Innovation in business management in the knowledge economy
In the context of business management activities, there is a continuous innovation in the concept of management, moving from physical to human management to intellectual management; building the right perception of knowledge as a key factor of production, emphasizing the development and research of knowledge elements and increasing investment in human capital。
Summary:
With the advent of the age of the knowledge economy, this also means, to some extent, that knowledge has an increasingly profound impact on the economy. Given that people are the main subjects, carriers and beneficiaries of knowledge innovation in the productive activities of enterprises, the implementation of effective business management innovation in response to the new demands of the knowledge-based economy is not only key to consolidating collective wisdom and improving the capacity of enterprises to adapt and innovate, but also to achieving a sustainable competitive advantage for enterprises, which is important for achieving sustainable development goals。
Keywords
Knowledge economy; business governance; innovation
The knowledge-based economy is a new stage in the development of human society following the age of agriculture and industry, which will bring about an entirely new change in human life, work and ways of thinking. The knowledge economy, on the other hand, is a series of knowledge-based economic activities that depend directly on the innovation, dissemination and application of knowledge, thereby achieving higher economic benefits. In the age of the knowledge economy, where knowledge becomes the dominant factor in the production activities of enterprises, it is an important source of the ultimate resources for their development and the value added of their own value. Competition between enterprises will no longer be a competition between sophisticated machines and large financial resources, but rather a confrontation between the intellectual and intellectual capacities of enterprises. Thus, in the age of the knowledge-based economy, firms will be able to play their full role in the production process and to innovate their ideas and means of production in order to adapt to new developments, which are also a necessary trend for future enterprise development。
Overview of innovation in the knowledge economy and business management
Overview of the knowledge economy. What is the knowledge economy? Specifically, it refers to an economic behaviour based on the production, distribution and use of knowledge and information, a natural economic pattern based on knowledge resources and a “knowledge-led economy” model of development. In the age of the knowledge economy, the production activities of enterprises are one of the most immediate and important factors of production, but it must be noted that knowledge is widespread and scarce; in enterprise production activities, knowledge is a restrictive and unlimited factor of production, characterized by incremental marginal gains; intellectual property rights as the cornerstone of economic development in enterprises; (a) the main manifestation of an intangible investor in an enterprise's productive activities; (b) “knowledge flows” as the basis for enterprise internal management in business operations management; and knowledge innovation as the foundation for an enterprise’s innovation in changing production methods and concepts; a corresponding form of economic system has been established in the course of the management of business operations。
2. Overview of business management innovations. What is innovation in enterprise management? Business management innovation, as we normally speak, is the introduction of science-effective measures to create a more appropriate business management and more efficient resource integration paradigm in the course of business operations, either a new “process-wide” management that effectively integrates resources to meet the enterprise’s goals and responsibilities, or a new detailed management in terms of specific resource integration and targeting, a more direct and effective introduction of new management approaches or approaches that are not formally adopted by the enterprise。
In the context of enterprise production activities, enterprise management is the basis for ensuring the sustainable development of enterprises, and innovation is an important driving force for the sustainable development of enterprises, where the essence of business management lies in innovation of ideas. In order to be viable in a dynamic market environment, which is far from adequate, enterprises must continuously adapt the content and objectives of their management to the requirements of changing environmental developments in order to improve their efficiency and level of management, enhance their combined strength and market competitiveness and promote healthy and stable enterprise development。
Analysis of the current state of innovation in enterprise management in the context of the knowledge economy
There are problems with the concept of governance. First, modern enterprise management is less conscious and lacks a certain spirit of autonomous innovation. In the new era of the knowledge-based economy, some enterprises are bound by the traditional concept of business management, which is characterized by a lack of awareness of modern business management to meet the development needs of the market economy. In addition to this, the market competition awareness of enterprises, risk prevention and control awareness, legal and regulatory awareness, capital business awareness, conceptual innovation, brand image and commodity protection awareness are weak, and most business managers are still accustomed to business management under the planned economic conditions。
This is not conducive to the implementation of modern management concepts in enterprises and to the development of innovation awareness. Second, business managers lack a clear concept of business management. In the process of actual development, some enterprises, in the absence of a clear concept of management, tend to operate at the expense of immediate interests at the expense of long-term interests and at the expense of social interests. In addition, the management activities of enterprises are confined to a narrow range and are not extended in breadth and depth; the lack of clarity in the concept of business management has largely contributed to the blindness of the relevant management activities and decision-making within the enterprise, the lack of scientific rigour and the lack of proper production by the enterprise. Thirdly, the inappropriate positioning of business perceptions has led to setbacks and even failures in business management。
