@article{428791919810401, title = {Responsive Capitalism: Case Studies in Corporate Social Conduct.}, author = {Wilmar F. Bernthal}, journal = {Academy of Management Review}, number = 2, pages = {p339 - 340}, volume = 6, year = 19810401, url = {http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=4287919&site=ehost-live}, issn = {03637425}, description = { EBSCOhost }, abstract = {The article reviews the book "Responsive Capitalism: Case Studies in Corporate Social Conduct," by Earl A. Molander. }, biburl = {http://www.bibsonomy.org/bibtex/2cdbd4fac21d221071565a0c18be99723/callagialla}, keywords = {Corporate CAPITALISM, (Book) BOOKS Capitalism: Studies NONFICTION, in Social Earl RESPONSIVE Reviews, -- A., Case Conduct MOLANDER,} } @article{Markman.2001, title = {Governing the innovation process in entrepreneurial firms}, author = {Gideon D. Markman and David B. Balkin and Leon Schjoedt}, journal = {Journal of High Technology Management Research}, number = 2, pages = {273-293}, volume = 12, year = 2001, issn = {1047-8310}, abstract = {We challenge the implicit assumption that entrepreneurs are the sole owners of their young firms and we suggest that because cutting-edge innovation projects are complex, they create substantial information asymmetry between entrepreneurs and their investors. Linking previous research on governance, entrepreneurship, and innovation, we ask what forms of governance and incentive systems are conducive to spur and implement innovation among young entrepreneurial firms. Using agency theory and building on the rich literature on governance, we make eight practical suggestions regarding the governance of young entrepreneurial firms. We suggest that early and effective governance systems may help entrepreneurs and investors work in alignment with each other's best interests. (C) 2001 Elsevier Science Inc. All rights reserved. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/2196ec0e6bbb4fb1bf206479d224ca3e2/callagialla}, keywords = {governanceHIGH innovations technologyMANAGEMENTTECHNOLOGICAL CORPORATE} } @article{Nohria.1996, title = {Is slack good or bad for innovation?}, author = {Nitin Nohria and Ranjay Gulati}, journal = {Academy of Management Journal}, number = 5, pages = {1245-1264}, volume = 39, year = 1996, issn = {0001-4273}, abstract = {This article suggests that there is an inverse U-shaped relationship between slack and innovation in organizations: both too much and too little slack may be detrimental to innovation. Two related mechanisms governing this relationship are proposed: Slack fosters greater experimentation but also diminishing discipline over innovative projects, resulting in the hypothesized curvilinear relationship. Comprehensive worldwide data on 264 functional departments of two multinational corporations support the prediction.}, biburl = {http://www.bibsonomy.org/bibtex/2cac104c962571d39ec834a0303acd259/callagialla}, keywords = {structure organizationINTERNATIONAL reorganizationsCORPORATIONSINDUSTRIAL enterprisesMANAGEMENTORGANIZATIONORGANIZATIONAL business CORPORATE} } @article{RossLChapman.2001, title = {Continuous product innovation: A comparison of key elements across different contingency sets}, author = {Ross L Chapman and Charles Edward O'Mara and Stefano Ronchi and Mariano Corso}, journal = {Measuring Business Excellence}, number = 3, pages = {16-23}, volume = 5, year = 2001, abstract = {This paper discusses results from an international study of continuous improvement in product innovation. The empirical research is based upon a theoretical model of continuous product innovation (CPI) that identifies contingencies, behaviours, levers and performances relevant to improving product innovation processes. As successful knowledge management is widely recognised as a key capability for firms to successfully develop CPI, companies have been classified according to identified contingencies and the impact of these contingencies on key knowledge management criteria. Comparative analysis of the identified groups of companies has demonstrated important differences between the learning behaviours found present in the two groups thus identified, and in the levers used to develop and support these behaviours. The selection of performance measures by the two groups has highlighted further significant differences in the way the two groups understand and measure their CPI processes. Finally, the paper includes a discussion of appropriate mechanisms for firms with similar contingency sets to improve their approaches to organisational learning and product innovation. ABSTRACT FROM AUTHOR Copyright of Measuring Business Excellence is the property of Emerald and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) This paper discusses results from an international study of continuous improvement in product innovation. The empirical research is based upon a theoretical model of continuous product innovation (CPI) that identifies contingencies, behaviours, levers and performances relevant to improving product innovation processes. As successful knowledge management