2015, br. 33, str. 193-202
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Inovacije i konkurentska prednost
Innovations and competitive advantage
Sažetak
Konkurentska prednost postaje ključno pitanje ne samo rasta i razvoja preduzeća nego prije svega njegovog opstanka. Šta je cilj a šta posledica biti u prednosti u odnosu na konkurenciju? To se ogleda, prije svega, u ostvarenju ekstraprofita, koji stvara osnovu za obezbjeđenje kontinuiteta proširene reprodukcije. Ta prednost se, prema Porteru, može dvojako ostvariti: raznolikošću i nižim troškovima. Gdje je osnovni izvor sticanja konkurentske prednosti? Provedena istraživanja u poslednjih nekoliko godina nedvosmisleno ukazuju na to da je izvor konkurentske prednosti u inovativnosti organizacije. Ta inovativnost ne podrazumijeva samo inovacaije u oblasti proizvoda i tehnologije, nego prije svega inovacije u oblasti menadžmenta. Treba stvoriti uslove u organizaciji da inovativnost bude samoobaveza svakog zaposlenog, i to svakog dana. Samo tako se mogu očekivati adekvatni rezultati. Presudnu ulogu u stvaranju povoljne klime za inovacije imaju lideri, čija se uloga drastično mijenja u odnosu na dosadašnju praksu. Za manjak inovativnosti nije kriv sistem, nego oni koji njime upravljaju.
Abstract
Competitive advantage is becoming a key question regarding not only company's growth and development, but especially its survival. What is a goal and what is a consequence of having an advantage in comparison to the competition? It results especially in achieving extra profit, which creates the basis for ensuring continuous increase in production. According to Porter, there are two ways for realization of this advantage: through diversity and through lower costs. What is the main source of competitive advantage? The research in the past few years has clearly shown that the source of competitive advantage was based on the innovativeness of the organization. The innovativeness does not mean only innovations in product and technology area, but above all innovations in management area. It is necessary to create conditions within the organization, so that the innovativeness becomes an every day obligation of the employee himself. That is the only way for expecting the adequate results. Crucial role in creating favorable climate for innovations play leaders, whose role drastically differs from the former praxis. The responsibility for lack of innovativeness does not bear the system, but those who manage the system.
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