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Presents Common Managerial Principles and Practices

Technology-Intensive Organizations

Introduction

This study analyzes the performance of small high-technology companies, which now operate in technology parks in the Basque Autonomous Community. The results show that the intangible assets related to human capital and organizational learning contribute to the growth of technological SMEs. About 80 percent of the companies comprising the study sample have established a collaboration agreement. The formalization of a greater number of strategic alliances with partners whose activities relate to universities and innovation centers and it is positively related to business performance.

The development of a unique ability to acquire and manage knowledge, not only within the SMEs, but also externally, is essential when enhance their innovative capacity. Several studies show that the main source of innovation comes from outside rather than from within the organization. The term absorptive capacity is to define the potential of a company to acquiring knowledge. This ability depends on much of the previous level of knowledge accumulated within an organization. Since historical development and organizational learning intangibles and are specific to each firm, firms process a core competence that determine the ability idiosyncratic to assimilate, create and exploit new knowledge. Hence, the relevance of the Current theoretical perspective known as resource-based while the importance that knowledge as intangible resource value generating companies SAS technology intensive (Joia 2007).

Discussion

Technology-Intensive Organizations and management principles

`The internationalization of competition and globalization of markets characterize the new business environment. In addition, the evolution of information technology and communication has brought distance and eliminated the borders, thus reducing the world into a great market in which information, capital and goods move easily and quickly. These changes certainly bring new perspectives, but also new challenges because of the new constraints.

To overcome the complexity and dominate the environmental impacts, organizations must learn to manage this power to control the uncertainty of the future. Indeed, management control, to the extent that it is based on concepts that have very future events, such as management by objectives; this is particularly turbulence facing the environment. The role of information in the system change management control, to show the limits of traditional management control face changing criteria for measuring organizational performance and determine the new role of controller management in the context of mutation. The development of these new findings characterizing the business environment facing many changes, leads us to question their validation in the context of economic and technological Tunisia (Saura 1996).



Role of information in the change management control

Following the liberalization of economies, companies are open about their external environment and are obliged to take into consideration the elements and external information. Manage this information allows any company to justify its decisions to ensure the best operation of its internal activity s and decide accordingly , Objectives, programs and actions to implement. This information should be accurate, comprehensive, reliable and relevant. Indeed, the decisions are heavily influenced by signals from the information systems and especially by one who is led by the management control (Everard ...