is widely recognised as a key capability for firms to successfully develop CPI, companies have been classified according to identified contingencies and the impact of these contingencies on key knowledge management criteria. Comparative analysis of the identified groups of companies has demonstrated important differences between the learning behaviours found present in the two groups thus identified, and in the levers used to develop and support these behaviours. The selection of performance measures by the two groups has highlighted further significant differences in the way the two groups understand and measure their CPI processes. Finally, the paper includes a discussion of appropriate mechanisms for firms with similar contingency sets to improve their approaches to organisational learning and product innovation. ABSTRACT FROM AUTHOR Copyright of Measuring Business Excellence is the property of Emerald and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)}, biburl = {http://www.bibsonomy.org/bibtex/2342ab19d522bea0271c32c59c095c188/callagialla}, keywords = {systemsKNOWLEDGE information cultureINDUSTRIAL managementMANAGEMENT management CORPORATE} } @article{Kwasniewska.2004, title = {Perception of the Climate for Creativity in the Workplace: the Role of the Level in the Organization and Gender}, author = {Joanna Kwaśniewska and Edward Necka}, journal = {Creativity & Innovation Management}, number = 3, pages = {187-196}, volume = 13, year = 2004, issn = {0963-1690}, abstract = {This paper reports a study conducted to examine differences between employees in managerial and non-managerial positions, as well as between men and women, in their perception of climate for creativity in the workplace. It was hypothesized that, in general, managers would perceive the climate as more favourable than non-managers, and this discrepancy should be modulated by gender. The questionnaire used in the study, conceptually grounded in Amabile's empirical and theoretical work on creativity and innovation, was administered to 388 respondents: 229 female and 159 male participants drawn from a wide range of Polish work organizations. The results show that managers perceive the climate as significantly more conducive to creativity than non-managers do. Female employees perceive the climate less favourably than male employees, although these differences appeared smaller and less frequent as compared to the managers/non-managers comparisons. Moreover, higher positions of female participants in the organization do not improve their perception of the climate to the same extent as it does in the case of male participants. Implications and areas for future research are explored. [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/2a06d1427fa52f55ceaaee636c856bfbd/callagialla}, keywords = {environmentCREATIVE employeesWORK employeesWOMEN cultureEXECUTIVESMALE ability CORPORATE} } @article{Jassawalla.2002, title = {Cultures that Support Product-Innovation Processes}, author = {Avan R. Jassawalla and Hemant C. Sashittal}, journal = {Academy of Management Executive}, number = 3, pages = {42-54}, volume = 16, year = 2002, abstract = {Most managers know that organizational culture influences the firm's economic consequences and recognize its important role in shaping product-innovation processes. Highly innovation-supportive cultures are credited with fostering teamwork and promoting risk-taking and creative actions that seem directly linked to effective new-product development. Fostering highly innovation-supportive cultures in practice, however, is easier said than done. From the voices of participants in new-product development processes in high-technology organizations, we report what we have learned about the distinctive features of highly innovation-supportive cultures in product-innovation settings and propose how organizations might develop such cultures. ABSTRACT FROM AUTHOR Copyright of Academy of Management Executive is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) Most managers know that organizational culture influences the firm's economic consequences and recognize its important role in shaping product-innovation processes. Highly innovation-supportive cultures are credited with fostering teamwork and promoting risk-taking and creative actions that seem directly linked to effective new-product development. Fostering highly innovation-supportive cultures in practice, however, is easier said than done. From the voices of participants in new-product development processes in high-technology organizations, we report what we have learned about the distinctive features of highly innovation-supportive cultures in product-innovation settings and propose how organizations might develop such cultures. ABSTRACT FROM AUTHOR Copyright of Academy of Management Executive is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)}, biburl = {http://www.bibsonomy.org/bibtex/28b495351597efdaf90e33c21f74bfe76/callagialla}, keywords = {cultureCREATIVE technology scienceNEW productsTECHNOLOGICAL innovationsTEAMS workplace businessHIGH