The purpose of this paper is to examine the impact of knowledge creation mode (e.g. goal-driven and goal-free) and organizational culture on knowledge creation performance in the context of high-tech manufacturing companies having received at least 20 patents

Consider the issues facing a typical brand manager, product manager, or marketing-oriented CEO: How do I manage the brand? How will my customers react to changes in the product or service offering? Should I raise price? What is the best way to enhance the relationships with my current customers? Where should I focus my efforts?

Managers’ attention is a scarce resource in complex innovation settings. Prior research on the factors to which managers pay attention is mostly based on surveys. The present study aims to address the need for knowledge about the behavior of decision makers based on observations from portfolio meetings. The study seeks to investigate how managers allocate their attention and the role of different factors for their attention

Drucker (1999) claims that a serious cost disadvantage may destroy a business and that business success is based on the creation of value and wealth. The common definition of value relies on the price-quality ratio of a product or the difference between perceived benefits and perceived costs. It is a description of a customer’s problem, the solution to it and value from the customer’s perspective (Chesbrough and Rosenbloom, 2002)

This paper seeks to investigate the nature and extent of value management (VM) practice in the South African manufacturing industry. It aims to explore engineers’ and designers awareness and understanding of VM and the nature and extent of the use of VM techniques within their companies