【正文】 同時在陶瓷行業(yè)中，通過 RTO 組織促進了企業(yè)間的溝通，不僅使公司內(nèi)的競爭力提升，而且還不斷增加的外國競爭力與集體競爭力。 然而，正如上面提到，有些陶瓷行業(yè)的公司不具備的財政資源，以擴大公司的生產(chǎn)。即使很多人會說，這是一個英國制造商通常遇到的問題，但不影響到陶瓷行業(yè)的發(fā)展，這是很正常的時間表，并非刻意被延長了。 其結(jié)果是液態(tài)錫玻璃產(chǎn)生了。組織可以引導(dǎo)和刺激創(chuàng)新過程中的個人和群體的工作積極性。正如上文所強調(diào)的，很多陶瓷企業(yè)不具備資源，不能投入新技術(shù)對產(chǎn)品進行改良和創(chuàng)新。 然而， 嘗試提高在同行業(yè)中經(jīng)營意識的證據(jù)。 其獨特的地位，使他們更加了解其特定的行業(yè)或部門，這使得他們在該部門的創(chuàng)新提供理想的經(jīng)紀(jì)人機制，要求和需求。許多行 業(yè)經(jīng)過了長時間的鞏固，直到二十世紀(jì)中葉，陶瓷產(chǎn)品的制造很難再從 200 年來的生產(chǎn)發(fā)生改變。韋奇伍德，托馬斯結(jié)果表明，差異不存在其中早日通過，意圖通過后，決定因素不了解的創(chuàng)新。 Madhok 及 Osegowitsch2020 年）。特邀編輯認(rèn)為，當(dāng)前雜志特刊商業(yè)研究回答上面所討論的問題是第一步。他們不惜在新產(chǎn)品的引進和經(jīng)常越級（即跳過下一個產(chǎn)品版本）。 第四，在創(chuàng)新和擴散研究具有挑戰(zhàn)性的問題是：關(guān)于社會網(wǎng)絡(luò)的作用。此外，企業(yè)需要在創(chuàng)新過程中不僅要考慮業(yè)務(wù)領(lǐng)域，而且在廣泛的社會變革的大背景下。同時，建模創(chuàng)新擴散的預(yù)測構(gòu)成另一大流研究。創(chuàng)新，擴散并通過，然后總結(jié)文件包括在這個特殊的問題。隨著技術(shù)提升是企業(yè)發(fā)展的一個必要條件，市場應(yīng)發(fā)揮關(guān)鍵作用，再履行夢想成功的高科技產(chǎn)品和服務(wù)的擴散。s major strength in aiding and facilitating innovation amongst members of the industry, is its ability to facilitate funding and management of collaborative research, development and technology transfer projects. There is, however, evidence of attempts to improve this business awareness in the industry. The development of various industrial thinktanks and strategic direction groups, for example, the Manufacturing Improvement Club , and the introduction of research projects, akin to this, have highlighted a certain willingness to further cognise innovation processes. In some organisations, more accepting and inquisitive business attitudes are also displayed by being enthusiastic about exploring other industries in grossly different sectors in order to apply manufacturing process technology, productive technologies and business perspectives. A recent, although slight, trend of employing managers and executives from other, more technologically advanced, industries underlines this. There is, however, evidence of attempts to improve this business awareness in the industry. The development of various industrial thinktanks and strategic direction groups, for example, the Manufacturing Improvement Club , and the introduction of research projects, akin to this, have highlighted a certain willingness to further cognise innovation processes. In some organisations, more accepting and inquisitive business attitudes are also displayed by being enthusiastic about exploring other industries in grossly different sectors in order to apply manufacturing process technology, productive technologies and business perspectives. A recent, although slight, trend of employing managers and executives from other, more technologically advanced, industries underlines this. 4. Organisation and management of innovation As past literature illustrates, the organisation and management of innovation is key to overall business success, especially since it is something that can be controlled. This is no different in the ceramics industry, where effective organisation, planning, scheduling and implementation of innovation is of great importance. One interview respondent mented that the process had to be treated as if it were a business in its own right: You can39。 Griffith, 2020). Innovation is more critical in the hightech industries (Kobrin, 1991。 Klein, 1982). To reflect diverse context and product uniqueness, scholars have replicated and extended the TAM models in all possible directions(.,Venkateshamp。Davis,2020). Although huge literature of innovation research answered many of the above questions, both the scholars and practitioners still face challenges to address the issues such as the following. * How can firms make their innovation processes successful? * How can firms successfully mercialize technologies? * What factors affect the global diffusion of hightech products? * What roles do online buzz and social works play in innovation adoption and diffusion? * What kinds of strategic behavior do consumers make and how hould marketers respond to them? * What marketing strategies are effective in creating new markets? We briefly discuss the above six issues one by one. First espite the fact that there is plenty of research tackling nnovation process, firms are still struggling in making it successful. One possibility is that current research fails to notice that there are ifferent factors working at different stages of innovation development. Further, firms need to consider innovation process not only in the business but also in the broad context of social change. Second, technology mercialization gets more and more important as panies seek for growing opportunities in the midst of recession .However, studies in this area haven39。 Madhok amp。t handle it from the inception point in anything other than with business objectives at the end. Much of this project planning and consequent management is, however, very dependent on the source of funding for innovation. As emphasised above, many ceramics panies do not have the resources to innovate beyond incremental improvements and amendments, in the form of product range additions, etc. Therefore, they seek external funding and project management support. Such sources include government, Department of Trade and Industry (DTI) and European Commission funding. However, when such funding is secured, there are often concrete targets set and deliverables required by the funding source. This is because, today, much Government and European funding for mercial research and technology transfer requires prehensive justification. Consequently, much of the planning and management procedures for externally funded projects are determi ned as a result of contractual agreements between the funding body and the innovating organisation. An example of this, in the Ceramics industry, is Airless Drying. Another significant organis