The modern business world is seeing rapid changes in the market landscapes across all industries, thus making innovation key for the growth and survival of any business organization. As such, firms are continuously pursuing innovation with existing knowledge stock being destroyed as well as exploited to keep in touch with the newness in the respective industry ( Walker, 2012) . All innovations have been shown to take place to meet the demand within the market in such a way that a business can provide value to customers.
How component versus architectural knowledge is managed in an organization
Component innovation is that which works to create an improvement in a system’s individual component’s capability. On the other hand, architectural innovation involves the improvements in the ways in which components are combined while leaving the concepts regarding core design and, as such, the knowledge of the components untouched ( Davila, Epstein, & Shelton, 2012) . Architectural knowledge may be viewed as the knowledge about components as well as knowledge about how those components are linked together. Noting that in an organization, knowledge is integral in innovation, the flow of such knowledge is paramount.
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Business organizations manage architectural knowledge by destroying what they know about the nature of the existing architecture while working to preserve their knowledge of the components that make up a product ( Samli, 2011) . Therefore, the organization will improve its competence in such a way to pioneer the markets as well as build knowledge capabilities on recurrent tasks performed within the organization to keep up with evolving technology ( Henderson & Clark, 1990) . Additionally, an organization manages architectural knowledge by developing filters that will make it possible for the immediate identification of what is most critical within the flow of its information. As such, the problem-solving strategies put up a summary of the fruitful ways to provide a solution within the immediate environment. Unlike architectural knowledge, component knowledge is self-contained and re-usable as an independent building block that is geared towards the attainment of enterprise requirements. As such, an organization conducts continuous experimentation to determine a dominant design and accepts it.
How to identify architectural innovation
An architectural innovation can be identified by the increment in the number of customers especially when the new market is receptive. Additionally, architectural innovation may be identified by the low level of risk involved since business organizations rely on reintroducing technology that has been proven only requiring matching with new market requirements. Further, an architectural innovation is primarily concerned with determining how the different components will work together in a coherent whole (“ Managing the Network of Technological Innovation”, 2010) . Finally, in many cases, architectural innovation may be known since it often revolves around the improvement in the efficiency of a product rather than changing how the product is designed.
How do you allocate existing resources to develop an architectural innovation successfully
The successful development of any innovation requires adequate resource allocation. In developing a successful architectural innovation, a business organization uses existing resources towards research and development, which since this will assist in determining the different ways through which a product may be improved to achieve efficiency ( Thota & Munir, 2011) . Additionally, an organization may allocate resources to the development of knowledge-based capital such as computerized information, which upon development will be continually used in the innovation process, only requiring tailoring to suit the needs of the market.
References
Davila, T., Epstein, M., & Shelton, R. (2012). Making Innovation Work: How to Manage It, Measure It, and Profit from It, Updated Edition . Upper Saddle River, NJ: FT Press.
Henderson, R. M., & Clark, K. B. (1990). Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms. Administrative Science Quarterly , 35 (1), 9. doi:10.2307/2393549
Managing the Network of Technological Innovation. (2010). Managing Research, Development, and Innovation , 274-295. doi:10.1002/9780470917275.ch14
Samli, A. C. (2011). Innovation, Innovation, Innovation. From Imagination to Innovation , 17-23. doi:10.1007/978-1-4614-0854-3_3
Thota, H., & Munir, Z. (2011). Key Concepts in Innovation . London, United Kingdom: Macmillan International Higher Education.
Walker, D. H. (2012). Innovation and Value Delivery through Supply Chain Management. Construction Innovation and Process Improvement , 125-153. doi:10.1002/9781118280294.ch6
