http://www.bibsonomy.org/burst/user/acf/innovationBibSonomy BuRST Feed for /user/acf/innovation2008-07-21T00:47:00+02:00MBA-managinghttp://www.bibsonomy.org/bibtex/294b84952d3ed9e659c6ad96c148e54ed/acfacf2008-05-04T04:10:01+02:00MBA managing innovation <span style="color:#555555;">Karl E. <a href="http://www.bibsonomy.org/author/Weick">Weick</a> and Kathleen M. <a href="http://www.bibsonomy.org/author/Sutcliffe">Sutcliffe</a> </span><em>Jossey-Bass, </em>(<em>2001</em>)Sun May 04 04:10:01 CEST 2008787956279224Managing the Unexpected: Assuring High Performance in an Age of Complexity.2001MBA managing innovation High reliability organizations (HROs) such as ER units in hospitals or firefighting units are designed to perform efficiently under extreme stress and pressure. Using HROs as the model for the 21st century organization, Karl Weick and Kathleen Sutcliffe show readers how to respond to unexpected challenges with flexibility rather than rigidity and to reduce the disruptive effects of change by using tools such as sensemaking, stress reduction, migrating decisions, and labeling. Introducing the powerful new concept of "mindfulness," the authors outline five qualities of the mindful organization and the organizational skills needed to achieve them. Each concept is clearly expressed in vivid case studies of organizations that demonstrate mindful practices in action.A Book in the University of Michigan Business School Series Voted Best HR Book of 2001 by HR.comMBA-managinghttp://www.bibsonomy.org/bibtex/26764d122f315e9701bc1aa369140aea2/acfacf2008-05-04T04:10:01+02:00psychology managing innovation MBA organizational_management <span style="color:#555555;">Karl E. <a href="http://www.bibsonomy.org/author/Weick">Weick</a> </span><em>Random House, </em>(<em>1979</em>)Sun May 04 04:10:01 CEST 2008394348273The Social Psychology of Organizing.1979psychology managing innovation MBA organizational_management MBA-managinghttp://www.bibsonomy.org/bibtex/2b3f137a03ded4befa779747433b091ff/acfacf2008-05-04T04:10:01+02:00managing innovation organizational_management MBA <span style="color:#555555;">Karl E. <a href="http://www.bibsonomy.org/author/Weick">Weick</a> </span><em>Blackwell Publishing, </em>(<em>2001</em>)Sun May 04 04:10:01 CEST 2008631223193496Making sense of the organization.2001managing innovation organizational_management MBA The field of organization theory has been traditionally dominated by a focus on decision-making and the concept of strategic rationality -- an approach which has largely ignored the inherent complexity and ambiguity of real-world organizations and their environments. The sense-making process looks at how the creation of reality occurs when people make retrospective sense of the situations in which they find themselves.While James March and Richard Cyert are exponents of the rational decision-making approach, Karl Weick is considered the "guru" within academic sense-making circles. This text brings together Weick's best-known articles on sense-making. Published over the past two decades, they have appeared in well-known journals such as Administrative Science Quarterly and the California Management Review. Students and scholars of organizational theory will delight in this authoritative collection.http://www.bibsonomy.org/bibtex/2b7ebb372eff855eb319013d79c75d063/acfacf2008-04-29T10:52:37+02:00transition innovation central_planning R&D China framework <span style="color:#555555;">X. <a href="http://www.bibsonomy.org/author/Liu">Liu</a> and S. <a href="http://www.bibsonomy.org/author/White">White</a> </span><em>Research Policy</em><em>30(7):1091--1114</em>(<em>2001</em>)Tue Apr 29 10:52:37 CEST 2008Research Policy71091--1114{Comparing innovation systems: a framework and application to China’s transitional context}302001transition innovation central_planning R&D China framework This paper proposes a generic framework for analyzing innovation systems, anchored around five fundamental activities — R&D, implementation, end-use, education, linkage — and focused on the performance implications of a system’s structure and dynamics. Rather than simply describing the role and performance of particular actors, institutions and policies, this approach focuses on system-level characteristics, including