1 Management Annotated Bibliography 2 Annotated Bibliography Giammona, B. (2004). The Future of Technical Communication: How Innovation, Technology, Information Management, and Other Forces Are Shaping the Future of the Profession. Technical Communication. 51(3), 349-366. This article looks at the future of technical communication from the point of view of many of its most seasoned and influential practitioners. And it wraps that point of view around the themes of the management of technology program--innovation, global concerns, managing technical leaders and practitioners, the impact of technologies, and the future role of technologists in organizations. It concludes by providing a series of recommendations for the future direction of the profession. There was a lot of debate in 2003 about the importance of information technology in general. Nicholas Carr, in his controversial article IT doesn't matter in Harvard Business Review, argued that perhaps IT has become such a commodity that it is no longer a source of strategic value. We need to be concerned that if we do not act quickly to dispute the growing perception by our management that were not strategic, our profession as we know it will be in jeopardy. In some respects, we already have begun the change, as the name technical writer drifts further from describing the core functions we provide. Whatever we are called, we will matter, and we will be making significant contributions in a new marketplace--we just may look a little different going forward. Bignetti, L. P. (1999). Strategic actions and innovation practices in knowledge-based firms (Order No. 3691496). Available from ProQuest Dissertations & Theses Global: Business. 3 (1671778365). Retrieved from http://search.proquest.com/docview/1671778365? accountid=35812 This thesis proposes an alternative approach to the analysis of the links between strategy and innovation in knowledge-based enterprises. Instead of the functional relationships envisaged by deterministic approaches, or the macro and micro levels of analysis of the social construction of technology model, the focus is on the role of decision makers and on the overall process established by them to develop new technologies and to create new markets. The research question addresses how decision makers in knowledge-based enterprises link strategic actions and innovation practices in order to create new technological and market opportunities, and to promote environmental changes for the firm's advantage. The methodology of the research is interpretive and constructivist and is based on three case studies. A main preoccupation has been to give a thick description of the development of three generations of technologies in each case, as reported by 22 active participants in the decisions, ail of them top executives. The indeterministic approach proposes that the environment is a construct, that organization and environment are intertwined, that there are deviation amplifying processes, and that the environment is shared and constructed by actors who influence, modify and create the context. It was observed that the perceptions and actions of decision makers changed as the general context and the interactions with relevant groups changed. Decision makers shifted their actions towards the environment. Strategy was conceived not as a static plan to be followed, but as a dynamic process of constant interaction with external actors. Decision makers intended to create new markets in conjunction with clients, suppliers and even competitors. 4 Innovation was understood by decision makers as an open process and not as an internal activity performed exclusively inside the R&D department. The context of innovation was no longer the internal context of the organization, but had shifted to the environment. Innovation practices became a dialectical and constant process of interaction between internal participants in different areas of the organization and external actors. Furthermore, it was found that in knowledge-based organizations there is a close relationship betweenstrategic actions and innovation practices. Strategic decisions become highly embedded in technological issues. R&D executives do not have to "sell" technological ideas to the top management, as proposed intraditional R&D approaches. This study provides an understanding of the new dynamics established in knowledge-based firms, in whichinnovation cannot be treated as an isolated activity guarded as a sacred secret, but as a strategic process that serves to connect the organization to partners and adopters. The traditional intemalist conception of R&Dis replaced by the description of an essentially dialectical process of technology development and formation of coalitions. References This is a hanging indent. To keep the hanging indent format, triple click your mouse on this line of text and replace the information with your reference entry. You can use the Reference and Citation Examples (Center for Writing Excellence>Tutorials and Guides>Reference and Citation Examples) to help format your source information into a reference entry. The reference page always begins on the top of the next page after the conclusion. 5 akar, N. D., & Ertrk, A. (2010). Comparing innovation capability of small and medium-sized enterprises: Examining the effects of organizational culture and empowerment. Journal of Small Business Management, 48(3), 325-359. Retrieved from http://search.proquest.com/docview/612908421?accountid=35812 When it comes to companies their strategic management trends and how they are shaping innovation, some companies are using empowerment as a way to get the innovative process started. In the one of the cases they did a study that showed that have a company with a small to medium size showed that they had more of organizational culture and the perception of empowering which lead to innovation. With larger organizations the innovation may be limited based on the business sector they may be in. The factor of influence part is shaping strategic management would be the tactics and the action part. Without a way of how the objects are going to meet and executed it is going to be had for a business to get innovation off the ground. The will need to have the tools in place or know where to turn to get the help them need to get the objectives meet, the mission realized and the vision out to everyone