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by Pascal Latouche
Open Innovation
Cover
Acknowledgments
Preface
Introduction
The mysteries of CI
Manager and researcher… and why not?
Peers in CI
CI is a rehash of OI
The problem to be solved
Pragmatic markers
Structure of the book
1 Innovation: a Story Without an End
1.1. The concept of managerial innovation (MI)
1.2. MI in the company
1.3. Open innovation (OI)
1.4. Conclusion
2 Incubators and Other Accelerators: the Joys of Diversity?
2.1. Definition(s) and form(s) of incubators
2.2. Large groups/start-ups: motivation under pressure!
2.3. The entrepreneurial policy of large groups
2.4. No research on corporate incubation
2.5. Conclusion
3 The Architects of Interactions: the Four Strategic Access Points
3.1. The problematization of the CI
3.2. The work of “managerial curation”
3.3. The work of “motivation”
3.4. The work of “building identity networks”
3.5. The work of “changing normative associations”
3.6. Grid of strategic access points, in summary
4 Topography: the Characteristics of a Structure
4.1. The characteristics of a structure
4.2. Relative advantages
4.3. Complexity
4.4. Ambiguity
4.5. Conclusion
5 Adaptation in situ: Levers for Manipulation
5.1. The role of adaptation
5.2. Hard facts and soft facts
5.3. “FCE-influencers”
5.4. “FCE-products”
5.5. Conclusion
6 When Practice Becomes the Model to Follow: the Adoption of CI
6.1. The company microcosm: a determining role in the stage of problematization
6.2. Institutional work: a group of systems and practices
6.3. Translation, a driver for institutional work
6.4. Adaptation or translation in situ
6.5. Conceptual links
6.6. The institutional adoption pyramid
7 CI Example A: the “Boss’s Thing”
7.1. Corporate context of CI A
7.2. CI A players
7.3. The structure of CI A
7.4. The tasks and operations of CI A
7.5. The tools of CI A
7.6. Overview of CI A
8 CI Example B: Money doesn’t make you happy
8.1. The corporate context of CI B
8.2. CI B players
8.3. The structure of the CI B
8.4. Tasks and missions of the CI B
8.5. The tools of the CI B
8.6. Summary of the CI B
9 CI Example C: Reducing the Wide Gap
9.1. The corporate context of CI C
9.2. CI C players
9.3. The structure of CI C
9.4. Tasks and missions of CI C
9.5. The tools of CI C
9.6. Summary of CI C
10 CI Example D: “Two-pillar” Centralism
10.1. The corporate context of CI D
10.2. CI D players
10.3. The structure of CI D
10.4. Tasks and missions of CI D
10.5. The tools of CI D
10.6. Summary of CI D
11 CI Example E: the Art of Pivot
11.1. The corporate context of CI E
11.2. CI E players
11.3. The structure of CI E
11.4. Tasks and missions of CI E
11.5. The tools of CI E
11.6. Summary of CI E
Conclusion
Acknowledging the issue: the quality of “problem-framing” by the CI
Work areas: “try, try and try again!”
Awareness of the organization
Performance indicators
Understanding of the situations and people to perpetuate
The resource-based view: an additional approach and a major issue
References
Index
End User License Agreement
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Prev
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Cover
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Dedication
Table of Contents
Cover
Acknowledgments
Preface
Introduction
The mysteries of CI
Manager and researcher… and why not?