the in industriesMANAGEMENT ability CORPORATE} } @article{Amabile.1996, title = {Assessing the Work Environment for Creativity}, author = {Teresa M. Amabile and Regina Conti and Heather Coon and Jeffrey Lazenby and Michael Herron}, journal = {Academy of Management Journal}, number = 5, pages = {1154-1184}, volume = 39, year = 1996, issn = {0001-4273}, abstract = {We describe the development and validation of a new instrument, KEYS: Assessing the Climate for Creativity, designed to assess perceived stimulants and obstacles to creativity in organizational work environments. The KEYS scales have acceptable factor structures, internal consistencies, test-retest reliabilities, and preliminary convergent and discriminant validity. A construct validity study shows that perceived work environments, as assessed by the KEYS scales, discriminate between high-creativity projects and low-creativity projects; certain scales discriminate more strongly and consistently than others. We discuss the utility of this tool for research and practice.}, biburl = {http://www.bibsonomy.org/bibtex/29fbf25bdb72798b4ea9215119e2026eb/callagialla}, keywords = {sociologyWORK efficiencyMANAGEMENTORGANIZATIONORGANIZATIONAL cultureINDUSTRIAL environmentMANAGEMENT stylesEMPLOYMENT CORPORATE} } @article{Brentani.2004, title = {Corporate Culture and Commitment: Impact on Performance of International New Product Development Programs}, author = {Ulrike de Brentani and Elko J. Kleinschmidt}, journal = {Journal of Product Innovation Management}, number = 5, pages = {309-333}, volume = 21, year = 2004, issn = {0737-6782}, abstract = {To achieve success in today's competitive environment, firms increasingly must develop new products for international markets. To this end, they must leverage and must coordinate broad creative capabilities and resources, which often are diffused across geographical and cultural boundaries. Recent writings in the globalization and in the new product development (NPD) literatures suggest that certain “softer” dimensions that define the behavioral environment of the firm—that is, the firm's organizational culture and management commitment—can have an important impact on the outcome of these complex and risky endeavors. But what comprises these dimensions and what type of behavioral environment scenario is linked to high performance in the international NPD effort of firms has not been articulated clearly. This research focuses on these softer dimensions, with the objective of understanding and identifying their specific makeup as well as their relationship to the outcome of international NPD programs. Based on an integration of three literatures—organizational, new product development, and globalization—the present study develops a research instrument, comprising 18 behavioral environment measurement items as well as several outcome measures, that is administered to a broad empirical sample of goods and services firms active in NPD for international markets. Using empirical results from 252 international NPD programs, three key dimensions are identified: (1) the innovation/globalization culture of the firm; (2) the commitment of sufficient resources to the NPD program; and (3) top management involvement in the international NPD effort. These dimensions are used to derive four clusters of firms, where each grouping represents a distinctly different behavioral environment scenario. In a preliminary analysis, it is ascertained that other aspects of the firm such as “degree of internationalization,” location of... [ABSTRACT FROM AUTHOR]}, biburl = {http://www.bibsonomy.org/bibtex/2f160609e6f7bd4dbbb3f130b3c6f49e2/callagialla}, keywords = {marketsORGANIZATIONAL commitment productsPRODUCT advantageINTERNATIONAL cultureNEW managementGLOBALIZATIONCOMPETITIVE CORPORATE} } @article{Birkinshaw.2005, title = {The Secret Diary of Corporate Venturing}, author = {Julian Birkinshaw}, journal = {Business Strategy Review}, number = 2, pages = {19-24}, volume = 16, year = 2005, abstract = {Like problem children, if they're not handled well corporate ventures can cause their parents financial heartache and make them wish they'd never been born. But they can bring rich rewards if gently nurtured to their best ability. Julian Birkinshaw offers advice on practical corporate parenting. ABSTRACT FROM AUTHOR Copyright of Business Strategy Review is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) Like problem children, if they're not handled well corporate ventures can cause their parents financial heartache and make them wish they'd never been born. But they can bring rich rewards if gently nurtured to their best ability. Julian Birkinshaw offers advice on practical corporate parenting. ABSTRACT FROM AUTHOR Copyright of Business Strategy Review is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)}, biburl = {http://www.bibsonomy.org/bibtex/27619916fc82fac43b921abd1f1249547/callagialla}, keywords = {(Company) participationsPARENT enterprisesVENTURE divestitureHOLDING capitalEQUITY Capital companiesNEW companiesINTEL business CORPORATE} }