the distribution of these activities within the system, the organizational boundaries around them, coordination mechanisms, evolutionary processes, and the effectiveness of the system in introducing, diffusing and exploiting technological innovations. The framework is applied to a comparison of China’s national innovation system under central planning and since reforms, revealing the evolving structure and dynamics of this system and current inconsistencies and perverse incentives that policymakers must address to realize their development goals. More generally, it provides a basis for addressing the implicit assumptions of organizational types, roles and convergence among innovation systems emerging in very different contexts, whether national, regional or industrial.http://www.bibsonomy.org/bibtex/2b16d84f92ec712ede3a788362bc7d36a/acfacf2008-04-27T06:45:38+02:00chinese_media imitation innovation censorship catch-up audio-visual_media media_culture <span style="color:#555555;">M. <a href="http://www.bibsonomy.org/author/Keane">Keane</a> </span><em>International Journal of Cultural Studies</em><em>9(3):285</em>(<em>2006</em>)Sun Apr 27 06:45:38 CEST 2008International Journal of Cultural Studies3285{From made in China to created in China}92006chinese_media imitation innovation censorship catch-up audio-visual_media media_culture This article provides a macro-perspective on China’s repositioning in the global and regional cultural economy, and in doing so questions the structural impact of past practices on future export aspirations. Whereas most accounts of China’s media are predicated on top-down control models, the article proposes a media development framework appropriate to China’ s aspirations in the first decade of the twenty-first century. The framework is most relevant to those creative content industries in which sunk costs – that is, one-off costs of creative content development – are more than 50 percent of total outlay. Starting from a low base – and constrained by a legacy of state censorship and widespread intellectual property abuse – China aspires to move from ‘made in China’ to ‘created in China’.http://www.bibsonomy.org/bibtex/27cf10a1adf2da6c4ad1f35d41f0ca093/acfacf2008-04-13T02:09:18+02:00China inno research Taiwan innovation education R&D <span style="color:#555555;">Pao-Long <a href="http://www.bibsonomy.org/author/Chang">Chang</a> and Hsin-Yu <a href="http://www.bibsonomy.org/author/Shih">Shih</a> </span><em>Technovation</em><em>24(7):529-539</em><em>July2004. </em>Sun Apr 13 02:09:18 CEST 2008TechnovationJuly7529-539The innovation systems of Taiwan and China: a comparative analysis 242004China inno research Taiwan innovation education R&D This paper presents an analytical framework to compare two distinguishing innovation systems. For recognizing the structural characteristics of innovation systems, six major functions of generic types of institutions involved in the systems are examined: policy formulation, performing R&D, financing R&D, promotion of human resource development, technology bridging, and promotion of technological entrepreneurship. Not only does it describe the role and performance of particular institutions, but this framework also explores four major interactions among these institutions for illustrating the dynamics and efficiency of innovation systems, that is, R&D collaboration, informal interaction, technology diffusion, and personnel mobility. The framework is applied to compare the innovation systems of Taiwan and China, revealing that they both have unique characteristics, while also sharing numerous complementary features. In addition, the two economies have the linguistic, cultural, racial and historical similarities, plus their geographical proximity. Consequently, these phenomena suggest the possibility of future cooperation between the two innovation systems, and then this paper proposes possible approaches to achieving cooperation for the two sides. http://www.bibsonomy.org/bibtex/210a3a9c60f03fdfc740ba8edd545ad49/acfacf2008-04-01T11:07:26+02:00innovation <span style="color:#555555;">E. <a href="http://www.bibsonomy.org/author/von Hippel">von Hippel</a> </span><em>MIT Press, </em>(<em>2005</em>)Tue Apr 01 11:07:26 CEST 2008{Democratizing