Inovacijų ir technologijų vystymo valdymas informacijos pertekliaus sąlygomis: "Aukštųjų technologijų plėtros 2011–2013 programos" paraiškų atrankos atvejis
LTStraipsnis nagrinėja sudėtingėjančios aplinkos sukeltą informacijos perteklių nacionaliniam inovacijų ir technologijų vystymo valdymui. Straipsnyje analizuojami organizaciniai informacijos pertekliaus sprendiniai ir jų panaudojimo galimybė vystant inovacijų ir technologijų valdymo procesą. Atliekama Lietuvoje įgyvendintos „Aukštųjų technologijų plėtros 2011–2013 programos" paraiškų atrankos (vieno iš inovacijų ir technologijų vystymo valdymo elementų) teisinių dokumentų analizė, identifikuojami informacijos pertekliaus iššūkiai ir pateikiama galima atrankos proceso vystymo kryptis.
ENNowadays countries face challenges finding financial resources and allocating them to innovations as well as selecting promising innovative projects. It is not easy to evaluate commercialization opportunities of some projects because their commercial potential can be seen only in the future. Some uncertainty may be the result of information overload Nowadays the number of organizations experiencing information overload has increased, they face challenges related to interdependence, dematerialization of assets, information processing and sharing, changes in power relations, etc. Organisations lack capacity to process continuously increasing information flows, analyse their activity field and potential, business environment and its impact, etc. to the full. New organizational theories emphasise organizational flexibility that comprises functional and numerical flexibility. Functional flexibility means that an organisation focuses on hiring key employees with overlapping skills, substitution, teamwork, numerical flexibility – on flexible employment, long term contracts with core employees, outsourcing peripheral employees / operations, contractual cooperation with other organizations. The core-periphery model can be implemented both within one organization as well as networking organisations. Then the peripheral function of one organization becomes the core function of another. Networking allows an organisation to strengthen its specialization, and more effectively handle information. That is especially important in the public sector when its institutions have to handle huge flows of information and experience information overload while carrying out and implementing innovative projects. Occurring failures are related to an institution's capacity, networking policy, experience.The present research analyses how information overload was dealt with and the core-periphery model was used under the High Technology Development Programme for 2011–2013. The research showed that at the project selection stage the core-periphery model was used – external experts of the Agency for Science, Technology and Innovation were contracted to evaluate project proposals and select the most relevant ones. However, that does not mean networking – neither a business entity, nor a research institution, nor external experts share responsibility for project success and its commercialization. Effective networking means building a long-term cumulative partnership. Commercialization-oriented networking means that responsibility for project selection, funding, implementation and commercialisation are shared. In conclusion, according to modern management principles, collaborating and networking organisations trust their partners, share responsibility, handle information overload effectively, easier attract funds and public interest. The potential to create synergy increases when a networking organisation transfers some of its non-core functions to the one specializing in that particular field. That is very important carrying out and implementing big, grant-funded, innovative, technology development projects therefore the strengths of each networking organisation should be identified, evaluated, responsibilities defined and shared.