Such as the emphasis on technological innovation, the neglect of managerial innovation; the focus on financial capital, the neglect of human capital development; the emphasis on interpersonal relations, the underestimation of modern information networks and modern scientific and technological tools; the emphasis on the intellectual and political work of workers, the neglect of their scientific and cultural qualities and the training of professionals. In the course of the business development process, if effective measures are not taken to change this situation in a timely manner, the long-term development will inevitably have an extremely negative impact on the survival and development of our enterprises。
2. Organizational management is lagging behind. In the context of the enterprise's operations, the innovation of management organizations requires that the enterprise be able to rationally design its internal management organization in accordance with the actual characteristics of market economic development and the requirements of the enterprise's own production, to restructure the enterprise's modern management model, to re-establish the enterprise's modern production process system, to radically change the traditional single-administrative functional organizational model within the enterprise and to establish an innovative organizational model within the enterprise. It is important to note that enterprises need to structure their new internal organizational structures and systems in a manner consistent with sound and efficient purposes and with market-oriented principles。
Within traditional enterprise management, corporate management structures are complex and highly irrational and lack some normative framework; internal organizational structures are subject to greater cross-management, duplication of management and unclear division of sectoral responsibilities, which often leads to problems when they arise the functional sectors of non-productive organizations (party unions, etc.) are numerous and staffed, but they are not well-represented in real production management and market management bodies and have to be layered, resulting in inefficient management. In a modern business management model, the need for enterprises to strengthen market management, production management and technology development authorities, in accordance with market requirements and their own characteristics, and the introduction of new organizational management models such as matrix enterprise, which are essential for the future development of enterprises, has become a necessary trend in enterprise development。
Iii. Policy responses to innovation in business management in the context of the knowledge economy
1. Actively promote innovation in corporate governance. First, in business management activities, there is a continuous innovation in the concept of management, moving from physical management to human management to intellectual management; building the right perception of knowledge as a key factor of production, focusing on the development and research of knowledge elements and increasing investment in human capital. Enterprises are also required to establish and improve research and development institutions in order to combine business with knowledge innovation and knowledge diffusion applications, to promote technological and managerial innovation in enterprises and to provide a solid foundation for innovation in business management. Second, in the management of business operations, the concept of continuous innovation in management works to move from rigid competition to flexible competition that coexists with cooperation. Among them, soft competition refers to the ability to increase the flexibility of enterprise systems, i. E. The ability of enterprise systems to mobilize and integrate resources within firms, to transform or restructure their own structures and functions, and to adapt quickly and quickly to changes in the external environment in order to pursue the survival and development of enterprises。
Soft competition emphasizes an important way in which enterprises can proactively adapt to changes in the external environment, take advantage of environmental changes and make innovative changes in the management of manufacturing firms ' operations, in a dynamic environment that fundamentally enhances their competitiveness. Thirdly, in the context of business operations, innovations in management concepts have led to a shift from a focus on tangible assets to a focus on intangible assets and an increase in the input of intangible assets in the enterprise's production process. Businesses must progressively accumulate and expand the value of intangible assets and their use in the production management process, expanding the use of intangible assets to their full potential, and focusing on the accumulation and investment of intangible assets in the intellectual property category and in the area of circulation。
2. Actively promote organizational innovation in the management of enterprises. Moderate and virtualize the size structure of an enterprise organization. Increase the scale of operations and achieve economies of scale through capital operations such as acquisitions and mergers. Networking, softening and flatting of management organizational structures. Change the traditional single-administrative functional organizational structure, structure the new internal organizational structure in accordance with streamlined, efficient and market-oriented principles, reduce the level of management, streamline unnecessary management structures and personnel, and introduce new organizational design models such as matrix and enterprise systems. Virtually run using the external resources of the enterprise and forming strategic alliances with the relevant enterprises, both competitive and joint. Reinventing and softening the structure of production operations. Strengthening the institutions responsible for market management, production management and technology research and development, and adapting the production structure to the requirements of consumer fashion and individualization in order to produce in small quantities, in many varieties and in a diversified manner。