innovation}2005innovation http://www.bibsonomy.org/bibtex/2d72600fe5b3eba79b2579234546cb025/acfacf2008-03-26T11:15:10+01:00industry innovation IPTV <span style="color:#555555;">Anja <a href="http://www.bibsonomy.org/author/Feldmann">Feldmann</a> </span><em>Handelsblatt / dpa</em><em>012005. </em>Wed Mar 26 11:15:10 CET 200809:15Handelsblatt / dpa01Siemens will Chinesen TV via Internet ins Haus liefern.2005industry innovation IPTV 16MBA-managinghttp://www.bibsonomy.org/bibtex/250df32ad0028e8c73b30a2cd7afc3382/acfacf2008-03-25T06:53:52+01:00innovation MBA managing <span style="color:#555555;">A. <a href="http://www.bibsonomy.org/author/Paladino">Paladino</a> </span><em>Journal of Product Innovation Management</em><em>24(6):534--553</em>(<em>2007</em>)Tue Mar 25 06:53:52 CET 2008Journal of Product Innovation Management6534--553{Investigating the Drivers of Innovation and New Product Success: A Comparison of Strategic Orientations}242007innovation MBA managing MBA-managinghttp://www.bibsonomy.org/bibtex/20524e895d0aae7fcca9942539ce9d54b/acfacf2008-03-25T06:53:52+01:00MBA managing innovation <span style="color:#555555;"> </span><em>HARVARD MANAGEMENT UPDATE</em><em>August2007. </em>Tue Mar 25 06:53:52 CET 2008HARVARD MANAGEMENT UPDATEAugust3-5Slimming Innovation Pipelines to Fatten Their Returns. How several leading consumer products companies use innovation platforms to cut cost and risk, and boost returns.2007MBA managing innovation MBA-managinghttp://www.bibsonomy.org/bibtex/272243ba44afe74a8f3782e5cf6ce3c8e/acfacf2008-03-25T06:53:52+01:00innovation transformation MBA managing <span style="color:#555555;">Rosabeth Moss <a href="http://www.bibsonomy.org/author/Kanter">Kanter</a> </span><em>HBR Harvard Business Review</em><em>January2008. </em>Tue Mar 25 06:53:52 CET 2008HBR Harvard Business ReviewJanuary43-58Transforming Giants. What kind of company makes it its business to make the world a better place?2008innovation transformation MBA managing MBA-managinghttp://www.bibsonomy.org/bibtex/29168582333fd8c3db05c18d4d03ec595/acfacf2008-03-25T06:53:52+01:00managing innovation MBA <span style="color:#555555;">S. <a href="http://www.bibsonomy.org/author/Johnston">Johnston</a> and A. <a href="http://www.bibsonomy.org/author/Paladino">Paladino</a> </span><em>Management International Review</em><em>47(2):281--302</em>(<em>2007</em>)Tue Mar 25 06:53:52 CET 2008Management International Review2281--302{Knowledge management and involvement in innovations in MNC subsidiaries}472007managing innovation MBA MBA-managinghttp://www.bibsonomy.org/bibtex/28f72f96b15b58a2ac453bb89fc53bf44/acfacf2008-03-25T06:53:52+01:00innovation resource_management managing MBA leadership interpersonal_management <span style="color:#555555;">Chris <a href="http://www.bibsonomy.org/author/Huxham">Huxham</a> and Nic <a href="http://www.bibsonomy.org/author/Beech">Beech</a> </span><em>People Management</em><em>December2004. </em>Tue Mar 25 06:53:52 CET 2008People ManagementDecember46-47How to . . . . . . turn theory into practice102004innovation resource_management managing MBA leadership interpersonal_management Provides suggestions on applying theory in personnel management. Importance of recognizing the existence of tensions in management practice; Conceptualize the use of theory; Crucial areas of leadership theories. Author Affiliations: 1Fellow, Advanced Institute of Management Research 2Professor of management, University of Strathclyde Graduate School of Business 3Reader in management studies at the University of Strathclyde Graduate School of Business 4Director of research at the University of Strathclyde Graduate School of BusinessMBA-managinghttp://www.bibsonomy.org/bibtex/290d0627c279a756bcf0a879b0535233e/acfacf2008-03-25T06:53:52+01:00innovation MBA managing <span style="color:#555555;">S. <a href="http://www.bibsonomy.org/author/Harryson">Harryson</a> and S. <a href="http://www.bibsonomy.org/author/Kliknaite">Kliknaite</a> and R. <a href="http://www.bibsonomy.org/author/Dudkowski">Dudkowski</a> </span><em>International Journal of Technology Management</em><em>41(1):109--137</em>(<em>2008</em>) <em>nicht vorhanden . </em>Tue Mar 25 06:53:52 CET 2008International Journal of Technology Managementnicht vorhanden1109--137{Flexibility in innovation