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This paper aims to improve understanding of the process through which knowledge acquisition, technical tools and organisation actors can contribute to an organisation development in developing knowledge as a systemic competitive weapon. It examines the relationships between the technology and human value, because they are vital instruments of the knowledge management (KM) process. By considering that KM is related to intelligent agents, information technology (IT), and strategic decision‐support systems (SDSS), it attempts to provide useful insights on KM efficiency. A conceptual model of KM efficiency in the organisations supported by the combination of intelligent agents’ role and intelligent systems resources is presented. The model is divided in two areas: the area of technical tools for specification of intelligent systems resources and the area of intelligent agents destined to focus their roles on organisations’ performance. The major factors are discussed and directions for future research are suggested.

Is concerned with human value management, examines the relationships between organizations’ competitiveness, innovation advancements, and knowledge management and presents a set of considerations regarding how these relationships affect strategic management and the formulation of competitive strategies. By considering how knowledge development is related with personal characteristics and personal development, this article attempts to provide useful insights on the linkages between innovation and competitiveness. These considerations point out the importance of knowledge development and the role of knowledge management in order to assure competitiveness. This work proposes also a conceptual model, with special focus on the relationships between knowledge management, competitiveness, and innovation. The major factors are presented and directions for future research are suggested according to the proposed model.

This article intends to contribute to a better understanding of the reasons why some organizations have almost completely ignored the need to adopt new technologies or they are being too slow to decide and start the respective adoption processes.

The aim of these considerations is to propose an adequate and critical perspective of management mentality and attitudes, which hinder organizations to achieve excellence, to enhance productivity, and to strength competitiveness. Findings – Many medium sized enterprises seem to be reluctant to adoption due to some factors, namely, owners’ mentality, lack of technical qualification, resistance to change, and fear of being possible to face new technologies as a source of organizations’ insecurity.

To protect organizations, a good level of knowledge on risk controls, incident response, and disaster recovery should support the implementation of a security policy and its consequent program.

The need to redraw management mentality and attitude regarding security to build an adequate business continuity plan is recognized.

This article intends to contribute to a better understanding of the role that technologies may play within the fields of organizational operations, namely the formulation of competitive strategies. The aim of these considerations is to adopt an adequate and critical perspective of the relationships among different technologies and strategic efforts in order to recognize that information technologies are needed to obtain higher levels of understanding competitors’ movements and to enhance organizations’ performance. Moreover, by considering that information technologies are related extensively with strategic decisions, it attempts to provide useful insights on knowledge management and technologies effectiveness. Continued research relating information technology and technological networks to organizations’ performance is needed to explain management efficiency’s levels.

This article is concerned with growth processes, growth dimensions and conditions for growth. In it, the author espouses the importance of a strong management mentality capable of providing an appropriate organizational arrangement and supporting competitive growth.

Original and other research.

Organizations that are integrated into industries with intensive technologies are more likely to strongly emphasize innovation efforts, flexibility, and growth orientation than firms in industries with long‐linked technologies.

Management's challenge is to continually try to focalize on organizations' growth, adapting technological capabilities to be in dynamic alignment with the chosen growth dimensions and to take into account business vision and environmental opportunities.

Successful organizations will be differentiated by their ability to visualize the logic growth dimensions and to leverage technological advances to create an appropriate organizational arrangement to support a competitive growth. The future of technological innovation and advanced manufacturing processes depends on continued investment in cutting‐edge research and development, finding new market segments, and a highly qualified workforce.

This paper is concerned with some aspects of management education and intends to discuss the relationships among universities, teaching techniques, management educators, and information and communication technologies. Adopting an adequate perspective of the relationship between universities and enterprises for improving and updating management higher education, it defends that management can be taught in a better way if universities are able to explore its teachers' skills and establish very frequent partnerships with enterprises to create an environment where management activities may be better understood. The aim is to revise different issues, to emphasise the value of practical approaches of management education, the importance of pedagogy based on solving problems and the decision‐making process. An interpretative model for management education supported by the integration of management teaching techniques is presented. The model is divided into three areas: the area of theoretical resources, the area related to educator's personal experience, and a set of practical aspects where partnerships are included. Further empirical work will be required to appreciate university's committees' opinions, managerial implications, and to evaluate their statistical meaning.

This article is concerned with the decision process and examines the relationships among information attributes, strategic alternatives’ evaluation and group decision support systems (GDSS) in the context of database management. The evaluation of strategic alternatives with multiple criteria is very useful for the management of enterprises and business organisations. The whole evaluation and comparison process includes two phases: the establishment and selection of basic strategic evaluation criteria and the appreciation of the ranking of the strategic alternatives. A GDSS has been developed and used to support the evaluation of strategic alternatives. The experimental results show that the proposed GDSS produces better results in evaluating strategic alternatives with multicriteria methods. The major findings are discussed and directions for future research are suggested according to the proposed model.

Can leadership contribute to better results from innovative efforts? The purpose of this paper is to offer an approach to answer this question and to contribute to clarify the relationship between motivation to innovate and leadership influence on technological development.

The ability of leadership to create motivation levels is discussed in order in order to face the first relation level between an effective and strategic leadership and its possibility of intervening within employees' values dynamics. The role of a manager that seems to be resigned to a kind of fate is then discussed – that is, he/she only is able to sustain the organization within a reactive functioning manner which does not permit organizational development. The article then tries to distinguish new products/services that only agitate the field of alternative transactions from those innovations that really contribute to technological and economic development. The need for a new model of strategic leadership is suggested.

Organizations and strategic leaders that look for success, excellence, and technological vanguard have to face the concept of “Innovation Management” as a development perspective with a domain of conceptual autonomy, that is, they should manage innovation within its systemic and technological context as a tool so powerful that it should play the role of a special function of potentialities to explore. Innovation Management has three important strategic goals: support and expand present business portfolio; develop new businesses; and improve the organization technologic abilities.

A model has been suggested as a proposal for future research. Its architecture should be improved in order to include new components and the consideration of a wider set of technical relationships, which could offer significant contributions to achieve better innovation efficiency and development levels.

This study aims to map and assess the conceptual development of the innovation ecosystem literature.

A bibliometric analysis was performed using the VOSviewer, RStudio software, Bibliometrix and Biblioshiny packages. To accomplish this, 367 publications published between 2006 and 2020 and indexed in the Web of Science and Scopus databases were assessed.

The results demonstrate a rise in research during 2016, with almost 30% of publications concentrated in only six journals. The co-citation analysis presented four clusters: case studies, business and innovation ecosystems (platform approach), open innovation and national and regional innovation systems (territorial approach). We proposed a theoretical framework based on two approaches in the innovation ecosystem literature based on co-citation analysis: platform, which has its roots in the literature on strategy, and territory, grounded in research on economic geography literature.

One of the limitations of the study is that only articles published in journals were analyzed, leaving out of the sample those published in congresses, books and other sources.

This paper contributes to the literature by presenting and clarifying the different conceptual trajectories of research in innovation ecosystems. We also proposed an analytical framework based on the two main approaches to innovation ecosystems – platform and territory. This framework presents the critical elements of managing innovation ecosystems from both perspectives.