative activity of companies in the light of permanent
changes taking place in different branches of industry one may come to a conclu-
sion that passive observation and slow accommodation to changing market con-
ditions are not sufficient to fight strong competition and keep up with technolog-
ical progress. Business practice proves that only enterprises equipped in com-
plex and flexible information systems communicating them with external and
internal environment are able to efficiently manage its technical, organisational,
economic and social potential. Moreover, they often introduce new restructuring
solutions in the sphere of production, technology and organisation.
Higher market position on home and international markets achieved thanks
to rapid development is accompanied by radical changes in the system of organi-
sation, management, processing and information. These changes are aimed at
Information Systems and Innovativeness in the Enterprises
ISSN 0204–3572. Ýëåêòðîí. ìîäåëèðîâàíèå. 2007. Ò. 29. ¹ 4 71
Generation Periods Key features
I / II 1960’s Simple linear models — need pull, technology push
III 1970’s Coupling model, recognizing interaction between different elements
and feedback loops between them
IV 1990’s Parallel model, integration within the firm, upstream with key suppli-
ers and downstream with demanding and active customers, emphasis
on linkages and alliances
V 2000 Systems integration and extensive networking, flexible and custom-
ized response, continuous experimentation and testing
Five generation of innovation process models
greater efficiency and safety in the sphere of technology, materials, power, capi-
tal and information of the enterprise — environment system. One may enumer-
ate here a number of factors supporting the innovative process implementation.
For example [3]: knowledge; technology development; R&D activities; in-
formation and communication technology network; other trajectories (institu-
tional, technological, service professional, managerial, social) and actors
(shareholders, competitors, customer, public sector, suppliers).
Innovative activity necessitates great efficiency of the information system.
The importance of information is valued both during the stage of generating new
technical and organisational solutions and during the idea development and im-
plementation stages. Other success factors include the company intellectual re-
sources, character and scope of cooperation with external research and develop-
ment centres as well as detailed analysis of external and internal environment,
including market analysis.
Identification of the direction of innovative activity is based on the informa-
tion resources gathered: information on the development perspectives in the par-
ticular branch of industry, new technical solutions and possibilities of their ap-
plication, activity of the main competitors, customer requirements, resource and
social limitations as well as environmental regulations.
Moreover, many theorists point to the crucial role of the information/com-
munication system in corporate innovative activity. Its objectives are the follow-
ing [4]:
it enables employees to familiarise with the vision of changes;
it informs on the current process stage;
it explains changes and enables their right management;
it facilitates staff development by pointing to different perspectives;
it helps people solve problems encountered;
it promotes behaviours and attitudes of people supporting changes.
Reaching the desired objectives depends to a great extent on the form of the
corporate information system. It seems that it is advantageous to create a system
of bi- or multi-directional information flow, a system that is equipped in tools
and means enabling fast and reliable information transfer. Moreover, it should
be stressed that the information necessary in the process of implementation of in-
novative activities that is transferred only by official channels is considered a
message, what hinders understanding the aims, method of implementation, pos-
sible profits and necessary costs of innovative actions. This way, staff engage-
ment in the transformation process is consciously limited. Active form of an in-
formation system, based on feedback ensures smooth and fast information trans-
fer, what in result of communication between management levels facilitates and
simplifies decision-making processes and provides a clear view of the com-
pany’s situation on every stage of the innovation implementation process.
A. Pachura
72 ISSN 0204–3572. Electronic Modeling. 2007. V. 29. ¹ 4
Application of information systems for the purposes of innovative ac-
tivity. Information system may be defined as a computer data processing system
generating information, that is an information development system comprising
of data input, processing, output and storage stages [2]. A data processing sys-
tem is the core of the information generation process necessary to take strategic,
tactic and operational decisions. Also decisions concerning innovative activity
(both during the stage of initiation, development and implementation) necessi-
tate special information characteristics with regard to its scope, character, and
complexity. Efficiency of corporate innovative actions may be thus considered a
resultant of availability of all necessary information.
The character and scope of information gathered on the output of an infor-
mation system determines the possibility to create advantageous conditions for
innovation implementation. It is assumed that the information is useful and
ready for application not only with respect to present innovative actions but also
in case of any future undertakings. It should be stressed that business practice
proves that the process of information gathering is limited mostly to the neces-
sary data as complex and messy information collection may exert negative influ-
ence on the efficiency of the actions undertaken. Redundancy, understood as ex-
cess information leads to distortion of decision-making processes, reflected in
lower efficiency of innovative actions resulting in demotivation and discourage-
ment of the staff. Moreover, the fact that only «formal» information describing a
company with the use of pure ratios, without additional descriptions and
explanations is available may lead to unnecessary atmosphere of fear, resulting
in social resistance.
