A Proposal for a Standard With Innovation Management System

Christos Apostolakis, José Carlos Rodríguez and Mario Gómez
spillovers can generate positive effects for entrepreneurs although this might create some difficulties
to the process of knowledge creation to the organisational bodies that generate them.
Flows of data & revenues
‘Boundary’ of the firm
Strategic logic of
the Firm
Management processes
Resources & capabilities
Operations
Products
Product markets
Flows of decisions, resources,
information, knowledge, & incentives
Competition
for resources
Resource markets
Competitors
Source: Sanchez, 2003, p. 362.
Figure 1: View of the organisation as an “open system”
To this extent, entrepreneurial innovation derives as a consequence of exploring heterogeneous
resources by an entrepreneur. As it was mentioned above it is logical to represent entrepreneurship
within the resource-based view approach (Akio, 2005). Entrepreneurial innovation then can be
defined in this context as “the way to create the rents as a return to an entrepreneur’s discovery of
new combinations as disturbing a process of equilibrium [within the factor markets]” (ibid: 140).There
are two elements for investigation regarding utilisation of entrepreneurial innovation: its purpose of
implementation to particular contexts as well as potential benefits of this utilisation. Looking at the
university sector Boardman (2009) argues that there is strong evidence of financial support (a
significant part of it governmental) which facilitates knowledge integration and research capacity
development relying upon a resource-based view approach. The latter reflects on enhanced levels of
the private sector involvement that offer the opportunity to academia in engaging with private
companies in entrepreneurial new ways. And it is not only this because as Guerrero and Urbano
(2012) argue universities of high creativity calibre are able to provide a workforce and value added
based on knowledge and innovation transfer but they can also support individual’s values and
attitudes towards these issues.
Lynch (2012) provides a guideline of specific action an organisation should seek in order to achieve
innovation. It is argued that a modified version of this list could find its implementation in the context of
this paper. Nevertheless, universities are complex organisations enough to reject being helped by any
approach which could improve their operation, especially with regard such an important factor like
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