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Innovation Journey

ISBN-10: 0195341007
ISBN-13: 9780195341003
Edition: 1999
List price: $26.95 Buy it from $15.65
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Description: The Innovation Journey presents the results of a major longitudinal study that examined the process of innovation from concept to implementation of new technologies, products, processes, and administrative arrangements. Its findings call into  More...

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Book details

List price: $26.95
Copyright year: 1999
Publisher: Oxford University Press, Incorporated
Publication date: 1/29/2008
Binding: Paperback
Pages: 422
Size: 6.25" wide x 9.25" long x 1.25" tall
Weight: 1.320
Language: English

The Innovation Journey presents the results of a major longitudinal study that examined the process of innovation from concept to implementation of new technologies, products, processes, and administrative arrangements. Its findings call into question most of the explanations of theinnovation process that have been proposed in the past. The Minnesota Innovation Research Program, on which this book is based, involved over 30 researchers who undertook longitudinal studies that tracked the development of 14 diverse innovations in real time and in their natural field settings. Studying its results, the authors find that the innovationjourney is neither sequential and orderly, nor is it a matter of random trial and error; rather it is best characterized as a nonlinear dynamic system. The system consists of a cycle of divergent and convergent activities that may be repeated over time and at different organizational levels if enabling and constraining conditions are present. This divergent-convergent cycle is found to be the underlying dynamic that explains the development ofcorporate cultures for innovation, learning among innovation team members, leadership behaviors of top managers or investors, building relationships and joint ventures with other organizations, and developing an industrial infrastructure for innovation. Resource investments and organizationalstructure enable this innovation cycle, while external institutional rules and internal focus draw the boundaries of the journey. The authors conclude with advice for innovation managers and entrepreneurs: learn to "go with the flow," because while they can learn to maneuver through the innovation journey, they cannot control its flow.

Thomas J. Chermack is an Assistant Professor at the Colorado State University in the Organizational Performance and Change program. Chermack worked as a consultant with Personnel Decisions International for eight years leading efforts in training, change management initiatives, organization development interventions and high performance work team initiations.Tom is also the founder and managing partner of Chermack Scenarios, a scenario planning consultancy affiliated with the Centre for Innovative Leadership. He has authored over 50 research reports, and his research has appeared in scholarly publications such as Futures, Futures Research Quarterly, Human Resource Development Review, The Academy of Strategic Management Journal, and the Journal of Leadership and Organizational Studies among others.Foreword author Andrew H. Van de Ven is Vernon H. Heath Professor of Organizational Innovation and Change in the Carlson School of Management of the University of Minnesota, and author of numerous books on Organizational Development.

Foreword
Preface
Introduction and Overview
The Process Model
Mapping the Innovation Journey
Learning the Innovation Journey
Leading the Innovation Journey
Managing Relationships during the Innovation Journey
Building an Infrastructure for the Innovation Journey
Cycling the Innovation Journey
Cases in Different Organizational Settings
The Innovation Journey within an Internal Corporate Structure: The 3M Cochlear Implant Case
The Innovation Journey in an Interorganizational Joint Venture: The Therapeutic Apheresis Case
The Innovation Journey in a New Company Start-Up: The Qnetics Case
Bibliography
Index

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