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Improving Innovation Performance through IS Enabled Knowledge Scanning
Abstract
To remain competitive or even survive in today’s highly uncertain environment, many firms are searching for a panacea that can solve all the problems. Some firms opted for business process reengineering (BPR), and even more chose the technology route by investing heavily in enterprise resource planning (ERP) systems, hoping for a quick fix. But the reality is that there are no magic pills to cure everything. Studies show that majority of BPR and ERP projects didn’t achieve their original goals (Hammer and Champy, 1993; Sheer and Habermann, 2000). In the long run, the best guarantee for sustained competitiveness in today’s unpredictable market is continuous innovation in products and processes to quickly adapt to the changing environment (Tushman and O’Reilly, 1997; McGrath, 2001). Firm’s capability for continuous innovation cannot be achieved by simply acquiring new technologies. It must involve constant accumulation of knowledge and information, and complex interaction among people, processes and technology (Sage, 2000). Given the importance of manufacturing innovation to the firm’s long-term competitiveness (Cusumano, 1988), it will be interesting to identify the primary factors that affects a firm’s innovation performance.
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