Leading and Managing Creators, Inventors, and Innovators

The Art, Science, and Craft of Fostering Creativity, Triggering Invention, and Catalyzing Innovation

Elias G. Carayannis, Jean-Jacques Chanaron

• Publisher: Bloomsbury Publishing
• Year: 2007
• eBook ISBN: 9781573569651
• Edition: 0
• Topic: Business
• Subtopic: Business General
• Index: Business

The development of an enterpising culture is a primary objective of progressive nations and organizations. While entrepreneurship may occur as a natural result of personal drive, it occurs most often, most robustly, and is most sustainable in environments designed to encourage it. This book showcases emerging research, theory, and practice in the management of creativity, invention, innovation, and entrepreneurship. Featuring cases and examples from around the world and from a diverse array of industries, the authors explore such issues as organizational design, knowledge management, and technology transfer, providing valuable insights for researchers, educators, students, technology professionals, business executives, scientists, and policymakers concerned with promoting entrepreneurship and its impact on organizational and economic growth.

Table of contents

• CONTENTS
• Tables and Figures
• Preface
• Introduction and Chapter Summaries
• 1 Strategic Knowledge Serendipity and Arbitrage in Action: The Case of M&A Automation and Valchemy Corporation
• 2 Innovation Dynamics and the Technology S-Curve
• 3 The Knowledge of Culture and the Culture of Knowledge from Low Tech to High Tech: The Global Intangible Cultural Heritage and Consulting on Peer Consultation across Cultures and Disciplines
• 4 Impediments to the Transfer of Knowledge in Innovative Communities
• 5 Anticipation at the Early Stages of Technological Innovation
• 6 Pricing Innovation: State-of-the-Art and Automotive Applications
• 7 Optimally Managing Creativity in Organizations
• 8 A Contribution to a Multilevel Theory of Creativity
• 9 Organizational Structure and Competence Development in R&D Project Careers
• 10 Descartes + Mayoism + Confucius + Taoism = Ideas about Managing Creative Employees
• 11 Creative Stories: A Framework for Discovering Generative Narratives and New Ideas
• 12 Coproduction of Service Innovations and Regional Development: The Growing Role of Public Lead UsersŽ—Cases from the French Experience
• 13 R&D Organization and Management: Practices and Lessons Learned from Three European Auto Manufacturers
• 14 Sources of Knowledge Acquisition by Indian Managers: An Empirical Analysis
• 15 Fostering Entrepreneurship and Innovation in the Greek Labor Market and Education System
• Index
• About the Editors and Contributors
• Table 1-1 Typology of Organizational Knowledge Dynamics and SKSC3
• Table 1-2 Typology of Organizational Knowledge
• Table 1-3 Sample Improvements and Metrics: Operational, Tactical, and Strategic
• Table 1-4 Typology of Knowledge Dynamics and SKSC3 in M&A
• Table 1-5 SKSC3 Implications for M&A
• Table 2-1 Types of S-Curves
• Table 3-1 Organizational Life Cycle Knowledge Maturity
• Table 5-1 Synthesis of the Main Anticipation Streams
• Table 5-2 Technological Roadmap toward Polytronic
• Table 5-3 Partners' Interests in PEGS
• Table 5-4 AAT Anticipative Items about Its Future Market
• Table 6-1 The Cost of Motoring
• Table 6-2 Some Examples of Prices for Navigation Systems in France in July 2004 (euro)
• Table 6-3 Prices (in Yen) of ITS Devices for the Toyota Crown Majesta
• Table 11-1 Narrative Typology
• Table 12-1 Synthetic Presentation of the Cases
• Table 13-1 R&D Expenditures per Division in 2000–2004
• Table 13-2 Share in Fuel Cells–Related Joint Ventures and Share in Ballard Power Systems
