One of t
he major success indicators for applied researc
h sciences is t
he rate of transfer from researc
h into practice. Only if concrete and economically successful products are derived from researc
h results, suc
h sciences can induce an impact. However, t
his process of innovation mandatorily needs entrepreneurs
hip. Wit
hin t
he domain of business information systems, t
he two German enterprises SAP AG and IDS Sc
heer AG demonstrate t
hat linking researc
h and innovation is t
he key to lasting success in t
he information tec
hnology markets. German industry
has significant disadvantages on t
he cost of
human resources. T
herefore it can be only successful wit
h products t
hat incorporate a
hig
h degree of innovation and t
hat are consequently
hig
hly priced. But t
he invention of suc
h products needs scientific researc
h as a source of inspiration. Germany
has a
hig
hly developed infrastructure of researc
h facilities and organizations. However, t
hey need to be better coordinated and aligned wit
h business needs. Vice versa, enterprises need to actively approac
h t
he scientific community in order to clearly formulate t
heir demand. Suc
h a strategy needs c
hanges on all sides. To ac
hieve a c
hange in t
he domain of science, it is necessary to c
hange t
he profile of leading researc
hers, suc
h as full professors. T
hey s
hould incorporate attributes of an entrepreneur and be profiled more as a researc
h manager t
hat tries to anticipate future needs and to develop its unit in terms of researc
h subjects as well as personnel and financial resources. Consequently, t
he process of application, selection and review of leading researc
hers s
hould be more oriented on processes t
hat are common in enterprises. E. g. external
head-
hunters can be involved in t
he searc
hing and assessing process in order to get t
he best qualified person for t
he researc
h vacancy. Also enterprises need to c
hange t
heir attitude towards scientific researc
h. In order to foster t
his process, executives could be invited to advisory and supervisory boards of researc
h organisations. Furt
hermore, t
hose executives must be proactively informed about t
he researc
h activities and results in order to attract t
heir interest and to s
how potentials for a transfer into products. T
here is still a long way in t
he
hunt for innovation leaders
hip and all t
hese suggestions can only be a starting point.
相似文献