On organization innovative management concept

Analysisof the evolution of theoretical approaches on the nature and content of organization management has showmen an important role of theclassic, evolutionary, behavioural, institutional and strategic theories for the concept of innovation management development. A specialplace within these theoretical views belongs to the entrepreneurial approach (by P. Drucker), which is combining innovation and entrepreneurshipin one technology management - entrepreneurial management. The conclusion has been made that up to now the conceptof innovative management is under development. It has not yet become part of strategic management. The approach to innovative managementexisting in the Russian modern economic literature considers it only as a single (specific) function - as management of innovations.Accordingly, the implementation of this function directed to development and implementation of a type of innovation - product,technological, organizational, and marketing and others. Such a narrow view on management of innovations (as a single function) makesthe content of innovative management scanty like entrepreneurial management. At the same time this narrow view does not correlate tothe new format of the innovation process where researches are only a part of the whole project and the main focus is displaced to demandforming, chain supply construction, clients network creation. The conclusion has been made that there is a need for a broaderview on the innovative management of organization like entrepreneurial management, for which a set of microeconomic factors: strategyand strategic control, organizational capital, financial resources, is necessary. Organizations strategy has two principal functions: toovercome the technological and market uncertainty. To perform these functions strategic control over resources by top managers and asystem of incentives for innovative investment are required. Organizational capital for innovation exists in the form of functional andhierarchical integration of personnel; the system of incentives and remuneration methods generate collective learning. Strategy and strategiccontrol, organizational capital and financial resources are closely linked in a dynamic process that is resulted in an innovation. Thislink is provided and supported by innovative management. The paper argues a broader view on the innovative management of organizationas an interactive activity based on the feedback interactions (signalling management) and aimed at creating new competitive advantageswithin a firm/organization due to microeconomic factors. Combining and matching of these factors provide for an organization itscompetitive advantages due to competition in innovations. As a result, the organization is able to get Schumpeters rent. Based on thisapproach some principles for innovative management concept development are declared in the paper.

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