Managerial assets and actions: what can we learn from New Zealand's research and innovation landscape?
Kuah, Adrian T.H. (2012) Managerial assets and actions: what can we learn from New Zealand's research and innovation landscape? Singapore Management Review, 34 (2(S)). pp. 45-51.
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Productivity and innovation are cornerstones of New Zealand's competitiveness. The managerial flow model provides a unique perspective, framing two decades of invest- ment encouraging private sector participation at a national level. The New Zealand case suggests that appropriate managerial actions can lead to managerial assets and vice-versa. This positive feedback loop provides a platform for policies regarding in- novation, a forum for organisational learning for policy makers, and an example of best practices in planning and investing in a country's innovation landscape.
|Item Type:||Article (Refereed Research - C1)|
|Keywords:||research policy; New Zealand; managerial assets and actions|
|FoR Codes:||16 STUDIES IN HUMAN SOCIETY > 1605 Policy and Administration > 160511 Research, Science and Technology Policy @ 50%|
15 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 1503 Business and Management > 150312 Organisational Planning and Management @ 50%
|SEO Codes:||91 ECONOMIC FRAMEWORK > 9104 Management and Productivity > 910405 Public Sector Productivity @ 50%|
91 ECONOMIC FRAMEWORK > 9104 Management and Productivity > 910406 Technological and Organisational Innovation @ 50%
|Deposited On:||26 Sep 2012 16:13|
|Last Modified:||26 Sep 2012 16:13|
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