Undoubtedly, one cannot let information gap appear in corporate innovative
activity. Information gap is understood as a principal difference between the
necessary information and the known information. All necessary information
should come to addressees always on time, with no delay. The phenomenon of
«concealing» or «embellishing» information is unacceptable. The task of an in-
formation system is thus to generate and store information necessary to manage
the company on particular management levels: strategy, tactics and operation. It
is advised to apply executive information systems, reporting systems or infor-
mation processing systems (see Figure) [2]. Managing innovative activity, espe-
cially as far as decision-making processes are concerned may be considered a
domain of strategic management. Executive information systems (EIS) and of-
fice information systems (OIS) are often applied here.
Due to the special character of innovative activity, quality information tools
applied, right input data and primarily the people responsible for a corporate in-
formation system are considered extremely important. Application of efficient
information tools enables and facilitates the introduction of innovative changes
Information Systems and Innovativeness in the Enterprises
ISSN 0204–3572. Ýëåêòðîí. ìîäåëèðîâàíèå. 2007. Ò. 29. ¹ 4 73
thanks to for example the possibility of simulation, detailed comparative analy-
sis, data storage, easy access and flow of information via computer networks.
The systems applied frequently include: Computer Aided Design, Computer
Aided Manufacturing, Computer Aided Software Engineering CASE, data ba-
ses, etc. Moreover, enterprises implement integrated and advanced applications
assisting in the process of managing innovations, e.g. TI: IEF/Project Manager,
Microsoft: Project for Windows, Primavera: Suretrak, CA: Superproject for
Windows.
Summary. In response to the demands of contemporary business practice
regarding the quality, costs and flexibility of a company, enterprises implement
more and more innovative ideas. Innovation has become one of numerous con-
stant changes taking place in companies in the sphere of technology, organisa-
tion, economy, information and society. In the branches of industry character-
ised by high degree of innovativeness, an innovative idea has become a starting
point of the process of constant improvement, exerting a very positive impact on
technological progress and leading to economic development of a country.
Possibility of winning competitive advantage in the sphere of quality, cost
and flexibility is undoubtedly determined by the necessity of constant changes,
especially of developmental character. Innovative actions of Polish enterprises
prove that success in this field is only possible thanks to intensive innovative ac-
tions facilitating synergy and coordination of corporate activity.
The factors facilitating synergy are thus, among others, constant quality im-
provement, customer service and efficient information system.
In order to provide the right information flow within a company, manage-
ment information systems (MIS) are introduced. The main task of these systems
is to support decision-making processes. Other functions include the following
A. Pachura
74 ISSN 0204–3572. Electronic Modeling. 2007. V. 29. ¹ 4
EIS, DSS, OIS
Strategic management
Management level
Information number
Tactic management
Operational management
MRS, DSS, OIS
TPS, DSS, OIS
Information system and corporate management levels: TPS — transaction processing systems;
DSS — decision support systems
[5]: result control; problem identification; data identification, necessary to plan
and analyse.These systems are also applied in the sphere of innovative activity,
supporting the innovative process on every stage: initiation, development and
implementation.
Ðîçãëÿíóòî ðîëü ³íôîðìàö³éíèõ ïîòîê³â ó ñòâîðåíí³ ïðîöåññó ââåäåííÿ ³íîâàö³é íà ï³ä-
ïðèºìñòâàõ. Òåîðåòè÷í³ òà åìï³ðè÷í³ äîñë³äæåííÿ ï³äòâåðäæóþòü ³ñíóâàííÿ ïåâíèõ çà-
ãàëüíèõ íîâàòîðñüêèõ ôàêòîð³â. Ö³ ôàêòîðè ìàþòü òàê³ åêçîãåíí³ òà åíäîãåíí³ âëàñòè-
âîñò³: òåõí³÷í³, îðãàí³çàö³éí³, ³íôîðìàö³éí³, ïðàâîâ³, ïîë³òè÷í³ òà ñîö³àëüí³. Îäíèì ç
íàéâàæë³â³øèõ ôàêòîð³â, ùî âïëèâàþòü íà åôåêòèâí³ñòü íîâàòîðñüêîãî ïðîöåññó, º ³íôîð-
ìàö³ÿ òà ñòâîðåííÿ ³íôîðìàö³éíèõ ñèñòåì.
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Strategy Approaches and Tools for Dynamic Innovation Capabilities. — Germany :
WILEY, 2006. — 440 p.
2. Shim J.K., Siegel J.G., Chi R. Information Technology. — Warszawa: Dom Wydawniczy
ABC, 1999. — 320 p.
3. Sundbo J. The Strategic Management of Innovation. A Sociological and Economic Theory. —
Bodmin, Cornwall, Great Britain: MPG Books Ltd, 2001. — 218 p.
4. Brzeziñski M. Managing Technical and Informational Innovations. — Warszawa: Wyda-
wnictwo Difin, 2001. — 268 p.
5. Piasecki B. Small Enterprise Management and Economics. —Warszawa-£ódŸ: Wydaw-
nictwo Naukowe PWN, 1999. — 285 p.
Ïîñòóïèëà 16.04.07
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