Peers in CI
CI is a rehash of OI
The problem to be solved
Pragmatic markers
Structure of the book
1 Innovation: a Story Without an End
1.1. The concept of managerial innovation (MI)
1.2. MI in the company
1.3. Open innovation (OI)
1.4. Conclusion
2 Incubators and Other Accelerators: the Joys of Diversity?
2.1. Definition(s) and form(s) of incubators
2.2. Large groups/start-ups: motivation under pressure!
2.3. The entrepreneurial policy of large groups
2.4. No research on corporate incubation
2.5. Conclusion
3 The Architects of Interactions: the Four Strategic Access Points
3.1. The problematization of the CI
3.2. The work of “managerial curation”
3.3. The work of “motivation”
3.4. The work of “building identity networks”
3.5. The work of “changing normative associations”
3.6. Grid of strategic access points, in summary
4 Topography: the Characteristics of a Structure
4.1. The characteristics of a structure
4.2. Relative advantages
4.3. Complexity
4.4. Ambiguity
4.5. Conclusion
5 Adaptation in situ: Levers for Manipulation
5.1. The role of adaptation
5.2. Hard facts and soft facts
5.3. “FCE-influencers”
5.4. “FCE-products”
5.5. Conclusion
6 When Practice Becomes the Model to Follow: the Adoption of CI
6.1. The company microcosm: a determining role in the stage of problematization
6.2. Institutional work: a group of systems and practices
6.3. Translation, a driver for institutional work
6.4. Adaptation or translation
in situ
6.5. Conceptual links
6.6. The institutional adoption pyramid
7 CI Example A: the “Boss’s Thing”
7.1. Corporate context of CI A
7.2. CI A players
7.3. The structure of CI A
7.4. The tasks and operations of CI A
7.5. The tools of CI A
7.6. Overview of CI A
8 CI Example B: Money doesn’t make you happy
8.1. The corporate context of CI B
8.2. CI B players
8.3. The structure of the CI B
8.4. Tasks and missions of the CI B
8.5. The tools of the CI B
8.6. Summary of the CI B
9 CI Example C: Reducing the Wide Gap
9.1. The corporate context of CI C
9.2. CI C players
9.3. The structure of CI C
9.4. Tasks and missions of CI C
9.5. The tools of CI C
9.6. Summary of CI C
10 CI Example D: “Two-pillar” Centralism
10.1. The corporate context of CI D
10.2. CI D players
10.3. The structure of CI D
10.4. Tasks and missions of CI D
10.5. The tools of CI D
10.6. Summary of CI D
11 CI Example E: the Art of Pivot
11.1. The corporate context of CI E
11.2. CI E players
11.3. The structure of CI E
11.4. Tasks and missions of CI E
11.5. The tools of CI E
11.6. Summary of CI E
Conclusion
Acknowledging the issue: the quality of “problem-framing” by the CI
Work areas: “try, try and try again!”
Awareness of the organization
Performance indicators
Understanding of the situations and people to perpetuate
The resource-based view: an additional approach and a major issue
References
Index
End User License Agreement
List of Tables
Chapter 1
Table 1.1. Three academic definitions of managerial innovation
Table 1.2. Innovating French industrial companies between 2008 and 2010
Table 1.3. Eleven managerial innovations 1980–2000
Table 1.4. Some definitions of OI
Chapter 2
Table 2.1. Some academic definitions of incubation
Table 2.2. Classifications of start-up incubators in the literature
Table 2.3. Characteristics of types of incubators of start-ups
Table 2.4. Entrepreneurial policies of large groups
Table 2.5. Five function/structure pairs for incubators
Chapter 7
Table 7.1. Corporate context of CI A
Chapter 8
Table 8.1. Corporate context of the CI B
Chapter 9
Table 9.1. Corporate context of the CI C
Chapter 10
Table 10.1. Corporate context of CI D
Chapter 11
Table 11.1. Corporate context of CI E
Conclusion
Table C.1. The checklist for the CI problem-framing
Table C.2. Structural characteristics of the CI
Table C.3. CI performance indicators
List of Illustrations
Chapter 1
Figure 1.1. Innovating companies between 2008 and 2010
Chapter 2
Figure 2.1. Share of digital technology in the French economy
Chapter 3
Figure 3.1. Conceptual framework of managerial work (strategic access points)
Chapter 4
Figure 4.1. The attributes or characteristics influencing adaptation
Figure 4.2. Conceptual framework of the characteristics of a structure
Chapter 5
Figure 5.1. Conceptual framework of levers for manipulation
Chapter 6
Figure 6.1. Conceptual model of adoptive managerial work
Figure 6.2. The institutional adoption cycle pyramid
Guide
Cover
Table of Contents
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