Open Innovation

Table of contents

1. Cover
2. Acknowledgments
3. Preface
4. Introduction
   1. The mysteries of CI
   2. Manager and researcher… and why not?
   3. Peers in CI
   4. CI is a rehash of OI
   5. The problem to be solved
   6. Pragmatic markers
   7. Structure of the book
5. 1 Innovation: a Story Without an End
   1. 1.1. The concept of managerial innovation (MI)
   2. 1.2. MI in the company
   3. 1.3. Open innovation (OI)
   4. 1.4. Conclusion
6. 2 Incubators and Other Accelerators: the Joys of Diversity?
   1. 2.1. Definition(s) and form(s) of incubators
   2. 2.2. Large groups/start-ups: motivation under pressure!
   3. 2.3. The entrepreneurial policy of large groups
   4. 2.4. No research on corporate incubation
   5. 2.5. Conclusion
7. 3 The Architects of Interactions: the Four Strategic Access Points
   1. 3.1. The problematization of the CI
   2. 3.2. The work of “managerial curation”
   3. 3.3. The work of “motivation”
   4. 3.4. The work of “building identity networks”
   5. 3.5. The work of “changing normative associations”
   6. 3.6. Grid of strategic access points, in summary
8. 4 Topography: the Characteristics of a Structure
   1. 4.1. The characteristics of a structure
   2. 4.2. Relative advantages
   3. 4.3. Complexity
   4. 4.4. Ambiguity
   5. 4.5. Conclusion
9. 5 Adaptation in situ: Levers for Manipulation
   1. 5.1. The role of adaptation
   2. 5.2. Hard facts and soft facts
   3. 5.3. “FCE-influencers”
   4. 5.4. “FCE-products”
   5. 5.5. Conclusion
10. 6 When Practice Becomes the Model to Follow: the Adoption of CI
    1. 6.1. The company microcosm: a determining role in the stage of problematization
    2. 6.2. Institutional work: a group of systems and practices
    3. 6.3. Translation, a driver for institutional work
    4. 6.4. Adaptation or translation in situ
    5. 6.5. Conceptual links
    6. 6.6. The institutional adoption pyramid
11. 7 CI Example A: the “Boss’s Thing”
    1. 7.1. Corporate context of CI A
    2. 7.2. CI A players
    3. 7.3. The structure of CI A
    4. 7.4. The tasks and operations of CI A
    5. 7.5. The tools of CI A
    6. 7.6. Overview of CI A
12. 8 CI Example B: Money doesn’t make you happy
    1. 8.1. The corporate context of CI B
    2. 8.2. CI B players
    3. 8.3. The structure of the CI B
    4. 8.4. Tasks and missions of the CI B
    5. 8.5. The tools of the CI B
    6. 8.6. Summary of the CI B
13. 9 CI Example C: Reducing the Wide Gap
    1. 9.1. The corporate context of CI C
    2. 9.2. CI C players
    3. 9.3. The structure of CI C
    4. 9.4. Tasks and missions of CI C
    5. 9.5. The tools of CI C
    6. 9.6. Summary of CI C
14. 10 CI Example D: “Two-pillar” Centralism
    1. 10.1. The corporate context of CI D
    2. 10.2. CI D players
    3. 10.3. The structure of CI D
    4. 10.4. Tasks and missions of CI D
    5. 10.5. The tools of CI D
    6. 10.6. Summary of CI D
15. 11 CI Example E: the Art of Pivot
    1. 11.1. The corporate context of CI E
    2. 11.2. CI E players
    3. 11.3. The structure of CI E
    4. 11.4. Tasks and missions of CI E
    5. 11.5. The tools of CI E
    6. 11.6. Summary of CI E
16. Conclusion
    1. Acknowledging the issue: the quality of “problem-framing” by the CI
    2. Work areas: “try, try and try again!”
    3. Awareness of the organization
    4. Performance indicators
    5. Understanding of the situations and people to perpetuate
    6. The resource-based view: an additional approach and a major issue
17. References
18. Index
19. End User License Agreement