• Table 13-3 Fiat Group's R&D Expenditures (in millions of euros)
• Table 13-4 Constraints on Fiat's Research Projects
• Table 13-5 Fiat's Prototype A Evaluation Items
• Table 14-1 Mean Frequencies of Use for Nine Information Sources
• Table 14-2 Correlations between Information Source Use and Accessibility and Complexity
• Table 14-3 Regression Results to Describe Source Use Based on Accessibility and Task Complexity
• Table 14-4 Regression Results to Describe Source Use Based on Accessibility and Task Complexity
• Table 14-5 Mean Differences between Line and Staff Employees for Use of Information Sources in Manufacturing Organizations
• Table 14-6 Mean Differences between Line and Staff Employees for Use of Information Sources in Service Organizations
• Figure 1-1 Analyzing Knowledge Impact on M&A Benefits by Time Frame
• Figure 1-2 The Concept of Heterogeneity
• Figure 1-3 Heterogeneity Dynamics (IPO)
• Figure 1-4 Input-Process-Output: Macro Level, Meso Level, Micro Level
• Figure 1-5 Heterogeneity Level III
• Figure 1-6 Creation/Destruction: Performance per Unit Cost
• Figure 1-7 Feedback Loops: Operational, Tactical, and Strategic Technological Learning
• Figure 1-8 Indicators of Operational, Tactical, and Strategic Technological Learning
• Figure 1-9 A Strategic Scorecard
• Figure 1-10 The Key Value Drivers Must Be Understood
• Figure 1-11 Knowledge Benefits by Integration of Teams
• Figure 1-12 Sample Framework for Knowledge Benefits
• Figure 2-1 Process and Product Innovation Curves
• Figure 2-2 Innovation Model and Framework
• Figure 3-1 Cognitive Ergonomics
• Figure 3-2 Communities of Culture and Practice
• Figure 3-3 Knowledge Management Value Chain
• Figure 3-4 Three Dimensions of Embodiment
• Figure 3-5 The Fusion of ICH Embodiment
• Figure 3-6 Primary Entities and Functions in the Collaborative Network
• Figure 3-7 Safeguarding Intangible Culture Heritage
• Figure 4-1 Knowledge Transfer in Innovative Communities
• Figure 4-2 Impediments for the Free Transfer of Knowledge
• Figure 4-3 Types of Subcommunities in an Overall Community System
• Figure 5-1 A Conceptual Framework to Match Innovation and Anticipation
• Figure 5-2 A View of the Early Stages of the Technological Innovation Process
• Figure 5-3 Components of an Opportunity
• Figure 5-4 A Refined View of the Conceptual Framework Linking Innovation and Anticipation
• Figure 6-1 Price and Timing of Adoption
• Figure 6-2 A Multi-rationale Managerial Decision Making Process
• Figure 6-3 ABS Equipment Rate (in % of Models Available on the Swiss Market)
• Figure 6-4 Optional Price of ABS System on the Swiss Market
• Figure 6-5 Synchronized Phenomena
• Figure 6-6 Sales of Navigation Systems in Japan
• Figure 6-7 Investing in Safety
• Figure 6-8 Which Level of Investment in Safety?
• Figure 6-9 Automobile Software Development and Upgrading
• Figure 6-10 The Telephone Syndrome
• Figure 7-1 Creativity in an Organizational Context
• Figure 7-2 Creativity Spectrum
• Figure 7-3 Hypothetical Relationships between an Employee's Performance and Creativity
• Figure 7-4 Model of an Employee's Performance Dependence on Wage with Two Levels of Creativity
• Figure 7-5 Basadur Circular Model of the Creative Problem-Solving Process
• Figure 7-6 Basadur Creative Problem-Solving Profile
• Figure 9-1 Case Study Research Model
• Figure 10-1 A Historical Evolution of Creativity Culture Pockets
• Figure 10-2 Employee Creative Talking Values
• Figure 10-3 Cycle of Creativity Sources in Economic History
• Figure 13-1 Brand and Innovation Strategy
• Figure 13-2 The PSA Design Process
• Figure 13-3 Fiat Research Center's Positioning
• Figure 13-4 Fiat Research Center Planning Process
• Figure 14-1 Knowledge Management Framework