TheManagementofTechnologyandInnovation

The Management of Technology and Innovation
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According to White and Bruton, there are several reasons as to why capabilities and value creation are interrelated. For instance, the interconnection between capabilities and value creation results to strategic competencies which help a firm to create an appropriate strategic decision. For example, the firm applies its capabilities to derive and formulate its plans, evaluate and control the future decisions that companies will undertake. In all circumstances, merging and acquisition (M&A) of new technology and innovations by a company requires value creation and capabilities as its critical strategic options. Furthermore, value creation indicates the approaches which an organisation uses to develop their internal processes. However, the development of the internal operations enables the firm to enhance their services to produce excellent products by appropriate management of its resources (White & Bruton, 2010).
Most importantly, value creation and capabilities help in increasing the levels of performance in a company. The primary forces that underlie both capabilities and value creation would be necessary to support in creation and development of new competencies that are more important strategically. Most importantly, the management relies on the adequacy of resources and the capability of the available management to derive changes to an excellent performance of the management.

Therefore, it is true that competencies and capabilities are related to enhancing the innovative designs and promoting the development of the firm.
How Knowledge Management Differ From Value Creation
The conceptualisation of knowledge management (KM) closely overlaps with several kinds of literature such as organisational learning and innovation. Therefore, many companies consider the aspect of knowledge management as a factor that creates intellectual capital as the primary sources for renewals and change in a business. Also, the critical importance of KM is to ease the access to skills that encourages new capabilities to improve performance and the value of customers. On the other hand, value creation in an innovative ecosystem entails the collaborative plans and activities of establishing the value for consumers and other stakeholders. Besides, it focuses on both tangible and intangible mechanisms that aim at improving the performance of the firm. Regarding management, value creation is less concrete, and fewer contracts based compared to knowledge management. It is typically based on process innovation and learning the unique needs of the customers with ever-increasing precision and speed. It also considers the approach of delivering high profits and returns on the investor’s capital.
References
White, M. A., & Bruton, G. D. (2010). The management of technology and innovation: A strategic approach. Cengage Learning.