through external learning: exploring two models for enhanced industry? university collaboration}412008innovation MBA managing MBA-managinghttp://www.bibsonomy.org/bibtex/2ef341aa0381d8db280faaca47712bcf2/acfacf2008-03-25T06:53:52+01:00managing innovation MBA <span style="color:#555555;">George S. <a href="http://www.bibsonomy.org/author/Day">Day</a> </span><em>HBR Harvard Business Review</em><em>December2007. </em>Tue Mar 25 06:53:52 CET 2008HBR Harvard Business ReviewDecember110-120Is It Real? Can We Win? Is It Worth Doing? Managing Risk and Reward in an Innovation Portfolio2007managing innovation MBA MBA-managinghttp://www.bibsonomy.org/bibtex/20e04e0482bfed593d521dce2afa0355f/acfacf2008-03-25T06:53:52+01:00innovation managing MBA <span style="color:#555555;">Clayton M. <a href="http://www.bibsonomy.org/author/Christensen">Christensen</a> and Stephen P. <a href="http://www.bibsonomy.org/author/Kaufman">Kaufman</a> and Willy C. <a href="http://www.bibsonomy.org/author/Shih">Shih</a> </span><em>HBR Harvard Business Review</em><em>January2008. </em>Tue Mar 25 06:53:52 CET 2008HBR Harvard Business ReviewJanuary98-105Innovation Killers. How Financial Tools Destroy Your Capacity to Do New Things2008innovation managing MBA MBA-managinghttp://www.bibsonomy.org/bibtex/2552604ff685ee81a20d7c3c8011c311c/acfacf2008-03-25T06:53:52+01:00managing MBA innovation <span style="color:#555555;">M. <a href="http://www.bibsonomy.org/author/Beer">Beer</a> and R. <a href="http://www.bibsonomy.org/author/Eisenstat">Eisenstat</a> and D. <a href="http://www.bibsonomy.org/author/Schrader">Schrader</a> </span><em>HARVARD MANAGEMENT UPDATE</em><em>12(10):1</em>(<em>2007</em>)Tue Mar 25 06:53:52 CET 2008HARVARD MANAGEMENT UPDATE101{Why Good Innovations Don't Get to Market}122007managing MBA innovation MBA-Changehttp://www.bibsonomy.org/bibtex/201d11a1fcd47098e5d61d32b79a40040/acfacf2008-03-25T06:53:52+01:00change_management MBA innovation forschung bildung research <span style="color:#555555;">B. <a href="http://www.bibsonomy.org/author/Simpson">Simpson</a> and M. <a href="http://www.bibsonomy.org/author/Powell">Powell</a> </span><em>Long Range Planning</em><em>32(4):441--451</em>(<em>1999</em>)Tue Mar 25 06:53:52 CET 2008Long Range Planning4441--451{Designing research organizations for science innovation}321999change_management MBA innovation forschung bildung research MBA-managinghttp://www.bibsonomy.org/bibtex/25f53e2280565ae0a5574f9900c506189/acfacf2008-03-25T06:53:52+01:00innovation MBA managing marketing services_marketing customer <span style="color:#555555;">V.A. <a href="http://www.bibsonomy.org/author/Zeithaml">Zeithaml</a> and M.J. <a href="http://www.bibsonomy.org/author/Bitner">Bitner</a> </span><em>McGraw-Hill, </em>(<em>2006</em>)Tue Mar 25 06:53:52 CET 2008{Services marketing: integrating customer focus across the firm}2006innovation MBA managing marketing services_marketing customer MBA-managinghttp://www.bibsonomy.org/bibtex/2afbefe10a2cfbc58e07d85c3e14d2f49/acfacf2008-03-25T06:53:52+01:00MBA innovation managing <span style="color:#555555;">Karl E. <a href="http://www.bibsonomy.org/author/Weick">Weick</a> and Kathleen M. <a href="http://www.bibsonomy.org/author/Sutcliffe">Sutcliffe</a> </span><em>Jossey-Bass, </em>(<em>2001</em>)Tue Mar 25 06:53:52 CET 20080787956279224Managing the Unexpected: Assuring High Performance in an Age of Complexity.2001MBA innovation managing High reliability organizations (HROs) such as ER units in hospitals or firefighting units are designed to perform efficiently under extreme stress and pressure. Using HROs as the model for the 21st century organization, Karl Weick and Kathleen Sutcliffe show readers how to respond to unexpected challenges with flexibility rather than rigidity and to reduce the disruptive effects of change by using tools such as sensemaking, stress reduction, migrating decisions, and labeling. Introducing the powerful new concept of "mindfulness," the authors outline five qualities of the mindful organization and the organizational skills needed to achieve them. Each concept is clearly expressed in vivid case studies of organizations that demonstrate mindful practices in action.A Book in the University of Michigan Business School Series Voted Best HR Book of 2001 by HR.com