book

Open Innovation

by Pascal Latouche

April 2019

Intermediate to advanced

240 pages

7h 10m

English

Wiley-ISTE

Read now

Unlock full access

The mysteries of CIManager and researcher… and why not?Peers in CICI is a rehash of OIThe problem to be solvedPragmatic markersStructure of the book
1.1. The concept of managerial innovation (MI)1.2. MI in the company1.3. Open innovation (OI)1.4. Conclusion
2.1. Definition(s) and form(s) of incubators2.2. Large groups/start-ups: motivation under pressure!2.3. The entrepreneurial policy of large groups2.4. No research on corporate incubation2.5. Conclusion
3.1. The problematization of the CI3.2. The work of “managerial curation”3.3. The work of “motivation”3.4. The work of “building identity networks”3.5. The work of “changing normative associations”3.6. Grid of strategic access points, in summary
4.1. The characteristics of a structure4.2. Relative advantages4.3. Complexity4.4. Ambiguity4.5. Conclusion
5.1. The role of adaptation5.2. Hard facts and soft facts5.3. “FCE-influencers”5.4. “FCE-products”5.5. Conclusion
6.1. The company microcosm: a determining role in the stage of problematization6.2. Institutional work: a group of systems and practices6.3. Translation, a driver for institutional work6.4. Adaptation or translation in situ6.5. Conceptual links6.6. The institutional adoption pyramid

7.1. Corporate context of CI A7.2. CI A players7.3. The structure of CI A7.4. The tasks and operations of CI A7.5. The tools of CI A7.6. Overview of CI A
8.1. The corporate context of CI B8.2. CI B players8.3. The structure of the CI B8.4. Tasks and missions of the CI B8.5. The tools of the CI B8.6. Summary of the CI B
9.1. The corporate context of CI C9.2. CI C players9.3. The structure of CI C9.4. Tasks and missions of CI C9.5. The tools of CI C9.6. Summary of CI C
10.1. The corporate context of CI D10.2. CI D players10.3. The structure of CI D10.4. Tasks and missions of CI D10.5. The tools of CI D10.6. Summary of CI D
11.1. The corporate context of CI E11.2. CI E players11.3. The structure of CI E11.4. Tasks and missions of CI E11.5. The tools of CI E11.6. Summary of CI E
Acknowledging the issue: the quality of “problem-framing” by the CIWork areas: “try, try and try again!”Awareness of the organizationPerformance indicatorsUnderstanding of the situations and people to perpetuateThe resource-based view: an additional approach and a major issue

Content preview from Open Innovation

2Incubators and Other Accelerators: the Joys of Diversity?

The background, I hope, has been established in a digestible way. Overall, it involves the wider family of MI, and in particular, one of the branches of this family, OI. This work concentrates on CI, one of the emblematic figures of OI over the last five years. As its name indicates, CI is above all an incubator. Thus, to discuss CI, it is useful to situate it within its other natural family, that of incubators.

CI has a double condition: corporate and incubator. If existence at the confluence of two sources – the world of incubators characterized by the logic of start-ups, and that of large groups and their MI – has its charms, nevertheless it is a charm that may prove uncomfortable on a daily basis.

This whole chapter aims, on the one hand, to give an overview of knowledge in the field of incubation and, on the other hand, to position CI among incubators, in particular through the issues that it represents for large groups, and finally to explain why it is complex to understand. Understanding in what way an object is complex is, I feel, the first step to managing its complexity.

2.1. Definition(s) and form(s) of incubators

The concept of the “incubator” refers to different approaches implemented to help entrepreneurs to create and develop their business. The possible variations in providing this support to entrepreneurs are diverse to the point that we might justifiably consider incubation today to be an umbrella ...