book

Open Innovation

by Pascal Latouche

April 2019

Intermediate to advanced

240 pages

7h 10m

English

Wiley-ISTE

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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

5Adaptation in situ: Levers for Manipulation

To understand managerial work (Chapter 3), I was naturally led to question the characteristics that define the structure of the CI (Chapter 4). Manipulation of a structure’s characteristics allows its adaptation. In other words, to carry out their work, the CI leader will manipulate the characteristics of the structure in the broad sense, that is, the tasks to be performed, the tools to implement, the objectives, the missions, etc., and also relevant interactions with actors. These latter will progressively align their representations of the CI with the particular context in which they develop and their respective interests. This adaptation is nothing more nor less than a “situated translation“ of the CI structure, which allows us to grasp the latter in its process of coming into being and disseminating itself, in short, in the process of finding its place.

What remains unclear is how these manipulations come about, that is, the levers influencing the manipulations to be implemented. I promised you a fine analysis based on my observations, my exchanges and my experiences in the broad sense. To fulfill this promise, in this brief chapter, I wish to discuss the various mechanisms through which this process of manipulation of characteristics is carried out, that is, the artifacts and the practices which make these manipulations of characteristics possible.